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HomeMy WebLinkAboutResolution No. 2015-26M Suggested by: Administration CITY OF KENAI RESOLUTION NO. 2015 -26 A RESOLUTION OF THE COUNCIL OF THE CITY OF KENAI, ALASKA, AUTHORIZING A $40,000 BUDGET TRANSFER WITHIN THE GENERAL FUND - NON - DEPARTMENTAL AND CITY MANAGER DEPARTMENTS FOR THE PERFORMANCE OF A MANAGEMENT STUDY OF THE CITY'S FIRE DEPARTMENT AND AUTHORIZING THE CITY MANAGER TO EXECUTE AN AGREEMENT WITH THE INTERNATIONAL CITY /COUNTY MANAGEMENT ASSOCIATION FOR THE PERFORMANCE OF THE STUDY. WHEREAS, the FY2015 Budget included $90,000 in contingency funds for the City Manager to utilize for unexpected expenditures or unforeseen special projects; and, WHEREAS, sufficient funds remain in this contingency for this budget transfer; and, WHEREAS, the administration seeks to hire a consultant to perform a review of the Fire Department's operations including an analysis of staffing levels, response matrix, community needs, and department resources; and, WHEREAS, the International City /County Management Association has a consulting firm who specialize in such studies with particular expertise in the management efficiency of small departments; and, WHEREAS, a thorough review of the department, its resources, and its processes will be the basis for management and funding decisions for future years; and, NOW, THEREFORE, BE IT RESOLVED BY THE COUNCIL OF THE CITY OF KENAI, ALASKA, the following budget transfer be made: General Fund From: Non - Departmental - Contingency $40,000 To: City Manager - Professional Services $40,000 Resolution 2015 -26 Page 2 of 2 BE IT FURTHER RESOLVED, the City Manager is authorized to execute an agreement with the International City/County Management Association for the performance of this study for an amount not to exceed $40,000. PASSED BY THE COUNCIL OF THE CITY OF KENAI, ALASKA, this 20th day of May, 2015. PAT PORTER, MAYOR ATTE Sandra o ig City C rk Approved by / r \ "Villaye with a Past, C# with a Future" -'> 210 Fidalgo Avenue, Kenai, Alaska 99611 -7794 Telephone: 907 - 283 -7535 / FAX: 907 - 283 -3014 �IIIII 1992 MEMO* TO: FROM: DATE: City Council Rick Koch May 14, 2015 SUBJECT: Resolution No. 2015 -26, Management Study of Kenai Fire Department The purpose of this correspondence is to request Council adoption of the above - referenced resolution. The purpose of this budget transfer is to provide funding for a comprehensive analysis of Fire Department /Emergency Medical Services operations of the City of Kenai. In most communities, public safety operations are the largest single component of municipal government, the City of Kenai is no exception. As we continually attempt to provide services to our residents in the most cost - effective manner, conducting thorough analysis of operations is an appropriate and useful tool. I have attended a number of seminars and training sessions conducted by the Center for Public safety Management (CPSM), and found the presenters to be extremely knowledgeable in all areas of public safety operations and management. The majority of staff at CPSM is comprised of retired Fire Chiefs, Police Chiefs, and City Managers. Please find attached the proposal from CPSM for this study /analysis. The FY2014 budget contained funding for this study. The study was not conducted at that time because of personnel changes within the Department. This study will be a critical component in maximizing operational efficiencies in the Fire Department in a cost effective manner as well as providing guidance for future decisions as demands on the Department continue to increase, possibly in dramatic fashion if a new LNG plant is constructed near the City boundary. Thank you for your attention in this matter. If you have any questions, please contact me at your convenience. Proposal for Comprehensive Analysis of Fire / EMS Services Kenai, Alaska C E N T E R F O R P U B L I C S A F E T Y M A N A G E M E N T PS Center for Public Safety Management, LLC 475 K Street, NW Suite 702 Washington, DC 20002 www.cpsm.us 716 - 969 -1360 Exclusive Provider of Public Safety Technical Assistance for International City /County Management Association ICMA Leaders at the Core of Better Communities CPSM Center for Public Safety Management, LLC May 6, 2015 Mr. Rick Kock City Manager City of Kenai 210 Fildago Ave. Kenai. AK Dear Mr. Koch: The Center for Public Safety Management, LLC, the exclusive provider of public safety technical assistance for the International City /County Management Association, is pleased to submit this proposal for an analysis of Fire / EMS services for Kenai. The CPSM approach is unique and more comprehensive than ordinary accreditation or competitor studies. In general, our analysis involves the following major outcomes: • Examine the department's organizational structure and culture; • Perform gap analysis, comparing the "as is" state of the department to the best practices of industry standards; • Recommend a management framework to ensure accountability, increased efficiency and improved performance; • Conduct a data - driven forensic analysis to identify actual workload; • Identify and recommend appropriate staffing and deployment levels for every discrete operational and support function in the department. This proposal is specifically designed to provide the local government with a thorough and unbiased analysis of emergency services in your community. We have developed a unique approach by combining the experience of dozens of subject matter experts in the areas of emergency services. The team assigned to the project will have hundreds of years of practical experience managing emergency service agencies, a record of research, academic, teaching and training, and professional publications, and extensive consulting experience completing hundreds of projects nation -wide. The team assembled for you will be true "subject matter experts" not research assistants or interns. ICMA has provided direct services to local governments worldwide for almost 100 years, which has helped to improve the quality of life for millions of residents in the United States and abroad. I, along with my colleagues at CPSM, greatly appreciate this opportunity and would be pleased to address any comments you may have. You may contact me at 716.969.1360 or via email at Iatarese@cosm.us Sincerely, Leonard A. Matarese, ICMA -CM, IPMA -HR Director, Research and Project Development Center for Public Safety Management, LLC Center for Public Safety Management. LLC - Kenai, AK Page 2 of 20 International City /County Management Association (ICMA) The International City /County Management Association (ICMA) is a 100 year old, non - profit professional association of local government administrators and managers, with approximately 9,000 members located in 32 countries. Since its inception in 1914, ICMA has been dedicated to assisting local governments in providing services to its citizens in an efficient and effective manner. Our work spans all of the activities of local government - parks, libraries, recreation, public works, economic development, code enforcement, Brownfield's, public safety, etc. ICMA advances the knowledge of local government best practices across a wide range of platforms including publications, research, training, and technical assistance. Our work includes both domestic and international activities in partnership with local, state and federal governments as well as private foundations. For example, we are involved in a major library research project funded by the Bill and Linda Gates Foundation and we are providing community policing training in Panama working with the U.S. State Department. We have personnel in Afghanistan assisting with building wastewater treatment plants and have teams in Central America providing training in disaster relief working with SOUTHCOM. The ICMA Center for Public Safety Management (ICMA /CPSM) was one of four Centers within the Information and Assistance Division of ICMA providing support to local governments in the areas of police, fire, EMS, Emergency Management and Homeland Security. In addition to providing technical assistance in these areas we also represent local governments at the federal level and are involved in numerous projects with the Department of Justice and the Department of Homeland Security. In each of these Centers, ICMA has selected to partner with nationally recognized individuals or companies to provide services that ICMA has previously provided directly. Doing so will provide a higher level of services, greater flexibility and reduced costs in meeting member's needs as ICMA will be expanding the services that ICMA can offer to local government is expanding. For example, The Center for Productivity Management (CPM) is now working exclusively with SAS, one of the world's leaders in data management and analysis. And the Center for Strategic Management (CSM) is now partnering with nationally recognized experts and academics in local government management and finance. Center for Public Safety Management, LLC (CPSM) is now the exclusive provider of public safety technical assistance for ICMA and provides training and research for the Association's members and represents ICMA in its dealings with the federal government and other public safety professional associations such as CALEA. The Center for Public Safety Management, LLC maintains the same team of individuals performing the same level of service that it has for the past seven years for ICMA. CPSM's local government technical assistance experience includes workload and deployment analysis, using our unique methodology and subject matter experts to examine department organizational structure and culture, identify workload and staffing needs as well as industry best practices. We have conducted over 200 such studies in 36 states and 155 communities ranging in size from 8,000 population Boone, IA to 800,000 population Indianapolis, IN. Thomas Wieczorek is the Director of the Center for Public Safety Management. Leonard Matarese serves as the Director of Research & Program Development. Dr. Dov Chelst is the Director of Quantitative Analysis. Michael lacona is Senior Manager for Fire? Center for Public Safety Management. LLC - Kenai, AK Page 3 of 20 The proposal will look at the fire and EMS services of City, State. For this project, the CPSM has assembled a premier team of experts from a variety of disciplines and from across the United States. The goal is to develop recommendations that will enable it to produce the outcomes necessary to provide critical emergency services consistent with the community's financial capabilities. The team will consist of a Project Manager, two Team Leaders and several senior public safety Subject Matter Experts selected from our team specifically to meet the needs of the community. The management organizational chart for the project includes the following Key Team Members: Center for Public Safety Management. LLC - Kenai, AK Page 4 of 20 Project Manager Director of Research and Project Development, Center for Public Safety Management, Leonard Matarese, MPA, ICMA -CM, IPMA -CP Background Mr. Matarese is a specialist in public sector administration with particular expertise in public safety issues. He has 44 years' experience as a law enforcement officer, police chief, public safety director, city manager and major city Human Resources Commissioner. He was one of the original advisory board members and trainer for the first NIJ /ICMA Community Oriented Policing Project which has subsequently trained thousands of municipal practitioners on the techniques of the community policing philosophy over the past 18 years. He has managed several hundred studies of emergency services agencies with particular attention to matching staffing issues with calls for service workload. Recognized as an innovator by his law enforcement colleagues he served as the Chairman of the SE Quadrant, Florida, Blue Lighting Strike Force, a 71 agency, U.S. Customs Service anti - terrorist and narcotics task force and also as president of the Miami -Dade County Police Chief's Association - one of America's largest regional police associations. He represents ICMA on national projects involving the United States Department of Homeland Security, The Department of Justice, Office of Community Policing and the Department of Justice, Office Bureau of Justice Assistance. He has also served as a project reviewer for the National Institute of Justice and is the subject matter expert on several ICMA / USAID police projects in Central America. As a public safety director he has managed fire / EMS systems including ALS transport. He was an early proponent of public access and police response with AEDs. Mr. Matarese has presented before most major public administration organizations annual conferences on numerous occasions and was a keynote speaker at the 2011 annual PERF conference. He was a plenary speaker at the 2011 TAMSEC Homeland security conference in Linkoping, Sweden and at the 2010 UN Habitat PPUD Conference in Barcelona, Spain. He has a Master's degree in Public Administration and a Bachelor's degree in Political Science. He is a member of two national honor societies and has served as an adjunct faculty member for several universities. He holds the ICMA Credentialed Manager designation, as well as Certified Professional designation from the International Public Management Association- Human Resources. He also has extensive experience in labor management issues, particularly in police and fire departments. Mr. Matarese is a life member of the International Association of Chiefs of Police. Center for Public Safety Management. LLC - Kenai, AK Page 5 of 20 Data Assessment Team Center for Public Safety Senior Team Members 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. Senior Manager Gang Wang, Ph.D., Fire & EMS Services Data Analyst Background Gang Wang received the dual bachelor degrees in industrial design and management science, and the M.S. in information system from Chongqing University in China and the Ph.D. degree in industrial engineering from Wayne State University. He has five years experience in enterprise information system and eight years experience in data analysis and applied mathematical modeling. He has rich experience in areas of automotive, travel and public safety with particular emphasis in fire / EMS analysis. He has published a book chapter and several journal articles. Senior Public Safety Subject Matter Expert David Martin, Ph.D., Senior Researcher in the Center for Urban Studies, Wayne State University Background Dr. Martin specializes in public policy analysis and program evaluation. He has worked with several police departments to develop crime mapping and statistical analysis tools. In these projects he has developed automated crime analysis tools and real -time, dashboard -style performance indicator systems for police executive and command staff. Dr. Martin teaches statistics at Wayne State University. He is also the program evaluator for four Department of Justice Weed and Seed sites. He is an expert in the use of mapping technology to analyze calls for service workload and deployments. Center for Public Safety Management. LLC - Kenai, AK Page 6 of 20 Operations Assessment Team - Fire Unit Senior Manager for Fire /EMS Chief Mike lacona, MPA, (Ret.), Fire Chief /Director Flagstaff Fire Department, Flagstaff Arizona; former Director and Fire Chief, Orange County, Florida Fire Rescue Department. Background Chief lacona has 38 years of fire service experience, with the last 17 years as Fire Chief. He recently retired as fire chief for the City of Flagstaff, Arizona and held this position since 2002. Prior to this, he was the Director of Orange County Fire Rescue, Florida, which included oversight of the County's emergency management functions. In addition to duties associated with fire chief, he has served in various capacities, rising through the ranks from to fire fighter /paramedic to chief fire officer. Mike has led a fire training division, was the Chief of Operations, served as Emergency Manager in EOC Operations, was Chief Negotiator in multiple IAFF Contract deliberations. He has supervised the development of several fire master plans, was a volunteer fire fighter coordinator, led multiple fire code adoption processes, was in charge of personnel and payroll functions and implemented fire impact fees. He also has wildland fire experience, supervising a fuel management program, the adoption of a Wildland Interface Code, and the adoption of a Community Wildfire Protection Plan (CWPP). Chief locona holds a Master's Degree in Public Administration and did his undergraduate work in Urban Planning at Florida Atlantic University, in Boca Raton, FL. He is a graduate of the National Fire Academy's Executive Fire Officer Program and attended The Program for Senior Executives in State and Local Government at the Harvard Kennedy School. Director, Center for Public Safety Management, LLC Thomas Wieczorek, 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 a number of programs at Grand Valley State University, the National Highway Traffic Safety Administration (NHTSA), and Grand Rapids Junior College. He has testified frequently 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; served as the vice - chairperson of the Commission on Fire Officer Designation; and serves as a representative of ICMA on the NFPA 1710 career committee. He most recently 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 Center for Public Safety Management. LLC - Kenai, AK Page 7 of 20 Government Officials." It has been presented in 43 states and has been assigned a course number by the DHS. He represents ICMA on the NFPA 1710 and 1730 Standards Committees and is a board member on the International Accreditation Service, a wholly owned subsidiary of the International Code Council. 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. Senior Associate Gerard J. Hoetmer, MPA, retired Executive Director of Public Entity Risk Institute, Fairfax, Virginia Background Gerry Hoetmer is an expert in fire services, emergency management, and risk management. He served as the founding executive director of the Public Entity Risk Institute, a nonprofit organization that provided training, technical assistance, and research on risk management issues for local government and other public and quasi - public organizations. During his tenure as executive director he was a member of the National Academy of Sciences Disaster Roundtable. Prior to his position as executive director at PERT, Mr. Hoetmer worked at ICMA for 19 years, most recently as the director of research and development. He has written extensively on local government emergency management, the fire service, code enforcement, and risk management issues. Seminal works include the first report to Congress on fire master planning and the first edition of Emergency Management., Principles and Practices for Local Government. In addition to providing expert testimony before Congress and local arbitration boards on fire staffing and scheduling issues, Mr. Hoetmer represented ICMA on the NFPA 1500 Standard on Occupational Safety and Health; NFPA 1201, the Standard for Providing Emergency services to the Public; and the NFPA 1710, Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments. Mr. Hoetmer has developed and conducted training programs and seminars at FEMA's Emergency Management Institute and the National Fire Academy in Emmitsburg, Maryland. He holds a Bachelors from the State University of New York, New Paltz and the Master of Public Administration degree from the University of Colorado at Denver Senior Associate Chief John (Jack) Brown (Ret.), BA, MS, EFO, Director, Arlington County Office of Emergency Management, Retired Assistant Chief Fairfax County Fire & Rescue Department • Background Jack Brown's 40 year public safety career includes 29 years with the Fairfax County, Virginia Fire & Rescue Department, where he retired as Assistant Fire Center for Public Safety Management. LLC - Kenai, AK Page 8 of 20 Chief of Operations. He served in a number of operational and staff positions, including the Office of the Fire Marshal where he attained NFPA certification as a Fire Inspector 11 and Fire Investigator. As an investigator, he conducted post fire and post blast investigations, assisting in the prosecution of offences involving arson and illegal explosives. He served as a Planning Section Chief and Task Force Leader for the Fairfax County Urban Search and Rescue Task Force (VA TF -1). He deployed to Nairobi, Kenya as Plans Chief in response to the 1998 embassy bombing and as Task Force Leader on a deployment to Taiwan in response to an earthquake in 1999. Upon his retirement from Fairfax County in 2000, he became the Assistant Chief for the Loudoun County Department of Fire, Rescue and Emergency Management, where he led a team of firefighters to the Pentagon on 9/11 and assisted the Arlington County Fire Department as the initial Planning Section Chief for the incident. Jack served as Planning Section Chief on a Northern Virginia multi - jurisdictional emergency management task force that reestablished the New Orleans Emergency Operations Center just after Hurricane Katrina. He retired from Loudoun County in 2006 to pursue a career in emergency management. Brown retired from the Coast Guard Reserve as a Chief Warrant Officer 4, specializing in port safety and security, with 33 years of combined Army and Coast Guard Reserve service. After 9/11, he served on active duty for 47 months, including 15 months in the Middle East. He received the Bronze Star Medal for actions in Baghdad, Iraq while supporting combat operations during Operation Iraqi Freedom. Brown holds a bachelor's degree in Fire Science Administration from the University of Maryland and a master's degree in Quality Systems Management from the National Graduate School, Falmouth, Massachusetts. He is a 1997 graduate of the National Fire Academy's Executive Fire Officer Program at the National Emergency Training Center, Emmitsburg, Maryland. He has been an adjunct professor at the Northern Virginia Community College and the University of the District of Columbia in the Fire Science curriculums. He is a graduate of the Executive Leadership Program in the Center for Homeland Defense and Security at the Naval Postgraduate School, Monterey, California. Center for Public Safety Management. LLC - Kenai, AK Page 9 of 20 Agreement will identify Projectf h uncch date. Milestone 2 - Project Launch We will conduct an interactive telephone conference with local government contacts. Our Project leads will launch the project by clarifying and confirming expectations, detailing study Parameters, and commencing information gathering. Milestone 3a - Information Gathering and Data Extraction- 30 Days Immediately following project launch, the operations leads will deliver an information request to the department. This is an extensive request which provides us with a detailed understanding of the department's operations. Our experience is that it typically to accumulate and digitize the information. We will provie iinstruuctionns concerning pao dings materials to ourwebsite. When necessary , telephone conference to discuss the lead will hold a items contained in the request. the team' will review this material prior to an on -site visit. Milestone 3b - Data Extraction and Analysis - 14 Days Also immediately following the project launch the Data Lead will submit a preliminary data request, which will evaluate the quality of the Computer Aided Dispatch (CAD) system data. This will be followed by a comprehensive request for data from the CAD system to conduct the response and workload analysis. This request requires a concerted effort and focused response from your department to ensure the timely production of required for analysis. Delays in this Process will likely extend the entire project and impact the delivery of final report. The data team will extract one year's worth of Calls for Service (CFS) from the CAD system. Once the Data Team is confident the data are accurate, they will certify that they have al' necessary to complete the analysis. l the d Milestone 3c - Data Certification - 14 days Milestone 4a - Data Analysis and Delivery of Draft Data Report - 30 days Within thirty days of data certification, the analysis will be completed and a draft, unedited data report will be delivered to the department for review and comment. After the data draft report is delivered, an on -site visit by the operations team will be scheduled. Milestone 4b - Departmental Review of Draft Data Report - 14 days The department will have 10 days to review and comment on the draft unedited data analysis. During this time, our Data team will be available to discuss the draft report. The Department must specify all concerns with the draft report at one time. Milestone 4c - Final Data Report - 10 days After receipt of the department's comments, the data report will be finalized within 10 days. Milestone 5 - Conduct On -Site Visit - 30 days Subject matter experts will perform a site visit within 30 days of the delivery of the draft data report. Milestone 6 - Draft Operations Report - 30 days Within 30 days of the last on -site visit, the operations team will provide a draft operations report to each department. Again the department will have 10 days to review and comment. Milestone 7- Final Report 15 days Once the Department's comments and concerns are received by CPSM the combined final report will be delivered to the city within 15 days. TOTAL ELAPSED TIME: 105 - 135 days Center for Public Safety Management. LLC - Kenai, AK Page 10 of 20 Fire Suppression Services Fire departments staff their stations and train their personnel to respond to a wide array of fire and vehicular accident emergencies. In addition, many departments use the long intervals between calls for service for a variety of fire prevention, training and station activities. Research in the United Kingdom as well as by FEMA has shown that the most cost - effective approach to fire deployment is the elimination of calls. If a call is received, eliminating hazards decreases the risk faced by first responders and may result in a more positive outcome. These preventive strategies should include building effective code enforcement and fire prevention activities as well as strong public education programs promoting smoke detectors fire extinguisher use and placement in homes and businesses. The effort may also include early fire suppression through the use of automatic sprinkler systems and other fire protection systems. All of these prevention and response challenges are illustrated below. y FIRE CHALLENGES Fire Detection 8 Earl =Safe Property Prevention ReDOrting Suppre Sion Conservation Code Smoke / Fire I Extinguishers, I Rapid I Rapid Enforcement Alarms Automatic Response Response Sprinklers I Medic -Rescue Fire I Unit Utilization I FIRE DEPARTMENT ACTIONS The resulting data study CPSM completes will gather and analyze data on the efficiency and effectiveness of the current deployment on the fire runs. Resource utilization will be quantified for concentration, location, and unit utilization. The study will also analyze fire call data to provide a comprehensive review of how fire services are delivered to the community including a detailed analysis of workloads and response times. The analysis of the workloads should begin with an in -depth study of the types of calls handled and their severity. The goal of this data gathering would be to explicate the fundamental nature of the fire challenge faced by the Fire Department. The study will pay special attention to fires reported in residences or buildings. Some examples of questions to be answered as a part of the study include: What was the average response Center for Public Safety Management. LLC - Kenai, AK Page 12 of 20 time of the first arriving fire suppression unit capable of deploying extinguishing agent? How long did the engine companies work at the scene? For each call type, we will determine the time spent on -scene and the manpower personnel who worked the scene. This data will be aggregated to determine an overall average total time spent on fire calls per 24 -hour period and by shift for each engine company. It will document any dramatic variations by time of day and day of week as well as seasonal variations. It will also require the review the department's non - emergency productive hours that fire personnel carry out between emergency calls. The study will also analyze data to determine the proportion of calls and the associated workload that arise within the community's borders compared to mutual aid calls. Response time is an important statistic in emergency service systems. We will determine: Average response time of first arriving fire suppression unit capable of deploying extinguishing agent. -i Distribution of response times for different call categories C: Response time for the second arriving engine company, where possible We will also identify and review calls that experienced unusually long response times. Center for Public Safety Management. LLC - Kenai, AK Page 13 of 20 Emergency Medical Services Fire Departments provide emergency medical services in addition to fire suppression duties. In this project we will analyze EMS call data to provide a comprehensive review of emergency medical services including a detailed analysis of workloads and response times. The analysis of the workloads will begin with an in -depth study of the types of calls handled and their severity. The goal is to explicate the fundamental nature of the emergency medical challenge faced by the community's Fire Department. We will pay special attention to the most critical emergencies such as heart attack and serious vehicular accidents. EMS CHALLENGES Medical Early Prevention DetectlonI Repp orting Early Action I Stabilize r FTransport Medical Incident Progression Pu Educabltic ion I Public & public CPR I I Rapid ALS ALS Targeted 9 P AED Training Response Transport Education P EMS DEPARTMENT ACTIONS For each call type, we will determine the time spent on -scene and the manpower personnel who worked the scene. These data will be aggregated to determine an overall average total time spent on fire calls per 24 -hour period for each ambulance company and the unit hour utilization (UHU). We will also determine how much EMS calls contribute to the workload of fire engine companies since they also respond to most calls. We will document any dramatic variations by time of day and day of week as well as seasonal variations. Response time is an important statistic in emergency service systems. We will determine not only average response time but also the distribution of response times for different call categories. We will also identify and review calls that experienced unusually long response times. Center for Public Safety Management. LLC - Kenai, AK Page 14 of 20 Fire departments often speak of the "worst case scenario" or "resource exhaustion" when developing staffing and deployment plans. In reality, on agency can never staff for the worst case scenario, because whatever situation can be envisioned, there can always be a more serious event that can be planned. What is needed to make staffing and apparatus decisions is a clear understanding of what levels of demand can reasonably be expected over specific periods of time in a specific jurisdiction. For example, what are the busiest calls for service times over a one year period and what levels of staffing and apparatus were needed to handle this workload? To answer this question requires a detailed analysis of calls for service, broken down minute by minute, identifying which units were busy and how many units remained available to respond to a new call for service. More sophisticated analysis can take into consideration available mutual aid resources. There is significant variability in the number of calls from hour to hour. One special concern relates to the fire resources available for the highest workload hours. We tabulate the data for each of 8760 hours in the year. We identify how often the fire department will respond to more than a specified number of calls in an hour. In studying call totals, it is important to remember that an EMS run typically lasts, on average, a different amount of time than a fire category call. Example of 'Busiest Hour Analysis" What follows is an example of an CPSM study of a fire department with 17 units staffed all the time. For the vast majority of these high volume hours, the total workload of all units combined is equivalent to 3 or fewer units busy the entire hour. For the ten highest volume hours, 0.1 % of the hours, the total workload exceeded 3 hours. All of these high volume hours occurred between 10 a.m. and 9 p.m. The hour with the most work was between 1000 and 1100 on September 12, 2009. The 21 calls involved 34 runs. The combined workload was 417 minutes. This is equivalent to 7 firefighting units being busy the entire hour. However, in the City there are 17 units staffed all of the time. During the worst portion of the hour, there were always at least 5 units still available to respond immediately. Only 5 of the 17 units were busy more than 30 minutes during this hour. The hour with the most calls was between 1400 and 1500 on October 13, 2009. The 23 calls involved 28 runs. The combined workload was 379 minutes. This is equivalent to between 6 and 7 firefighting units being busy the entire hour. However, in the city there are 17 units staffed all of the time. During the worst portion of the hour, there were always at least 7 units still available to respond immediately. Only 3 of the 17 units were busy more than 30 minutes during this hour. Center for Public Safety Management. LLC - Kenai, AK Page 15 of 20 Table 1. Frequency Distribution of the Number of Calls Number of Calls in an Hour Frequency 0 -5 6397 6 -10 2263 11 -15 98 16 or more 2 Observations: • A total of 6,397 hours (73 %) in a year have received 0 -5 calls. • A total of 2,263 hours (25.8 %) in a year have received 6 -10 calls. • A total of 100 hours (1.2 %) in a year have received 11 or more calls. Table 2. Top Ten Hours with the Most Calls Received HOURS Number of Calls Number of Runs Total Busy Minutes 13- 0ct -2009 1400 23 28 379 12- Sep -2009 1000 21 34 417 20- Jun -2009 2000 15 16 252 02- Feb -2009 1900 15 16 213 10 -Jul -2009 1000 14 15 226 15- Feb -2009 1900 14 20 317 29 -Jul -2009 1700 14 18 274 23- Feb -2009 1100 14 15 180 17- Mar -2009 1500 14 17 193 01 - Mar -2009 1800 13 14 185 Center for Public Safety Management. LLC - Kenai, AK Page 16 of 20 P O O N Q d N r C Q E d V C a E a O C d 3 W O 2 O T L N d C a 0 d d O vi ! M 1a- C U O p u u2i �a •C C Cl) h N au o a 0 Q a N c a 6 N � N a 3 N N O w C a L M O N c Q � t N O O O N � E E O T Q � � O N 3 � � 3 � C � $ z N aj C11 E o N h T y O O N C) 6 O O N a E a ^ O a � c _ O N O ry v N ■ 01111111111111 moll III MOORE I 1 1111111111 I 1t f oil mill 1111111 C U O p u u2i �a •C C Cl) h N au o a 0 Q a N c a 6 N � N a 3 N N O w C a L M O N c Q � t N O O O N � E E O T Q � � O N 3 � � 3 � C � $ z N aj C11 E o N h T y O O N C) 6 O O N a E a ^ O a � c _ O N O ry v N Figure 1. Workload by Unit and Call Type for the Hour between 10 a.m. and 11 a.m. on 12- Sep -2009 50 45 40 35 30 25 20 15 10 5 0 Observations: ■EMS ■Fire Other Heal Fire 40 c E1 E2 T2 E3 T3 E4 T4 E5 E6 E7 T7 E9 E10 E11 E12 E13 E14 • Engine companies E3, E1 1 and E12 were busy more than 40 minutes during this hour. • Truck T3 was busy more than 40 minutes during this hour. • Eleven units were busy less than 20 minutes. Two units responded to no calls. Center for Public Safety Management, LLC - Kenai, AK Page 18 of 20 rV E1 E2 T2 E3 T3 E4 T4 E5 E6 E7 T7 E9 E10 E11 E12 E13 E14 • Engine companies E3, E1 1 and E12 were busy more than 40 minutes during this hour. • Truck T3 was busy more than 40 minutes during this hour. • Eleven units were busy less than 20 minutes. Two units responded to no calls. Center for Public Safety Management, LLC - Kenai, AK Page 18 of 20 The quotation of fees and compensation shall remain firm for a period of 90 days from this proposal submission. CPSM will conduct the analysis of the fire and EMS departments for $38,900 exclusive of travel. The project would be billed in three installments: 40% within 14 days of signing the contract; 40% with delivery of the fire and EMS draft data analysis; 20% with delivery of the final report. Following delivery of the draft reports, the city will have 30 days to provide comments as to accuracy and a final report will be delivered within 30 days of the comment period. Travel expenses will be billed as incurred at actual cost without overhead or administrative fees. NOTE: If the chief administrative officer of the jurisdiction is a member of ICMA the fee, exclusive of travel, will be reduced by 10% to $35,010. Deliverables Draft reports for fire /EMS will be provided for department review in electronic format In order to be ecologically friendly, CPSM will deliver the final report in computer readable material either by email or CD or both. The final reports will incorporate the operational as well as data analysis. Should the municipality desire additional copies of the report, CPSM will produce and deliver whatever number of copies the client request and will invoice the client at cost. Should the City desire additional support or in- person presentation of findings, CPSM will assign staff for such meetings at a cost of $2,000 per day /per person along with reimbursement of travel expenses. Center for Public Safety Management, LLC - Kenai, AK Page 19 of 20 Part of ICMA's mission is to assist local governments in achieving excellence through information and assistance. Following this mission, CPSM Center for Public Safety Management acts as a trusted advisor, assisting local governments in an objective manner. In particular, 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 Public Safety Management, LLC - Kenai, AK Page 20 of 20