April 20, 2023
Office of the City Manager
Attention: Luke Smude and Chief Patrick Butler
415 Diamond Street, P.O. Box 270
Redondo Beach, CA 90277
RE: PROPOSAL TO CONDUCT A FIRE DEPARTMENT COMPARATIVE DEPLOYMENT AND
ORGANIZATIONAL ANALYSIS
Dear Luke Smude and Chief Butler:
Citygate Associates, LLC (Citygate) is pleased to present its proposal to the City of Redondo Beach (City) to conduct a Fire Department Comparative Deployment and Organizational Analysis.
This introductory letter explains why Citygate is the most experienced fire services consultancy in the Western U.S., especially in regard to contracting for fire services and comparative analyses.
EXTENSIVE FIRE SERVICES EXPERIENCE
Chief Stewart Gary, our Public Safety
Principal, literally wrote the book on Standards
of Coverage (SOC) studies. He was the lead
author on the second and fourth editions of
the official manual for Standards of Response
Coverage by the Commission on Fire
Accreditation International (CFAI).
Chief Gary and his team of subject matter
specialists have performed over 400 fire
service studies over the last 23 years; his fire
and EMS studies have served nearly 27 million
residents. In just the last five years, Citygate has completed or is currently performing over 100 fire and EMS engagements, most of which included master planning, SOC/deployment, risk assessment, and staffing elements, and many of which included comparative analyses and contract for fire and emergency medical services reviews. As a result, Chief Gary’s Project Team is the most prolific and respected in the Western U.S.
“We work with consultants,
obviously, all the time, but the
work that Citygate did on this
report is some of the best I’ve
seen in my tenure here.”
—Former San Diego County CAO
April 20, 2023
Citygate has deep experience with the fact patterns and service delivery challenges unique to the City. We have served numerous fire and EMS agencies on all sides of the City, including the likes of Manhattan Beach, Hermosa Beach, Santa Monica, Long Beach, and each the City and County of Los Angeles.
Our fiscal and alternative service delivery acumen is also unparalleled. Citygate is the most relied upon firm to assist with contract for fire services, fire department consolidation, and Joint Powers Authority (JPA) feasibility that we know of; we have conducted well over 35 such assessments.
We have assessed the feasibility of a police/fire JPA, the first JPA of its kind, and Citygate’s Public Safety Principal, Chief Stewart Gary, was awarded the Helen Putnam Award of Excellence and Innovation by the League of California Cities for his successful consolidation of the Livermore and Pleasanton Fire Departments.
Also valuable to the City is our experience with the unique risks and deployment challenges to fire protection and EMS in coastal coverage zones. The City and County of Santa Barbara, the City and County of San Diego, the Ports of Long Beach and Los Angeles, the City of Portland, the Port of Corpus Christi, the Cities of Carlsbad, Pismo Beach, Arroyo Grande, Grover Beach, San Luis Obispo, Monterey, Santa Cruz, Carmel, Pacific Grove, and the Oceano CSD have all relied on Citygate Associates to advise on their fire protection and EMS needs.
In Chief Gary’s tenure, Citygate has also executed many of the largest fire service studies we know of in California, including for the counties of Los Angeles, San Diego, and Alameda; the cities of Los Angeles (currently), San Diego, Oakland, Sacramento, Stockton, San Bernardino, and San Jose; the Orange County Fire Protection Department, Ventura County Fire Protection District; the Sacramento Metropolitan Fire District; and the Ports of Long Beach and Los Angeles. Recently, out of state we have completed Standards of Coverage, headquarters, and EMS assessments for the City of Portland Fire and Rescue Bureau (Oregon) and City of Fort Worth (Texas).
More information regarding Citygate’s services and extensive experience can be found at our website: https://citygateassociates.com/.
OUR TEAM OF SPECIALISTS
Citygate’s team for this engagement with the City includes five former Fire Chiefs and statistical and geo-mapping specialists with extensive fire services expertise.
Why is this experience critical? The City is hiring external assistance that knows how to uncover tough issues and how to work them to successful closure. We know the approaches needed and, as importantly, how to effectively communicate the results to all project stakeholders. We do not deliver pre-determined reports and will not employ junior staff or staff lacking public agency experience to lower our costs and only deliver high-volume, low-cost, low-quality work.
April 20, 2023
Citygate has an outstanding track record with our clients. When Citygate commits to a client, we commit to that client’s long-term success, far beyond the scope of the initial project. We strongly encourage the City to contact our project references—they are golden.
Citygate is an independent company, not co-owned or under the control of any professional or standards-setting organization in fire services or government management. We believe this makes Citygate increasingly unique and, as such, allows us to provide the most neutral, best practice advice available fitting your local needs. All Citygate’s principals and key consultants have had remarkably successful careers, first in local or state government and then in consulting. We are not academics or professional standards organization members trying to communicate only one policy agenda determined by its members rather than meeting the needs of the City. * * *
Citygate would be honored to be of service to the City on this important project! We believe that, upon the City’s review of our proposal and unique qualifications, you will find that Citygate’s team of multi-disciplinary consultants will exceed the City’s expectations! As President of the firm, I am authorized to execute a binding contract on behalf of Citygate. For questions concerning this proposal, please contact Stewart Gary, Citygate’s Public Safety Principal, at (916) 458-5100, extension 305 or via email at [email protected]. Please also send emails to [email protected] to ensure a prompt response.
Sincerely,
David C. DeRoos, MPA, CMC, President
City of Redondo Beach
Proposal to Conduct a Fire Department Comparative Deployment and Organizational Analysis Table of Contents page i
TABLE OF CONTENTS
Section Page
Cover Letter......................................................................................................................Precedes Table of Contents Section 1—Approach and Methodology .....................................................................................................................1
1.1 Scope of Work and Other Key Issues ...................................................................................... 1
1.1.1 Project Understanding................................................................................................ 1
1.2 Comprehensive Work Plan....................................................................................................... 4
1.2.1 Project Schedule....................................................................................................... 14
1.2.2 Study Components with Which the City Must Assist ............................................. 14 Section 2—Company Profile ......................................................................................................................................15
2.1 Citygate Associates Introduction............................................................................................ 15
2.1.1 Citygate’s Public Safety Specialization................................................................... 15
2.1.2 Distinguishing Services ........................................................................................... 16
2.2 Defining Characteristics......................................................................................................... 19
2.3 Key Personnel and Roles........................................................................................................ 20
2.4 Relevant Experience............................................................................................................... 24
2.4.1 References................................................................................................................ 24
2.4.2 Similar Projects........................................................................................................ 24
2.5 Proof of Insurance and Financial Information ....................................................................... 29
2.5.1 Proof of Insurance.................................................................................................... 29
2.5.2 Financial Information and Capacity......................................................................... 29 Section 3—Cost Proposal ...........................................................................................................................................31
3.1 Project Costs........................................................................................................................... 31
3.1.1 Project Cost Breakdown .......................................................................................... 31
3.1.2 Additional Project Options ...................................................................................... 31
3.2 Hourly Rates........................................................................................................................... 32
3.3 Billing Schedule ..................................................................................................................... 33 Appendices
Appendix A Code of Ethics
Appendix B Project Team Resumes
Stewart Gary, MPA ............................................................................................................................1 Samuel Mazza, CFC, CFO, EFO .......................................................................................................5 Landon Stallings, BSCE, FSCEO......................................................................................................9 Michael Dyer, MPA.........................................................................................................................13 Andrew Green, MBA .......................................................................................................................18 David Badgett...................................................................................................................................21 David DeRoos, MPA, CMC.............................................................................................................24 Appendix C Proof of Insurance
City of Redondo Beach
Proposal to Conduct a Fire Department Comparative Deployment and Organizational Analysis Section 1—Approach and Methodology page 1
SECTION 1—APPROACH AND METHODOLOGY
1.1 SCOPE OF WORK AND OTHER KEY ISSUES
1.1.1 Project Understanding
Citygate Associates, LLC (Citygate) understands that the City of Redondo Beach (City) desires an experienced and reputable firm to provide an analysis, evaluation, and cost comparisons of deployment options for fire, EMS, and harbor operations as compared to the Consolidated Fire Protection District of the County of Los Angeles (District), ultimately providing recommendations for optimal service to City leadership.
In addition, we also understand the City desires:
◆ A community risk analysis of Redondo Beach with a 5-to-10-year projection. ◆ Evaluation of existing Harbor Patrol operations in King Harbor as compared to Marina del Rey.
◆ Response time analysis for both fire and EMS calls under City and District coverage models.
◆ Response time analysis of a temporary fire station location in north Redondo Beach.
This may include determining the optimal locations for temporary fire stations, identifying response time targets for both fire and EMS calls, evaluating resource allocation, and assessing operational efficiency.
◆ Comparison of dispatch center call processing and transfer times. ◆ Evaluation of the existing Fire Department deployment model and assessment of its strengths and weaknesses. Identification of areas for improvement and recommendations for optimizing resource allocation and operational efficiency. ◆ Scenario analysis by simulating different deployment strategies and evaluating their potential impacts on response time performance, resource utilization, and operational effectiveness. This may include evaluating the impacts of station closures, relocation of resources, or changes in response protocols. ◆ Analysis of demographic projections to determine their impact on fire EMS calls moving forward, taking into account the additional development if senior housing projects and other planned development.
◆ Review of current facilities, equipment, and logistics.
City of Redondo Beach
Proposal to Conduct a Fire Department Comparative Deployment and Organizational Analysis Section 1—Approach and Methodology page 2
◆ Research regarding other cities that switched to the District 20 or 30 years ago; how has the move impacted response times and cost over this time? ◆ Determining the impact of the City’s pension refinancing versus the District’s pension system.
◆ Preparation of a comprehensive report summarizing the findings of the analysis, including recommendations for improving the Fire Department deployment strategy. The report may include maps, charts, and other visualizations to effectively communicate the results to stakeholders.
◆ Presenting the findings and recommendations to the Fire Department leadership, stakeholders, and other relevant parties. Facilitate discussions to address questions, concerns, and feedback from stakeholders and incorporate any necessary revisions to the analysis based on their input.
◆ Developing an implementation plan that outlines the steps, timeline, and resources required to implement the recommended changes to the Fire Department deployment strategy. This may include identifying potential barriers and challenges and developing strategies to address them.
◆ Establishing a plan for monitoring and evaluating the effectiveness of the recommended changes to the Fire Department deployment strategy over time. This may include ongoing data collection, analysis, and reporting to ensure that the changes are achieving the desired outcomes and making continuous improvements as needed.
◆ Additional scope of work may be considered based on the project outcomes.
Comparative Analysis
Citygate will analyze, evaluate, and compare operations and costs regarding deployment options for fire, EMS, and harbor operations as provided by the City versus by the District. This analysis will include various scenarios of deployment, both from City and District stations, as well pension impacts1 of transferring service. At the completion of this analysis, the City and its stakeholders will both see and understand the policy choices it faces and the potential outcomes of its choices on fire, EMS, and harbor operations.
1 Citygate’s review of pension impacts will consist of the benefits to the employee and legacy leave-behind costs for City obligations already incurred. Citygate does not conduct actuarial analysis; if needed, that must be conducted by a specialty firm.
City of Redondo Beach
Proposal to Conduct a Fire Department Comparative Deployment and Organizational Analysis Section 1—Approach and Methodology page 3
Community Risk Assessment and Standards of Coverage
Citygate’s Standard of Coverage and Community Risk Assessment studies are performed in accordance with the methodology outlined in Standards of Response Coverage (5th and 6th editions) as published by the CFAI, which is a systems-based approach using local risk and demographics to determine the level of protection best fitting the City’s needs. Our studies also incorporate guidelines and best practices in the field of deployment and risk analysis from the National Fire Protection Association (NFPA); Insurance Services Office (ISO); the CFAI; relevant federal, state, and local protocols, laws, and regulations; and other recognized industry best practices (CPSE, DHS/FEMA, EMAP, IAEM, NEMA, IAED).
In addition to our customary techniques of reviewing agency documentation and conducting stakeholder listening interviews, Citygate will:
◆ Use ESRI ArcGIS to prepare analysis maps of the Department’s deployment coverage travel time from the City’s fire stations.
◆ Use an incident response time analysis program called StatsFD™ to review the statistics of prior incident performance. The results will be plotted not only on graphs and charts, but “live” using 3D tools over Google Earth images. All SOC statistics reports and Google Earth models will be provided to the Department for ongoing comparative use over time.
The study will include the following components of the Standards of Response Coverage process:
City of Redondo Beach
Proposal to Conduct a Fire Department Comparative Deployment and Organizational Analysis Section 1—Approach and Methodology page 4
Standards of Coverage Process Elements
SOC Element Description
1 Existing Deployment Policies A review of current agency deployment policies. 2 Community Outcome
Expectations
A review of the community’s expectations relative to the agency’s response to emergencies.
3 Community Risk Assessment A review of the assets at risk within the community. 4 Critical Task Study
A review of the essential tasks that must be performed and the personnel required to deliver a stated outcome for an Effective Response Force (ERF).
5 Distribution Study A review of the spacing of initial response (first-due) resources (typically engines) to control routine emergencies. 6 Concentration Study
A review of the spacing of fire stations so that larger or more complex emergencies receive sufficient resources in a timely manner (Effective Response Force).
7 Reliability and Historical
Response Effectiveness Studies
Using recent prior response statistics, determining the percentage of conformance to established response
performance goals the existing deployment system delivers. 8 Overall Evaluation Proposing Standard of Cover statements by risk type as appropriate.
Source: CFAI Standards of Cover, 6th Edition
Citygate will specifically identify what is working well, where improvements are needed, and what added resources, if any, would be needed to implement Citygate’s recommendations.
Recommendations will take into account the cost and the City’s ability to implement them.
Facilities, Equipment, and Logistics Assessment
Our facilities, equipment, and logistics assessment will identify gaps—if any—in operations and resources; develop recommendations to maximize the effectiveness of current City operations and resources; and identify “current published best practices” that may be appropriate for application in the City. The analysis will compare facilities, equipment, and logistics to the City’s needs, to their cost effectiveness, and to best practices.
1.2 COMPREHENSIVE WORK PLAN
Citygate’s detailed Work Plan to conduct the requested scope of work is presented in this section.
We will review the proposed Work Plan and schedule with City leadership prior to initiating any City of Redondo Beach
Proposal to Conduct a Fire Department Comparative Deployment and Organizational Analysis Section 1—Approach and Methodology page 5
work. After obtaining additional input, we will finalize our Work Plan and the accompanying project schedule.
Changes in deployment, if desirable, will be identified along with suggested timing. This Citygate team strength means we are able to develop specific recommendations tailored to the local situation that are implementable. We will specifically identify what is working well, where improvements are needed, and what new resources, if any, would be needed to implement the recommendations.
Recommendations will consider the cost and the City’s ability to implement them.
Our Work Plan is comprised of six tasks that will be explained throughout this section. Throughout the entire project duration, we will monitor engagement progress and completion of tasks, including providing monthly written status reports and oral communications, as needed.
Task 1: Initiate and Manage the Project, Data/Information Collection, and Stakeholder Interviews/Meetings
Citygate and City project representatives will hold a startup meeting to refine the issues to be addressed, and the objectives of schedule, budget, and methods of data collection and analysis for this study.
1.1 Obtain and Review Background Data and Information
◆ At the start of the project, we will develop and submit a list of requested data and information relevant to this project, including General Plans within the City’s service area; growth forecasts; any appropriate prior studies; City documentation, including (as available) dispatch data, fleet inventory, facility information, current personnel, equipment, and other operating costs; and other relevant information.
Once we receive the requested documentation from the City, we will review it prior to the startup meeting and stakeholder interviews/meetings in the following subtask.
◆ Citygate will additionally request City and other available GIS data layers, hazard and risk-related information, travel time performance measure(s), and historical calls-for-service data from City data systems.
◆ We have found that reviewing the factual documents prior to our initial interviews improves the effectiveness and value of the interviews we conduct, since it results in more specific questions and more definitive information.
1.2 Meet with City Representatives to Initiate Project
◆ In collaboration with City leadership, Citygate will review and finalize a detailed Project Work Plan, schedule, deliverables, roles and responsibilities, and project City of Redondo Beach
Proposal to Conduct a Fire Department Comparative Deployment and Organizational Analysis Section 1—Approach and Methodology page 6
benchmarks. These tools will assist both the consultants and the City to monitor the progress of the study.
◆ A key to a successful consulting engagement is a mutual understanding of the project’s scope and objectives. In our experience, this early effort to clearly define expectations, roles, and lines of communications results in a better focus on substantive issues as the engagement progresses.
◆ To enhance our understanding of the issues at stake in this project, we will meet with, as appropriate and/or as requested:
➢ Elected or appointed community officials
➢ Fire Department leadership and other key staff
➢ Employee labor group leadership
➢ External stakeholders meeting(s)
➢ Other project stakeholders as requested or appropriate
1.3 Ongoing Project Management
◆ Throughout the entire project duration, we will monitor engagement progress and completion of tasks, including providing monthly written status reports and oral communications, as needed.
Deliverables
Deliverables for this task include:
◆ A written final project Work Plan, schedule, and background data/information request.
◆ A videoconference start-up meeting with the City’s Project Team. ◆ One day of videoconference listening meetings with Department and City staff. ◆ Monthly written reports detailing the project status any project cost or schedule concerns.
Task 2: Assess the District’s Contract for Services Proposal; Community Risk Assessment and Standard of Cover Analysis
As a basis for this operational comparison, Citygate will utilize the elements and guidelines published by the CPSE-CFAI (6th Edition) in its Standards of Coverage process.
City of Redondo Beach
Proposal to Conduct a Fire Department Comparative Deployment and Organizational Analysis Section 1—Approach and Methodology page 7
2.1 Describe the Community Served and Services Provided The Citygate team will understand and describe the City’s service area to include:
◆ Service area description, including boundaries, key demographic and socioeconomic indicators, projected growth, and other key community factors. ◆ General description, formation, authority, history, and organizational design of the City.
◆ Description of services currently provided.
◆ Description of the City’s current response system, including station locations, apparatus, and operational staffing.
◆ Description and review of current service delivery infrastructure, including facilities, operational staffing levels, and distribution of resources.
2.2 Review and Describe Community Outcome Expectations and Performance Goals ◆ We will review any existing community expectations and performance goals, as well as identify and describe any differential expectations relative to fire protection services and response performance as a result of the stakeholder interviews and public external stakeholder expectation meeting.
2.3 Conduct a Community Risk Assessment
Citygate will conduct an analysis of community risks, including:
◆ Identification and description of geographic planning zones in collaboration with the City’s Project Team.
◆ Identification of the various land use impacts on emergency service planning and delivery considering census-based population and demographic data, community planning-based population information, transient population and demographic information, population density, community land use regulations, hazardous substances and processes, and non-structural risk categorization. ◆ Identification, description, and quantification of the values at risk within the City, including critical infrastructure; economic, cultural, historic, and natural resources; and existing mitigation programs, if any.
◆ Identification, description, and analysis of all natural and human-caused fire and non-fire hazards with potential to adversely impact the City relative to services provided by the City using land use, zoning, parcel data, ISO data, economic value, City of Redondo Beach
Proposal to Conduct a Fire Department Comparative Deployment and Organizational Analysis Section 1—Approach and Methodology page 8
building footprint density, occupancy data, demographic information, and specific hazard information.
◆ Determination of probability of occurrence for each identified hazard by planning zone.
◆ Identification and quantification of appropriate impact severity factors for each identified hazard.
◆ Determination of overall risk by hazard for each planning zone considering overall geospatial characteristics, including political and growth boundaries, construction, infrastructure limitations, transportation network, and physical assets to be protected.
➢ The risk assessment will include a matrix showing the City’s common and predictable risk types identifying staffing and resource needs with particular attention to:
o Risk-specific staffing levels to meet the critical tasking analysis for the identified risks.
o Apparatus assignments to accommodate the anticipated fire flows and other critical functions of the identified risks.
o Time standards that will provide for effective initiation of critical tasks and functions.
o Summary of current available resources in matrix format.
2.4 Conduct Critical Task Time Analysis
◆ We will assist the City in conducting critical task time studies for typical emergency incident types. As an alternative, Citygate can use aggregate critical crew task times from other client agencies similar to the City.
2.5 Conduct a Distribution Analysis
◆ Citygate will use the FireView GIS mapping software to study the effectiveness of existing station locations to understand the existing deployment system performance and test proposed service measures by risk types in different zones for first-due, all-risk units.
2.6 Conduct a Concentration Analysis
◆ We will conduct a comprehensive analysis of the City’s capability to achieve an Effective Response Force (ERF) to resolve more serious or complex situations.
City of Redondo Beach
Proposal to Conduct a Fire Department Comparative Deployment and Organizational Analysis Section 1—Approach and Methodology page 9
2.7 Assess Historical Response Effectiveness and Reliability Citygate will utilize StatsFD™ software to provide a comprehensive statistical analysis of:
◆ Current workload of each company, including service demand by incident type, temporal variation, and unit-hour utilization.
◆ Actual or estimated failure rates of individual companies. ◆ Concurrent service demand and operational impacts.
◆ Analysis of the maximum emergency service capability of City resources exclusive of contract and automatic aid resources.
◆ Analysis of actual and historical response performance components, including call processing/dispatch time, crew turnout time, travel time, total response time, and ERF response time.
◆ Analysis of mutual and automatic aid provided and received. ◆ Review and analysis of historic call locations, including, but not limited to, skilled nursing facilities, clinics, and residential and commercial properties.
2.8 Overall Evaluation, Conclusions, and Recommendations to Policy Makers ◆ A summary assessment of the current deployment system’s ability to protect the assets at risk within the City’s service area, including the number and location of fire stations, the quantity and types of apparatus, operational staffing levels, specialized technical capabilities, and first-due and ERF performance. ◆ Recommendation, as needed, of revised performance objectives by risk type, including measures and compliance methodologies in alignment with recognized industry best practices, community expectations, and current and prospective future City resources.
➢ Recommended performance objectives will be developed with respect to both distribution and concentration of resources.
➢ Recommended performance goals will be consistent with recognized guidelines from the NFPA, the ISO, and the CFAI.
◆ We will identify current deployment, areas for improvement and comparative analysis to industry best practices.
City of Redondo Beach
Proposal to Conduct a Fire Department Comparative Deployment and Organizational Analysis Section 1—Approach and Methodology page 10
2.9 Comparative District Operational Analysis
◆ Once Citygate has completed its CRA-SOC for fire services as provided by the City, we will compare and contrast these operational elements with the services proposed to be provided by the District. We will do this by conducting scenario analyses of service provision as proposed by the District. This will create a simple but sophisticated “side-by-side” comparison of the impacts on fire, EMS, and harbor operations of either contracting for services or continuing to provide services internally.
2.10 Comparative District Fiscal Analysis
◆ Citygate will conduct a high-level fiscal analysis of continuing to provide fire, EMS, and harbor operations internally versus contracting with the District. This fiscal analysis will include a year-by-year, side-by-side comparison of revenues and expenditures, operating reserves, fund balances, as well as high-level pension system impacts.
Deliverables
Deliverables for this task include:
◆ No deliverables are anticipated for this task. Results from this analysis will be included in the deliverables in the following tasks.
Task 3: Non-Comparative Analyses
In addition to the critical comparative analyses between City-provided and District-provided services as outlined in Task 2, the City has requested an assessment of a number of other service delivery factors.
3.1 Evaluate Harbor Patrol Operations in King Harbor as Compared to Marina del Rey ◆ The Citygate team will understand the harbor risks to be protected and the resultant response assets needed over specific response times.
3.2 Reviewing Current Facilities, Equipment, and Logistics ◆ Using a standards-based assessment instrument, Citygate will work with Department staff to evaluate each facility’s and apparatus’ physical condition and capacity to meet the Department’s long-term needs.
◆ In addition, Citygate will assess Department logistics and annual supply costs.
City of Redondo Beach
Proposal to Conduct a Fire Department Comparative Deployment and Organizational Analysis Section 1—Approach and Methodology page 11
3.3 Historical Survey of the Impact of District-Provided Services on Other Cities ◆ To the degree that other cities are willing and able to provide the necessary information, and/or the information is publicly available, Citygate will survey the impact of District-provided services on cities that contracted with the District in the past, analyzing trends in both response times and cost over time.
Deliverables
Deliverables for this task include:
◆ Up to two days on site to tour facilities and apparatus. ◆ Operational questionnaire for Harbor Patrol analysis. ◆ Operational questionnaire regarding Department logistics. ◆ Comparator city surveys for cities contracting for District-provided services in the past.
◆ Up to four one-hour videoconference meetings with Department personnel regarding Harbor Patrol and/or logistics.
◆ Up to six one-hours videoconference meetings with comparator city management. ◆ Results from this analysis will be included in the deliverables in the following tasks.
Task 4: Preliminary Findings Briefing
4.1 Prepare and Conduct a Preliminary Findings Briefing ◆ Upon completion of Tasks 1 through 3, Citygate will prepare a preliminary findings briefing with exhibits, and then conduct a videoconference briefing of the analysis and working findings for the City’s Project Team.
◆ Pursuant to any input received from the City’s Project Team, Citygate will make any data-driven changes and then refinements, if needed, will be incorporated into the Draft Report.
Deliverables
Deliverables for this task include:
◆ One videoconference meeting for the preliminary findings briefing is anticipated for this task.
City of Redondo Beach
Proposal to Conduct a Fire Department Comparative Deployment and Organizational Analysis Section 1—Approach and Methodology page 12
◆ Findings, recommendations, and modifications from the preliminary findings briefing will be incorporated into the Draft Report in Task 5.
Task 5: Prepare and Deliver the Draft Report
In this task, the Citygate Project Team will develop a comprehensive Draft Report, including findings, recommendations, and exhibits as appropriate.
5.1 Prepare Draft Report with Exhibits
◆ The Citygate Project Team will prepare a Draft Report, including detailed requirements and other exhibits as needed for a comprehensive and understandable policy choice document.
◆ Upon completion of the Draft Report, electronic versions in Microsoft Word will be sent to the City’s project representative for comments using the “track changes” and “insert comments” tools in Word.
5.2 Review Draft Report with City Project Team
◆ Citygate’s normal practice is to review Draft Report with management personnel to ensure that the factual basis for the recommendations is correct and to allow time for a thorough review. In addition, Citygate takes time to discuss any areas that require further clarification or amplification. It is during this time that understandings beyond the written text can be communicated. ◆ Citygate will conduct one videoconference meeting regarding the Draft Report, answer any questions, and agree on the elements for the Final Report.
Deliverables
Deliverables for this task will include:
◆ One comprehensive Draft Report, including appropriate analysis exhibits. ◆ One videoconference meeting is anticipated for this task to review the Draft Report. ◆ The findings and recommendations from the Draft Report review will be incorporated into the Final Report in Task 6.
City of Redondo Beach
Proposal to Conduct a Fire Department Comparative Deployment and Organizational Analysis Section 1—Approach and Methodology page 13
Task 6: Prepare and Deliver the Final Report
6.1 Prepare and Deliver the Final Report
◆ The process of Final Report preparation is an important one. Implicit in this process is the need for a sound understanding of how the review was conducted, what issues were identified, why the recommendations were made, and how implementation should be accomplished.
◆ Based on results of the review process in Tasks 4 and 5, Citygate will prepare and submit an Executive Summary and comprehensive Final Report, including appropriate analysis exhibits.
6.2 Final Report Presentation
◆ Citygate will present key elements of the Final Report using Microsoft PowerPoint to an audience as determined by the City’s project representative.
6.3 (Optional) AudMod™ Audio Module
◆ Citygate’s AudModTM option offers a further way to maximize retention and resulting implementation efforts related to Citygate’s Final Report. We offer a fully produced audio “podcast”-style component that is specifically tailored to your agency and engagement, summarizing key points and recommendations from Citygate’s report with added narrative context. The result is an easily accessible audio file that can be distributed to internal and external stakeholders and listened to while driving, exercising, etc.—providing stakeholders a means to absorb the content of Citygate’s findings and recommendations conveniently from their phones, tablets, or computers. Increasing the permeation of the report you have invested in will increase success for your agency. If desired, Citygate can discuss a budget for this specific option with the City.
Deliverables
Deliverables for this task include:
◆ One comprehensive Final Report, including analysis exhibits. ◆ One Microsoft PowerPoint presentation of key elements of the Final Report. ◆ One on-site trip to present key elements of the Final Report to an audience as determined by the Department’s project representative.
City of Redondo Beach
Proposal to Conduct a Fire Department Comparative Deployment and Organizational Analysis Section 1—Approach and Methodology page 14
1.2.1 Project Schedule
Citygate anticipates the duration of this project to be six months and is available to start immediately upon execution of a Professional Services Agreement or contract for services. A summary of the proposed project schedule is presented in the following table.
Proposed Project Schedule
Task Month 1 Month 2 Month 3 Month 4 Month 5 Month 6
1: Initiate Study / Stakeholder Input
2: Comparative Analysis & SOC
3: Non-Comparative Analysis
4: Preliminary Findings Briefing
5: Draft Report
6: Final Report / Presentation
Issue Document Request Start-Up Meeting Stakeholder Interviews Initial Findings Briefing Draft Report Delivery/Review Submit Final Report Final Report Presentation
1.2.2 Study Components with Which the City Must Assist
Both Citygate and the City understand the economic constraints related to a study of this complexity. The City has the best capability to collect much of the required data that can assist Citygate with this study. Therefore, the City will assist Citygate by:
◆ Providing data and documents describing the organization, services, budgets, expenses and performance measures, and other information as requested by Citygate as available.
◆ Providing electronic incident response data in a format requested by Citygate. ◆ Identifying a single point of contact for this project. ◆ Soliciting survey information from comparator cities for the historic impact survey.
City of Redondo Beach
Proposal to Conduct a Fire Department Comparative Deployment and Organizational Analysis Section 2—Company Profile page 15
SECTION 2—COMPANY PROFILE
2.1 CITYGATE ASSOCIATES INTRODUCTION
Citygate Associates, LLC was established on January 1, 1990. Our Public Safety practice conducts deployment and station location analyses, risk assessment studies, master and strategic plans, consolidation feasibility analyses, organizational studies, performance audits, staffing studies, and GIS for local government agencies throughout the United States.
Citygate also provides services in general management consulting, finance, community development, strategic planning, organizational development, animal care and control, leadership development, and character-based human capital solutions.
With principal offices in Folsom, CA, Citygate predominantly hires consultants who have more than 25 years of executive public sector experience, hold a master- or doctoral-level degree, and are regarded as leaders in their respective fields. The firm currently employs over 30 full- and parttime consultants with expertise across the full array of local government functions, particularly fire and emergency services. These consultants are assisted by a headquarters office staff of six, comprised of report production specialists and finance and office administration. “As an industry leader … Citygate was the only firm to demonstrate sufficient, relevant experience, to clearly articulate the ability to provide community stakeholder outreach, and to meet the technical expertise standards required.”
-City of Santa Monica, CA Staff Report
2.1.1 Citygate’s Public Safety Specialization
Citygate is the fire department CRA-SOC and strategic planning methodology leader. Team members assigned to this project literally wrote the book on CRA-SOC, and Citygate is the first consultancy in the nation to utilize traffic congestion data from which to model fire apparatus travel times impacted by rush hour.
Citygate’s ability to help fire departments quantitatively improve service delivery is also evidenced by Citygate’s Fast Response Squad (FRS) innovation for the City of San Diego. In a situation hindered by fiscal constraints and difficult-to-serve areas, this interim approach, developed by Citygate team members assigned to this project, is reported to have improved response times by City of Redondo Beach
Proposal to Conduct a Fire Department Comparative Deployment and Organizational Analysis Section 2—Company Profile page 16
30 percent in a recent pilot program, urging the Mayor and community to expand the effective, innovative effort.
Our methodology leadership is not limited to deployment; our fiscal and alternative service delivery acumen is also unparalleled. Citygate is the most relied upon firm to assist with fire department consolidation and JPA feasibility that we know of; we have conducted more than 35 such assessments. We have assessed the feasibility of a police/fire JPA, the first JPA of its kind, and Citygate’s Public Safety Principal, Chief Stewart Gary, was awarded the Helen Putnam Award for Excellence and Innovation by the League of California Cities for his successful consolidation of the Livermore and Pleasanton Fire Departments. More information regarding this prestigious honor for innovation can be found here: http://www.helenputnam.org/.
2.1.2 Distinguishing Services
Citygate’s reports are distinguished as the most in-depth, easy-to-use operational tools in the marketplace. Citygate remains on the leading edge of analytic tools as the CRA-SOC thoughtprocess leader. Citygate is the first consultancy in the nation to utilize traffic congestion data from which to model fire apparatus travel times impacted by rush hour. This is the same data used to display traffic congestion on mobile devices by coloring road networks green, orange, and red. We have successfully used this tool in numerous agencies across the country.
City of Redondo Beach
Proposal to Conduct a Fire Department Comparative Deployment and Organizational Analysis Section 2—Company Profile page 17
Sample – 4:00-Minute Fist Due Engine Travel with Auto Aid in Fort Worth, TX If units are over utilized, they are increasingly subject to reduced response availability. Citygate always provides detailed information regarding the utilization of each public safety unit by the hour of the day, as shown in the following table.
City of Redondo Beach
Proposal to Conduct a Fire Department Comparative Deployment and Organizational Analysis Section 2—Company Profile page 18
Sample – City of Fort Worth, TX Unit-Hour Utilization – 10 Busiest Stations Hour E29 E31 E26 E22 E24 E23 E16 E17 E37 E07
00:00 14.65% 11.74% 11.47% 15.81% 14.52% 17.57% 12.08% 15.21% 10.67% 10.98% 01:00 12.05% 13.20% 10.40% 11.20% 13.26% 11.90% 10.25% 15.85% 10.43% 11.20% 02:00 12.07% 11.93% 9.52% 10.82% 12.83% 13.67% 10.16% 14.14% 10.20% 9.81% 03:00 9.83% 10.57% 8.94% 12.46% 10.59% 11.72% 10.35% 9.01% 9.52% 9.26% 04:00 10.45% 8.48% 9.80% 8.51% 5.55% 4.05% 8.65% 5.63% 7.50% 10.51% 05:00 8.98% 10.68% 9.99% 11.17% 7.14% 4.00% 7.48% 6.14% 6.82% 9.31% 06:00 11.17% 11.51% 9.76% 12.23% 7.18% 3.61% 10.07% 6.68% 9.46% 11.41% 07:00 13.85% 14.48% 14.79% 12.74% 12.21% 12.91% 12.28% 12.51% 12.73% 12.07% 08:00 15.02% 12.97% 16.40% 14.94% 13.96% 14.45% 16.16% 14.33% 13.89% 13.69% 09:00 16.33% 14.69% 18.68% 13.37% 19.16% 14.94% 15.59% 16.27% 13.74% 13.96% 10:00 17.70% 16.00% 18.82% 18.29% 18.43% 14.63% 17.47% 16.89% 15.29% 15.16% 11:00 18.08% 19.92% 21.28% 18.12% 17.92% 15.70% 18.66% 20.08% 17.22% 14.48% 12:00 20.71% 18.75% 19.65% 18.59% 20.21% 17.28% 18.83% 17.58% 14.76% 16.29% 13:00 23.66% 18.76% 22.29% 16.84% 18.26% 18.64% 17.08% 15.59% 22.09% 16.73% 14:00 17.68% 22.60% 24.75% 16.22% 19.61% 17.60% 19.81% 17.01% 18.73% 17.92% 15:00 23.51% 22.85% 22.89% 20.97% 25.97% 21.59% 19.85% 21.52% 21.46% 18.95% 16:00 23.91% 22.22% 22.63% 23.48% 20.87% 21.27% 20.40% 18.91% 21.91% 20.19% 17:00 21.74% 22.93% 23.21% 21.78% 22.44% 25.96% 22.18% 20.44% 27.06% 21.12% 18:00 22.74% 22.72% 21.22% 23.56% 21.52% 20.85% 20.24% 19.89% 21.06% 19.70% 19:00 21.35% 22.35% 20.06% 21.52% 19.63% 21.58% 18.89% 18.14% 19.25% 19.86% 20:00 21.56% 20.51% 20.33% 21.53% 20.84% 23.47% 17.63% 18.42% 17.54% 18.27% 21:00 18.31% 20.58% 17.53% 17.74% 18.00% 22.52% 17.70% 18.61% 16.64% 17.54% 22:00 17.60% 17.97% 16.74% 17.29% 15.66% 16.38% 16.23% 15.89% 15.76% 17.23% 23:00 14.53% 13.25% 10.06% 13.83% 14.21% 16.93% 13.24% 11.67% 11.06% 12.01% Local policy choices regarding effective public safety are often difficult. When the District partners with Citygate, District officials and residents will clearly see and understand the deployment information from which you must set policy.
City of Redondo Beach
Proposal to Conduct a Fire Department Comparative Deployment and Organizational Analysis Section 2—Company Profile page 19
Sample – San Jose Fire Department Response Time by Volume
2.2 DEFINING CHARACTERISTICS
Citygate’s defining characteristics, best summarized in one word—trust. More than that, Citygate was founded on these core values:
Ethics: We will use rational information to help elected officials make informed policy choices. Our opinions are not for sale to those that might want to slant a recommendation because they are paying for the advice.
Quality: We deliver a complete work product that meets the client’s local needs. We do not use one-size-fits-all reports. Our reports clearly use facts to frame appropriate recommendations the civilian reader can understand. We do not use industry jargon or jump to conclusions that only a fire service individual would understand.
Timeliness: We will offer our clients a realistic timeline and always complete our work within that timeline. Where we have not, it is due to the client needing more time to schedule events or to produce background information.
City of Redondo Beach
Proposal to Conduct a Fire Department Comparative Deployment and Organizational Analysis Section 2—Company Profile page 20
Sensitivity: We will understand at the project kickoff what the stakeholder issues are and what information will be needed to completely address them. We are careful to respect local issues. We do not take sides. We rationally analyze information and present policy choices. We are quiet, “backstage” specialists who let the local officials set and explain public policy.
Independence: Citygate provides a dependable independent voice (perspective, viewpoint, evaluation, assessment). Citygate is not aligned with any special interest group or association.
2.3 KEY PERSONNEL AND ROLES
The qualifications of the Project Team are critical as it is the expertise and capabilities of the consultants involved in the project that ultimately determines the project’s success. We have carefully assembled the following team members to provide the knowledge, depth, judgment, and sensitivity required to perform this engagement. Please note that the role of each team member is described in italics following their biographical paragraph. Citygate consultants adhere to the Code of Ethics presented in Attachment A. Full Project Team resumes are provided in Attachment B.
Chief Stewart Gary, MPA, Public Safety Principal and Project Manager Chief Gary, Citygate’s principal point of contact for this project, is the Public Safety Principal for Citygate Associates and is the retired Fire Chief of the Livermore-Pleasanton Fire Department in Alameda County, California. For the past 14 years, he has been a lead instructor, program content developer, and consultant for the Standards of Coverage process. For many years, he annually taught a 40-hour course on this systems-based approach for fire deployment at the California Fire Academy, and he teaches and consults across the United States and Canada on the Standards of Coverage process.
Over the last 20-plus years, he has performed over 400 organizational and deployment studies on departments as varied as Minneapolis, Minnesota; San Diego, California; San Diego County; the Sacramento Metropolitan Fire District; and Los Angeles County. He directed every project described in this proposal.
Chief Gary will manage this engagement, including oversight and delivery of all technical elements and written work products.
City of Redondo Beach
Proposal to Conduct a Fire Department Comparative Deployment and Organizational Analysis Section 2—Company Profile page 21
Chief Samuel Mazza, CFC, CFO, EFO, Sr. Fire and Emergency Services Specialist Chief Mazza is a Senior Fire and Emergency Services Specialist with over 40 years of fire service experience. He is the retired Fire Chief of the City of Monterey, California, where he oversaw a successful consolidation of fire services with the City of Pacific Grove. Prior to his service with Monterey, Chief Mazza spent over 30 years with CAL FIRE in numerous assignments spanning state, county, and fire and special district services. He has extensive collaborative and command experience, including appointment as the Incident Commander on a statewide Incident Management Team, and he continues to serve as a member of the Monterey County Emergency Operations Center staff. Chief Mazza is also a California state Certified Fire Chief, CPSE Chief Fire Officer, Executive Fire Officer, and National Fire Academy instructor.
Chief Mazza will assist with the Community Risk Assessment.
Chief Landon Stallings, Fire and EMS Specialist
Chief Stallings, the former Operations Assistant Chief of the Fort Worth Fire Department, retired in 2021 after 35 years of service. During his career, he also served as a firefighter, Captain, Battalion Chief, Chief Training Officer, Fire Marshal, and Shift Commander. He has worked extensively in managing deployment, special operations, training initiatives and complex incidents.
During his tenure as Fire Marshal, he worked closely with other City departments on large-scale special events, economic development, code adoption and process improvements. Chief Stallings also served as a union officer in his International Association of Firefighters Local 440, focusing on health and safety issues. Chief Stallings holds a bachelor’s degree in Civil Engineering from the University of Texas at Arlington. He earned a Fire Service Chief Executive Officer certificate from the Texas Engineering and Extension Service. He continues to serve as a Task Force Leader on FEMAsponsored Urban Search and Rescue Task Force 1, as well as on a FEMA strategic plan subcommittee for US&R. Chief Stallings has been deployed to many federal incidents in multiple states.
Chief Stallings will assist with research and analysis throughout the project.
City of Redondo Beach
Proposal to Conduct a Fire Department Comparative Deployment and Organizational Analysis Section 2—Company Profile page 22
Chief Michael Dyer, MPA, Fire and EMS Specialist
In his more than 36 years in public safety, Fire Chief Dyer has served as an ocean lifeguard specialist, firefighter, firefighter paramedic, firefighter specialist, Fire Captain, Battalion Chief, Assistant Fire Chief, Deputy Chief, and Chief Deputy in the Los Angeles County Fire Department. He retired as Fire Chief of the Santa Barbara County Fire Department. Chief Dyer previously held the number two ranking position in the Los Angeles County Fire Department. He is certified as a hazardous materials specialist and paramedic, and he achieved the certification of Fire Chief from the California State Fire Marshal. He served on the California Joint Apprenticeship Management Board, as Chair of CAL FIRE Contract Counties, and as the Chair of the FIRESCOPE Board of Directors.
Chief Dyer will assist with fire service needs as well as analyzing the District’s proposal.
Andrew Green, MBA, Local Government Fiscal Specialist
Mr. Green has over 35 years of experience in all aspects of municipal finance, including as a professional manager. He has had primary responsibility for the development and monitoring of citywide budgets for four municipalities, with total budgets ranging from $70 million to $680 million. He developed and finetuned long-range financial plans for multiple municipalities, including playing a lead role in taking the City of Pasadena from a $10 million General Fund operating deficit to a $5 million General Fund operating surplus. Mr. Green has extensive experience with all aspects of the operations of a municipal finance department including, but not limited to, financial reporting/accounting and analysis, accounts payable/receivable, debt issuance/management, payroll, investments, business licensing, risk management, purchasing, grant management, labor relations, and budgeting. Additionally, Mr. Green has developed and implemented finance department strategic plans in several jurisdictions. He has also served a variety of roles on many government finance organizations, including California Society of Municipal Finance Officers Chapter Co-chair, League of California Cities Employee Relations Department representative, and the State of Nevada Committee on Local Government Finance committee member.
Mr. Green will contribute his budget, staffing, and fiscal impact expertise to provide an analysis of the comparative service costs.
City of Redondo Beach
Proposal to Conduct a Fire Department Comparative Deployment and Organizational Analysis Section 2—Company Profile page 23
Chief Dave Badgett, Senior Maritime Emergency Services Specialist Chief Badgett is a retired Los Angeles City Fire Department Assistant Chief.
As Assistant Chief, he commanded the Fire Department’s on-duty emergency resources in Division 1, the downtown and West Los Angeles areas, and later, in Division 2, the southern section of the City, which included the commercial harbor and international airport (LAX). Each of the three Fire Department Field Divisions commands approximately 35 fire stations and 340 personnel. Chief Badgett also served as the Fire Department representative to the National Fire Academy, Fire Service Training Development and Education program. After retirement, he was also the Interim Public Safety Manager for the Port of Los Angeles and, in addition to Citygate consulting, consulted for the US Naval Postgraduate School on special projects in the Pacific operational area. He has consulting experience with general public safety, emergency response, pre-incident preparation, and post-incident mitigation.
Mr. Badgett will conduct the assessment of the harbor needs.
David DeRoos, MPA, CMC, Citygate President
Mr. DeRoos has more than 30 years of experience as a consultant to local government, preceded by five years as an assistant to the City Administrator.
He earned his undergraduate degree in Political Science / Public Service (Phi Beta Kappa) from the University of California, Davis, and he holds a master’s degree in public administration from the University of Southern California.
Prior to becoming a Principal in Citygate in 1991, he was a Senior Manager in the local government consulting division of Ernst & Young.
Mr. DeRoos is responsible for ensuring that the project is conducted smoothly and efficiently within the schedule and budget allocated and that project deliverables meet the highest quality standards.
Michael D. Fay, Statistical Specialist
Mr. Fay has assisted Citygate with deployment studies for over 15 years. He has over 30 years’ experience and has served as a firefighter, EMS director, educator, consultant, and publisher. As President of Animated Data, Inc., he is the designer and publisher of StatsFD, formerly NFIRS 5 Alive. Using standard NFIRS 5 datasets, StatsFD quickly performs diagnostic analysis of fire department operations.
Mr. Fay will analyze the response data for volume, types of need, and patterns of demand for services.
City of Redondo Beach
Proposal to Conduct a Fire Department Comparative Deployment and Organizational Analysis Section 2—Company Profile page 24
BERK Consulting, Inc., Geo-Mapping Specialist
BERK Consulting, Inc. is a Seattle-based Citygate partner also passionate about helping public agencies address complex challenges and position themselves for success. BERK provides advanced data analytics and Geographic Information Systems (GIS) mapping support for Citygate.
BERK Consulting will conduct the geo-mapping analysis for the fire station / crew deployment analysis.
2.4 RELEVANT EXPERIENCE
2.4.1 References
Citygate strongly encourages the City to contact the following references to see why agencies continue to call on Citygate for their fire and emergency services consulting needs.
City of Fort Worth, TX – Fire and EMS
Staffing and Operations Study
James E. Davis, Fire Chief
(817) 584-3597
[email protected]
City of Portland, OR – Fire and Rescue Service
Delivery and Staffing Study
Sara Boone, Fire Chief
(503) 793-0095
[email protected]
Orange County Fire Authority, CA –
Organizational Service Level Reviews
Brian Fennessy, Retired San Diego Fire Chief,
Current Orange County Fire Authority, Fire
Chief
(714) 559-2700
[email protected]
City of Fort Worth, TX – Fire and EMS
Staffing and Operations Study
Valerie Washington, Assistant City Manager
(317) 965-2283
[email protected]
City of Portland, OR – Fire and Rescue
Service Delivery and Staffing Study
Kezia Wanner, Management Services
Division Director
(503) 867-3253
[email protected]
2.4.2 Similar Projects
The following are a brief selection of Citygate fire services deployment, master planning, and contract for services clients.
City of Redondo Beach
Proposal to Conduct a Fire Department Comparative Deployment and Organizational Analysis Section 2—Company Profile page 25
City of Berkeley, CA – Standards of Coverage Analysis
Citygate is currently performing a Standards of Coverage analysis for the Berkeley Fire Department in the City of Berkeley, California. This analysis will define the appropriate level of service based on a comprehensive study of historical performance; community risk factors; expectations; an evaluation of existing and projected risks, hazards, population growth and aging, topography, density and vertical growth of the build environment; and proposed deployment strategies. This study will consider changing landscape and population density of the City and how that may impact service delivery, response times, and overall capacity to respond to emergent and non-emergent incidents. This study will also help determine if the Department should transition from dual-function (firefighter/paramedic) to single-function (EMT or Paramedic) ambulance service and whether enhanced staffing or deployment of suppression resources are needed in key areas of the City to mitigate increasing density and vertical growth.
Cities of Brea, Buena Park, Fullerton, La Habra, Yorba Linda, and Placentia, CA – Police Services and Dispatch Merger Feasibility Studies
Citygate performed a police services consolidation and contract for shared services analysis. The study addressed opportunities for improvement in (1) efficiency and effectiveness; (2) enhancing or expanding services; (3) reducing and/or avoiding costs and duplications; (4) coordinating regional planning and eliminating artificial boundaries; (5) standardizing services and programs; (6) enhancing the opportunities for future grant funding; and (7) enhancing customer service.
Citygate also performed a dispatch study to evaluate opportunities for regional police including evaluating opportunities for shared dispatching between two or more of the study partners.
City of Fremont, CA – Fire Department Standards of Coverage Assessment Citygate conducted a Fire Department Standards of Coverage assessment for the City of Fremont, California. This assessment included an analysis of service delivery expectations, including labor, management, elected officials’, and community expectations for delivery of fire service, EMS, and special hazard service; an analysis of the values to be protected in the Department, along with identification and evaluation of potential hazards and overall risk; an analysis of the efficiency of the deployment scheme of firefighting resources within the Department’s fire stations; and an analysis of the Department’s ability to meet its fire and EMS first responder deployment needs and expectations.
Cities of Brea and Fullerton, CA – Assessment of Fire Resource and Ambulance Plan Citygate provided an operational and fiscal feasibility review of the cities’ staff work on structuring a fire engine and ambulance deployment service plan. The envisioned plan used new city employees under the supervision of the jointly-managed Fire Department.
City of Redondo Beach
Proposal to Conduct a Fire Department Comparative Deployment and Organizational Analysis Section 2—Company Profile page 26
Placer County – Fire Service Consolidation Implementation Plan Citygate is currently developing a fire service consolidation implementation plan for the Placer County Department of Administrative Services on behalf of the County Executive Office.
Santa Barbara County, CA – Operational Enhancements Update Citygate completed an operational enhancements update for the County of Santa Barbara Fire Department. Citygate used the Standards of Coverage multiple-step process to determine if fire station locations and crew/apparatus staffing were meeting the unique needs of the Department’s service areas. This study was an update to the fire service deployment and departmental performance audit study Citygate completed for the Department in 2012.
Yuba County, CA – Shared Fire Services Analysis
Citygate assessed the feasibility for shared fire services amongst the fire agencies of the valley floor of Yuba County. This multi-phased review assessed the possibility for operational and administrative consolidations, cooperative agreements, Joint Powers Authorities, contracts-forservice, or other viable options for consolidation.
Rancho Cucamonga – Police Service and JPA Feasibility Analysis Citygate performed a police service analysis for the City of Rancho Cucamonga to assist in evaluating the current police services provided to the City by the San Bernardino County Sheriff’s Department and other potential service options. The scope of the study included answering the following questions: (1) How does the current contract compare to similarly situated cities that also contract for law enforcement services?; (2) What would an in-house police department look like for comparable services and how much would it potentially cost (including start-up and ongoing operational costs)?; (3) Are there viable law enforcement agencies in the region that could provide law enforcement services or partners to form a JPA; and what challenges would need to be overcome including start-up and ongoing operational costs?; and (4) Is there a tipping point beyond which the City should consider a police services alternative? Cities of Hesperia, Adelanto, Victorville, Town of Apple Valley – Public Safety JPA Feasibility Study
Citygate conducted a Feasibility Study for the cities of Hesperia, Adelanto, Victorville, and the Town of Apple Valley to determine the potential for a Public Safety JPA to manage Police and/or Fire services among the agencies.
Orange County Fire Authority, CA – Service Level Assessment of Field Deployment Services As part of a Master Services Agreement with the Orange County Fire Authority (OCFA), wherein Citygate was recently retained to provide seven as-needed organizational service level assessments City of Redondo Beach
Proposal to Conduct a Fire Department Comparative Deployment and Organizational Analysis Section 2—Company Profile page 27
of operations for OCFA’s major cost centers, Citygate performed a service level assessment of OCFA Field Deployment services. This assessment utilized the Standards of Coverage methodology to assess the response system metrics, review OCFA response measures and tools to local need and best practices, and provide advice on internal tools and personnel skill sets to conduct operational performance reviews to best practices internally. The other six assessments part of the Master Services Agreement were for the Emergency Command Center, the Executive Leadership Team and Human Resources functions, the Emergency Medical Services Department, the Fleet Services Division, Business Services functions, and the Community Risk Reduction Department.
City of Portland, OR – Fire and Rescue Service Delivery and Staffing Study Citygate is currently conducting a service delivery and staffing study for Portland Fire and Rescue in the City of Portland, Oregon. Using the Standards of Coverage process, Citygate will describe the community served and the services provided, review community outcome expectations and performance goals, conduct an analysis of community risks, and evaluate the current deployment, including fire station quantity and location, the quantity and types of apparatus, staffing levels, specialized capabilities, and first-due and ERF performance. Additionally, this study will include an assessment of underrepresented and vulnerable population needs and headquarters programs.
Fort Worth, TX – Fire and EMS Staffing and Operations Study Citygate recently conducted a fire and EMS staffing and operations study of the fire department for the City of Fort Worth, Texas. This comprehensive operational assessment included a comprehensive review of all services provided, including a comprehensive risk assessment, a staffing and headquarters programs assessment, a station location and improved service delivery assessment, and an analysis of the current EMS delivery model and assessment of options to improve service delivery based on current/future service demands. In addition, Citygate solicited input from a variety of Departmental stakeholders and City Hall.
Cities of Anaheim, Fullerton, and Orange CA – Consolidation, Merger, or Contract Fire Services Feasibility Analysis
Citygate performed a study for the City of Anaheim, Fullerton, and Orange to identify opportunities to expand and/or to strengthen the delivery of Fire, EMS, and other services of the City of Anaheim Fire Department, City of Fullerton Fire Department, and Orange City Fire Department services and other non-emergency functions among the agencies.
Alameda County Health Care Services Agency, CA – EMS System Consultation Services Citygate was selected by the Alameda County Health Care Services Agency to perform an operational and economic analysis, RFP design, and bid review. This review is to determine the financial viability of the system, system efficacy in terms of deployment, and then help the County City of Redondo Beach
Proposal to Conduct a Fire Department Comparative Deployment and Organizational Analysis Section 2—Company Profile page 28
HCSA develop an RFP and vendor selection tools for the provision of EMS services, and aid the County in its selection of the next County EMS vendor.
Contra Costa County, CA – Independent Financial Review of Elements Related to the County’s Ambulance RFP
Citygate executed an Independent Financial Review of Elements related to the County’s Ambulance RFP. Phase 1 consisted of evaluating the financial stability of the current Contra Costa County EMS system, while Phase 2 consisted of a financial review of bids for service received.
Cities of Newark and Union City, CA – Regional Fire Service Study Citygate completed a feasibility analysis of merging the cities of Newark’s and Union City’s fire services to gain economies of scale and improved services in these challenging economic times.
Additionally, Citygate explored other fire service delivery options and worked with the study partners and Alameda County Fire Department (ALCO) to evaluate the possibility of ALCO providing contract fire services to one or both cities.
City of San Diego, CA – Standards of Response Coverage Study Citygate conducted a fire service Standards of Response Coverage deployment study for the San Diego Fire Rescue Department (population over 1.25 million). The study broke new ground by determining the appropriate number of additional fire stations critically needed and then recommended 2-firefighter/paramedic staffed Fast Response Squads for adaptive peak hour deployment. The study independently reviewed in depth the existing fire and emergency medical risks to be protected, the current and desirable response system to these needs, and recommended a best-fit solution to most effectively leverage the existing situation while allowing the development of an even stronger regional response system to benefit everyone.
Santa Barbara County, CA – Fire Services Deployment and Departmental Performance Audit Study
Citygate completed a Standards of Response Coverage deployment analysis and departmental performance audit assessment of the Santa Barbara County Fire Department. The study identified both the current service level and services desired, and then assessed the Department’s ability to provide them. After understanding gaps—if any—in operations and resources, Citygate provided recommendations to maximize and improve Department operations and resources over time.
San Diego County Office of Emergency Services, CA – Countywide Deployment Study for Regional Fire, Rescue, and EMS Services (57 Total Fire Agencies) In 2010, Citygate completed a project to implement a phased process designed to establish a blueprint for improving San Diego County’s regional fire protection and emergency medical system. The study assessed current levels of service, identified future needs, provided options for City of Redondo Beach
Proposal to Conduct a Fire Department Comparative Deployment and Organizational Analysis Section 2—Company Profile page 29
a regional governance structure and developed cost feasible proposals to improve the region’s ability to respond to natural or manmade disaster including wildfires, earthquakes, terrorism, and other multi-hazard events, bolster day-to-day operations for local agencies and enhance the delivery of fire and emergency medical services in San Diego County.
The study exceeded the County’s expectations and was very well received by the elected officials and stakeholders in May 2010. The County has since retained Citygate to provide ad hoc assistance with implementation of the study’s recommendations. More information on this study, including links to watch the final presentation, listen to a related radio interview with Stewart Gary, view study documents, and read local news articles is available here:
http://citygateassociates.com/fire/fire-san-diego-county-study The Board of Supervisors voted 5-0 to adopt Citygate’s recommendations and the County is now in the process of implementing the recommendations.
City of Sausalito and Southern Marin FPD – Fire Consolidation Analysis Citygate performed a feasibility analysis in order to help the City of Sausalito and the Southern Marin Fire Protection District to identify opportunities to expand and strengthen their services and other non-emergency functions between the two agencies.
2.5 PROOF OF INSURANCE AND FINANCIAL INFORMATION
2.5.1 Proof of Insurance
Citygate has provided proof of its insurance coverage in Appendix C.
2.5.2 Financial Information and Capacity
Citygate has been actively in business since 1990. The firm’s sole owner, David DeRoos, President, utilizes a business model that provides for adequate adjustments in the public sector consulting industry under both expanding and contracting conditions. The firm has no history of prior or pending litigation. No mergers are being considered. Citygate will maintain its independence and autonomy. As Citygate is not a publicly traded company, it does not divulge its revenue. The firm has excellent banking relationships and is well rated by Dun & Bradstreet.
Therefore, the firm is financially stable, and will continue to be.
We will never sacrifice the quality of our work for quantity, nor will we take on assignments beyond our capabilities to perform. Our highly developed approach to conducting successful studies allows Citygate to conduct multiple projects without sacrificing quality while at the same time meeting scheduling commitments with our clients and providing proactive communication and regular monthly written updates throughout the duration of each engagement.
City of Redondo Beach
Proposal to Conduct a Fire Department Comparative Deployment and Organizational Analysis Section 2—Company Profile page 30
Through our “Virtual City Hall” model, our team also includes consultants possessing deep executive-level experience in nearly every local government function, including city management, finance, human resources, fire and police services, public works, engineering, community development, economic development, animal services, and other key functions. This deep bench of specialists is available to support every project Citygate performs. We have redundancy in every functional role on our consulting team to cover for absences caused by vacation or sickness.
Citygate consultants also predominantly have more than 25 years of executive public sector experience and an advanced degree.
Our headquarters office includes technical report staff, finance and administration staff, and is open Monday through Friday, 8:00 am to 5:00 pm. Our consultants are routinely available on nights and weekends for client communication. While we do offer on-site travel, we heavily utilize videoconference for interviews, meetings, and presentations, allowing our consultants to maximize their availability for clients and minimize travel costs.
All of this allows Citygate to easily manage numerous concurrent projects while maintaining the highest quality standards, customer service, and timeliness in meeting project deadlines! City of Redondo Beach
Proposal to Conduct a Fire Department Comparative Deployment and Organizational Analysis Section 3—Cost Proposal page 31
SECTION 3—COST PROPOSAL
3.1 PROJECT COSTS
Citygate prefers to perform work on projects such as this on a time-and-materials. We do not believe your interests are well served with a pre-conceived, fixed-cost approach. If the work is completed more easily than anticipated, you will save money.
Citygate’s charges are based on actual time spent by our consultants at their established billing rates, plus reimbursable expenses incurred in conjunction with travel, printing, clerical, and support services related to the engagement. We will undertake this work on a time-and-materials basis at hourly rates presented in this proposal.
Some of the requested scope elements exceed that needed to only compare the District’s fire services proposal to the state of “as-is” fire services in the City. As such, please consider this proposed budget as a “worst case,” not-to-exceed total. If the number of meetings or scope elements, such as a full risk assessment or the harbor review, are excluded, the City will not expend the full project amount.
3.1.1 Project Cost Breakdown
Project Team
Consulting
Fees
Administration
(7.5% of Hourly
Fees)
Reimbursable
Expenses
GIS Data
Cost Total
$73,050 $5,479 $1,423 $2,000 $81,952
This cost proposal reflects Citygate’s best effort to be responsive to the City’s needs for this project. If our proposed scope of work and costs are not in alignment with City needs or expectations, we are open to discussing modifications.
3.1.2 Additional Project Options
The following project option can be scoped and budgeted if desired by the City.
Citygate’s AudModTM (Audio Module)
Citygate’s AudModTM option offers a further way to maximize retention and resulting implementation efforts related to Citygate’s Final Report. We offer a fully produced audio “podcast”-style component that is specifically tailored to your agency and engagement, summarizing key points and recommendations from Citygate’s report with added narrative context. The result is an easily accessible audio file that can be distributed to internal and external stakeholders and listened to while driving, exercising, etc.—providing stakeholders a means to City of Redondo Beach
Proposal to Conduct a Fire Department Comparative Deployment and Organizational Analysis Section 3—Cost Proposal page 32
absorb the content of Citygate’s findings and recommendations conveniently from their phones, tablets, or computers. Increasing the permeation of the report you have invested in will increase success for your agency. If desired, Citygate can discuss a budget for this specific option with the City. An estimated cost is provided in the following table.
On-Site Trips and Meetings
Citygate has primarily utilized videoconference in its core Work Plan to save both time and expense for all parties. However, any of Citygate’s videoconference meetings can be converted to on-site meetings which would be billed at actual costs plus consultant hours. An estimated cost is provided in the following table.
Additional Project
Options Cost
Estimate
Project Team
Consulting
Fees
Administration
(7.5% of Hourly
Fees)
Reimbursable
Expenses
GIS Data
Cost
Estimated
Total
AudModTM (Audio
Module) $3,320 $249 $0 $0 $3,569
On-site Trip
Conversion $2,080 $156 $569 $0
$2,805 per
Trip
The price quoted is effective for 90 days and includes one Draft Report review cycle. Additional draft cycles or processing delays requested by the City would be billed in addition to the contracted amount at our time and materials rates.
3.2 HOURLY RATES
Standard Hourly Billing Rates
Classification Consultant Rate
Citygate President David DeRoos $260 per hour
Public Safety Principal Stewart Gary $260 per hour
Senior Fire & EMS Specialist Samuel Mazza $250 per hour Fire & EMS Specialist Landon Stallings $195 per hour
Fire & EMS Specialist Michael Dyer $225 per hour
Local Government Fiscal Specialist Andy Green $225 per hour Senior Maritime Emergency Services Specialist David Badgett $275 per hour Geo-Mapping Specialist BERK Consulting $215 per hour
Statistical Specialist Michael Fay $195 per hour
Report Project Administrator Various $140 per hour
Administrative Support Various $100 per hour
City of Redondo Beach
Proposal to Conduct a Fire Department Comparative Deployment and Organizational Analysis Section 3—Cost Proposal page 33
3.3 BILLING SCHEDULE
We will invoice monthly for time, reimbursable expenses incurred at actual costs, plus a sevenand-a-half percent (7.5%) administration charge in lieu of individual charges for copies, phone, etc. Our invoices are payable within thirty (30) days. Citygate’s billing terms are net thirty (30) days plus two percent (2%) for day thirty-one (31) and two percent (2%) per month thereafter. Our practice is to send both our monthly status report and invoice electronically. If we are selected for this project, we will request the email for the appropriate recipients of the electronic documents.
Hard copies of these documents will be provided only upon request. We prefer to receive payment through ACH Transfer, if available.
We request that ten percent (10%) of the project cost be advanced at the execution of the contract, to be used to offset our start-up costs. This advance would be credited to our last invoice.
APPENDIX A
CODE OF ETHICS
Appendix A—Code of Ethics page 1
CODE OF ETHICS
CLIENTS
1. We will serve our clients with integrity, competence, and objectivity.
2. We will keep client information and records of client engagements confidential and will use proprietary client information only with the client’s permission.
3. We will not take advantage of confidential client information for ourselves or our firms.
4. We will not allow conflicts of interest which provide a competitive advantage to one client through our use of confidential information from another client who is a direct competitor without that competitor’s permission.
ENGAGEMENTS
5. We will accept only engagements for which we are qualified by our experience and competence.
6. We will assign staff to client engagements in accord with their experience, knowledge, and expertise.
7. We will immediately acknowledge any influences on our objectivity to our clients and will offer to withdraw from a consulting engagement when our objectivity or integrity may be impaired.
FEES
8. We will agree independently and in advance on the basis for our fees and expenses and will charge fees and expenses that are reasonable, legitimate, and commensurate with the services we deliver and the responsibility we accept.
9. We will disclose to our clients in advance any fees or commissions that we will receive for equipment, supplies or services we recommend to our clients.
PROFESSION
10. We will respect the intellectual property rights of our clients, other consulting firms, and sole practitioners and will not use proprietary information or methodologies without permission.
11. We will not advertise our services in a deceptive manner and will not misrepresent the consulting profession, consulting firms, or sole practitioners.
12. We will report violations of this Code of Ethics.
The Council of Consulting Organizations, Inc. Board of Directors approved this Code of Ethics on January 8, 1991. The Institute of Management Consultants (IMC) is a division of the Council of Consulting Organizations, Inc.
APPENDIX B
PROJECT TEAM RESUMES
Project Team Resumes page 1
CITYGATE ASSOCIATES, LLC STEWART W. GARY, MPA
Until his retirement, Mr. Gary was the Fire Chief of the Livermore–Pleasanton Fire Department.
Now in his 47th year in the Fire Service, Mr. Gary began as a volunteer and worked his way up through the ranks, including his service as a Paramedic for five years.
Mr. Gary started his career with the City of Poway in San Diego County, attaining the rank of Battalion Chief / Fire Marshal. He subsequently served as the Administrative Battalion Chief for the Carlsbad Fire Department in San Diego County. He was appointed Fire Chief for the City of Livermore, California, in January 1994, and two years later, he successfully facilitated the peerto-peer merger of the Livermore and Pleasanton Fire Departments into one seamless 10-company department, from which he retired as Chief. This successful consolidation was awarded the esteemed Helen Putnam Award for Excellence by the California League of Cities in 1999.
Mr. Gary has both a bachelor’s and master’s degree in Public Administration from San Diego State University. He holds an associate degree in fire science from Miramar Community College in San Diego and a certificate in fire protection administration from San Diego State, and he has attended hundreds of hours of seminar course work in fire protection.
Mr. Gary has served in elected professional positions, including: President of the California League of Cities, Fire Chiefs Department and Chairperson of the San Diego County Paramedic Agencies. He has been involved in progressive responsibility for creating or implementing fire protection policy on the local, state, and national levels. He has served as a board member representing cities on the California Office of Emergency Services-FIRESCOPE Board and served two terms as the fire chief representative on the California League of Cities Board of Directors.
Mr. Gary served on the Livermore School District Board and served as an elected official on the City of Livermore City Council.
Relevant Experience:
Since starting his consulting career with Citygate Associates in 2001, Chief Gary has successfully worked on, managed, or directed over 400 consulting projects. Some of the highlights and recent projects include:
◆ Served as Public Safety Principal and Project Manager for a Strategic Plan review, risk assessment, Standards of Coverage study, and facilities Master Plan for the El Dorado Hills Fire District.
◆ Served as Project Director and Standards of Coverage Specialist for a fire and emergency services study for the El Dorado Local Agency Formation Commission to evaluate fire services countywide and to provide actionable recommendations on how to ensure sustainable, adequate, and cost-effective coverage. ◆ Currently serving as Public Safety Principal and Project Manager to perform a Standards of Coverage analysis for the Berkeley Fire Department in the City of Berkeley, California.
◆ Served as Public Safety Principal to perform a fire services Master Plan assessment for the City of Turlock, California, to include a Community Risk Assessment, Standards of Coverage study, and headquarters programs adequacy and facility and fleet assessment.
Project Team Resumes page 2
◆ Served as Public Safety Principal and Project Director for a Standards of Coverage study, management/administration assessment, and Strategic Plan for the Cosumnes Community Services District.
◆ Served as Public Safety Principal to assist the Groveland Community Service District in updating its Fire Master Plan and evaluating impacts of planned new developments outside the District boundaries.
◆ Served as Public Safety Principal to develop an emergency services Master Plan for the Aptos/La Selva Fire Protection District.
◆ Served as Public Safety Principal for a Standards of Coverage assessment for the City of Fremont, California. This assessment included an analysis of service delivery expectations, a risk assessment, and a deployment analysis. ◆ Served as Public Safety Principal and Project Director for an operational enhancements study for the County of Santa Barbara Fire Department, an update to the fire service deployment and departmental performance audit study Citygate previously performed for the Department.
◆ As part of a Master Services Agreement, served as Public Safety Principal / OCFA Project Manager for seven organizational service level assessments for the Orange County Fire Authority, including assessments of the Emergency Command Center, the Executive Leadership Team and Human Resources functions, the Emergency Medical Services Department, Field Deployment services, the Fleet Services Division, Business Services functions, and the Community Risk Reduction Department.
◆ Served as Public Safety Principal / Project Manager for a service delivery and staffing study for Portland Fire and Rescue in the City of Portland, Oregon. ◆ Served as Public Safety Services Principal and Project Manager for a fire and EMS staffing and operations study of the Fire Department for the City of Fort Worth, Texas.
◆ Served as Public Safety Principal and Project Director to conduct a fire services Standards of Coverage analysis for the Alameda County Fire Department.
Relevant Non-Citygate Experience:
◆ In 2002, Mr. Gary led a seminar that taught the Standards of Coverage (SOC) methodology to members of the Clark County Fire Department. ◆ In 2005 and into 2006, Mr. Gary coached and assisted the Clark County Fire Department with the initial draft of their rural SOC documents. He advised County GIS on how to prepare the necessary mapping and response statistics analysis. He then coached the project manager on collecting risk assessment information on each rural area, which he then wove into an integrated draft set of risk statements and proposed response policies for each rural area.
◆ In 2000, Mr. Gary was the lead deployment consultant on a team that developed a new strategic plan for the San Jose Fire Department. The final plan, which used the Project Team Resumes page 3
accreditation system methods and SOC tools, was well received by the Department and City Council, which accepted the new strategic plan on a 9–0 vote. ◆ In 1996, Mr. Gary successfully studied and then facilitated the peer-to-peer merger of the Livermore and Pleasanton Fire Departments into one seamless 10-company department for which he served as Chief. The LPFD represents one of the few successful city-to-city fire mergers in California. The LPFD consisted of 128 total personnel with an operating budget for fiscal year 2000/2001 of $18 million.
Service was provided from eight stations and a training facility, with two additional stations under construction.
◆ In 1995, Mr. Gary began working with the International Association of Fire Chiefs and International City Management Association Accreditation project on the SOC system for fire service deployment. He reworked the material into a California manual and annually taught a 40-hour course for the California Fire Academy for many years. He conducts seminars on this deployment methodology for the International Fire Chiefs across the United States and Canada. ◆ In 1994, Mr. Gary effectively led the Livermore Fire Department’s addition of paramedic firefighters on all engines to increase service. Previously the Alameda County regional system was under-serving Livermore, and the local hospital emergency room was closing. Residents and the City Council approved a local EMS supplemental property tax assessment (successfully revoted after Proposition 218) to help pay for this increased service. In 1995, Mr. Gary assisted the City Council and the firefighters’ union in reaching a new understanding on staffing, and a fifth Fire Company was added to better serve the northwest area of Livermore. ◆ During his tenure in Carlsbad, he successfully master-planned and opened two additional fire stations and developed the necessary agreements between the development community and the City Council.
◆ Mr. Gary has developed fire apparatus replacement plans; procured fire apparatus; supervised the development of community disaster preparedness and public education programs; facilitated permit streamlining programs in the Fire Prevention and Building Departments; improved diversity in the Livermore Fire Department by hiring the first three female firefighters in the City; supervised the Livermore City Building Department, including plan check and inspection services for two years; and master-planned future growth in the north Livermore area for an additional 30,000 people in a “new town” area.
◆ Mr. Gary facilitated a successful regional dispatch consolidation between Poway and the City of San Diego Fire Department. He developed and implemented fire department computer records systems for Carlsbad and Livermore. ◆ Mr. Gary has been a speaker on the proper design of information systems at several seminars for Fire Chiefs, the California League of Cities, and the Fortune 100. He has authored articles on technology and deployment for national fire service publications.
◆ Mr. Gary is experienced as an educator in teaching firefighting, paramedicine, and citizen CPR programs. As a community college instructor, he taught management Project Team Resumes page 4
and fire prevention. He has been an instructor for State Fire Training and the San Diego Paramedic program.
Instructor and Lecturer:
◆ Instructor and lecturer on fire service deployment for the Commission on Fire Accreditation SOC methodology. Over the last five years, Mr. Gary has presented one-day workshops across the US and Canada to fire chiefs. Presentations have included:
➢ The International Association of Fire Chiefs Convention ➢ US Navy Fire Chiefs in Norfolk, Virginia
➢ US Air Force Fire Chiefs at the USAF Academy in Colorado Springs, Colorado
➢ Seattle-area Fire Chiefs
➢ Fire Chiefs Association of British Columbia in Vancouver ➢ The Michigan/Indiana Fire Chiefs Association School at Notre Dame University
➢ The California Fire Training Officers annual workshop ◆ Developed and taught the 40-hour course in fire deployment methods for the California Fire Academy for seven years. Over 250 fire officers have been trained in this course.
Presentations:
◆ “Mapping the Future of Fire.” First-ever fire service technology conference, October 2000, Dallas, Texas. Outlined fire service needs, especially for GIS mapping and mobile data technologies in the fire service.
Publications:
◆ Edited, partially wrote, and co-developed the second, third, and fourth editions of the Commission on Fire Accreditation Standards of Response Cover Manual. ◆ “System of Cover: Using the Accreditation Commission’s SOC systems approach for deployment,” Fire Chief, February 2001.
◆ “Data to Go: Designing and implementing wireless data technologies for the fire service,” Fire Chief, December 2000.
Memberships:
◆ International Association of Fire Chiefs – Fairfax, Virginia ◆ California Fire Chiefs Association – Rio Linda, California ◆ National Fire Protection Association – Quincy, Massachusetts Project Team Resumes page 5
CITYGATE ASSOCIATES, LLC SAMUEL MAZZA, CFC, CFO, EFO
Chief Mazza retired as the Fire Chief for the City of Monterey, California, where he engineered and facilitated the consolidation of the Monterey and Pacific Grove fire departments in 2008. His fire service career spans 38 years with city, county, special district, and state fire agencies and includes administration, operations, air operations, training, dispatch, disaster planning and management, fire prevention, and law enforcement experience. He served as the Incident Commander on a statewide Incident Management Team and continues to serve as a member of the Monterey County Emergency Operations Center staff. Chief Mazza holds a bachelor’s degree from California State University, Fresno, and an associate degree in Fire Science from Fresno City College, and he is a graduate of the Executive Fire Officer Program.
Chief Mazza has extensive collaborative experience, having served elected and appointed positions in numerous professional organizations and on regional committees and initiatives. He has served as the Fire and Rescue Coordinator and chaired the California Incident Command Certification System Peer Review Committee for the California Emergency Management Agency Monterey County Operational Area, and he also served on the Monterey County Operational Area Grant Approval Authority for the California Department of Homeland Security. He has served as President of the Monterey County Fire Chiefs Association and represented county fire agencies on committees providing governance and policy oversight of the Monterey County voice and data emergency communications and dispatch systems. He obtained grant funding and facilitated implementation of a mobile data communications system for Monterey County fire agencies in 2010 and initiated and led the continuing effort to develop a regional shared governance fire agency for the Monterey Peninsula.
Relevant Experience:
The following is a selection of Mr. Mazza’s consulting experience since joining Citygate:
◆ Served as Fire Services Specialist for a risk assessment, Standards of Coverage study, and facilities Master Plan for the El Dorado Hills Fire District. ◆ Currently serving Senior Fire Services Specialist to perform a Standards of Coverage analysis for the Berkeley Fire Department in the City of Berkeley, California.
◆ Served as Senior Fire Services Specialist and Project Manager to perform a fire services Master Plan assessment for the City of Turlock, California, to include a Community Risk Assessment, Standards of Coverage study, and headquarters programs adequacy and facility and fleet assessment.
◆ Served as Fire Services Specialist to assist the Groveland Community Service District in updating its Fire Master Plan and evaluating impacts of planned new developments outside the District boundaries.
◆ Served as Project Manager and Fire Services Specialist for a fire services study for the Templeton Community Services District Fire Department to identify gaps in operations and resources, develop recommendations to maximize fire department operations and resources, and identify best practices.
◆ Served as Senior Fire Services Specialist and Project Manager to develop an emergency services Master Plan for the Aptos/La Selva Fire Protection District.
Project Team Resumes page 6
◆ Served as Senior Fire Services Specialist for a Standards of Coverage assessment for the City of Fremont, California. This assessment included an analysis of service delivery expectations, a risk assessment, and a deployment analysis. ◆ Served as Senior Fire Services Specialist and Project Manager for a Capital Facilities Master Plan for the Santa Barbara County Fire Department. This in-depth master plan for the Department’s buildings will include all fire stations, headquarters, logistics, and aviation.
◆ Served as Senior Fire Services Specialist for an operational enhancements study for the Santa Barbara County Fire Department, an update to the fire service deployment and departmental performance audit study Citygate previously performed for the Department.
◆ Served as Senior Fire Services Specialist for a service level assessment of the Orange County Fire Authority’s Fleet Services Division to ascertain the efficiency and effectiveness of Fleet Services’ operations and ensure compliance with policies/procedures, best practices, and regulatory agencies. This was one of seven as-needed organizational service level assessments of operations for Orange County Fire Authority as part of a Master Services Agreement. ◆ Served as Fire and Emergency Services Specialist for a service delivery and staffing study for Portland Fire and Rescue in the City of Portland, Oregon. ◆ Served as Fire and Emergency Services Specialist for a fire and EMS staffing and operations study of the fire department for the City of Fort Worth, Texas. ◆ Served as Senior Fire and Emergency Services Specialist for a fire services Standards of Coverage analysis for the Alameda County Fire Department. ◆ Currently serving as Senior Fire Services Specialist to perform a Standards of Coverage analysis for the Berkeley Fire Department in the City of Berkeley, California.
◆ Served as Senior Fire Services Specialist for a Standards of Coverage and headquarters services assessment for the Fire Department in the City of Milpitas, California.
◆ Served as Senior Fire Services Specialist and Project Manager for a Standards of Coverage Study and Master Plan for the City of South San Francisco, California. ◆ Served as Senior Fire Services and Risk Assessment Specialist for a comprehensive community risk assessment, Standards of Coverage study, and station location and deployment study for the City of Sunnyvale, California. ◆ Served as Senior Fire Services Specialist and Project Manager for a community hazard and risk assessment, Standards of Coverage study, and station location analysis for the City of Mountain View, California, including an examination of fire and environmental protection division workload, environmental protection, housing inspection, and deployment of fire resources.
Project Team Resumes page 7
Relevant Non-Citygate Experience:
◆ Developed curriculum for the National Fire Academy in Emmitsburg, Maryland, including the following courses: Politics for the Local Fire Chief, New Fire Chief series, and Creating Fire Adapted Communities in the Wildland Urban Interface.
Significant Programs/Projects:
◆ Coordinated rewrite of the Monterey City Emergency Operations Plan in 2010 in conformance with federal and state all-hazard guidelines. ◆ Authored Damage Assessment Plan annex to the Monterey City Emergency Operations Plan.
◆ Authored Critical Infrastructure and Key Resources Plan annex to the Monterey City Emergency Operations Plan.
◆ Authored Pandemic Influenza Preparedness and Response Plan annex to the Monterey City Emergency Operations Plan.
◆ Developed and administered multiple fire service contracts. ◆ Coordinated annual Proposition 172 allocation for Monterey County fire agencies with the Monterey County Administrative Office.
◆ Served on the Board of Directors for the Fire Agency Insurance Risk Authority. ◆ Served on the Monterey County Emergency Medical Services Agency Task Force, evaluating and recommending enhancements to the Monterey County EMS system. ◆ Represented Monterey County fire agencies on the Monterey County Emergency Medical System Committee.
◆ Coordinated fire agencies’ recommendations and comments to the Monterey County General Plan update.
◆ Coordinated implementation of the California Incident Command Certification System within the Monterey County Operational Area.
◆ Participated in the National Fallen Firefighters Foundation Wildland Fire Symposium to develop initiatives to reduce firefighter line-of-duty-fatalities. ◆ Developed and implemented capital facilities and equipment replacement and maintenance plans.
◆ Facilitated development and implementation of multiple Strategic Plans. ◆ Facilitated implementation of the reorganization of Monterey County Service Area #61 into the South Monterey County Fire Protection District. ◆ Coordinated development and implementation of a Fire District Illness and Injury Prevention Plan.
◆ Coordinated development and implementation of fire suppression assessment and mitigation fee ordinances.
◆ Co-facilitated development and implementation of multiple-agency engine and truck company performance standards.
Project Team Resumes page 8
Instructor and Lecturer:
◆ Instructor – Executive Analysis of Community Risk Reduction (second-year Executive Fire Officer Program curriculum) – National Fire Academy in Emmitsburg, Maryland
◆ Instructor – ICS-100, ICS-200, ICS-300, ICS-400, IS 700a, IS 800b – California State University, Monterey Bay
Presentations:
◆ “Strengthening Your Core – Collaborative Service Delivery Systems,” California Association of Joint Powers Authorities conference, September 2009, Lake Tahoe, California. Outlined key issues and solution strategies relating to the consolidation of the Monterey and Pacific Grove fire departments.
◆ “Fire Service Challenges and Cooperative Solutions,” California Association of Local Agency Formation Commissions conference, April 2010, Santa Rosa, California. Outlined key issues and solutions relating to the consolidation of the Monterey and Pacific Grove fire departments in 2008 and the current initiative to develop a shared governance fire agency for the Monterey Peninsula region.
Publications:
◆ “Identifying Workforce Issues Relative to the Proposed Consolidation of the Monterey, Pacific Grove, and Carmel Fire Departments,” National Fire Academy, (Emmitsburg, Maryland: July 2007).
◆ “An Evaluation of Self-Contained Breathing Apparatus Voice Communications Systems,” National Fire Academy, (Emmitsburg, Maryland: June 2008). ◆ “Identifying and Mapping Critical Infrastructure and Key Resources for the City of Monterey, California,” National Fire Academy, Emmitsburg, (Maryland: June 2009).
◆ “Initial Damage Assessment Criteria and Procedures for the City of Monterey, California,” National Fire Academy, (Emmitsburg, Maryland: April 2010). ◆ “EMS Task Force White Paper,” Monterey County Health Department, Emergency Medical Services Agency, May 2001. Included an evaluation and recommendation of enhancements to the Monterey County EMS system.
Memberships:
◆ International Association of Fire Chiefs – Fairfax, Virginia ◆ California Fire Chiefs Association – Rio Linda, California Project Team Resumes page 9
CITYGATE ASSOCIATES, LLC LANDON STALLINGS, BSCE, FSCEO
With 35 years in the fire service, Chief Stallings served as a firefighter, Captain, Chief Training Officer, Fire Marshal, Shift Commander, and Assistant Chief commanding the Operations Division of the Fort Worth Fire Department.
Chief Stallings started his career with the Fort Worth Fire Department in 1986, completing his college education while working in the city’s busiest stations. His work included special operations within the high-rise, hazardous materials, structural collapse, and dive rescue programs where in each he served as an instructor and program coordinator. In 2000, he was promoted to Battalion Chief and assigned to the central business district, where he directed many training initiatives and managed large-scale incidents. In 2008, he was assigned the role of Chief Training Officer, where he oversaw health and safety, recruitment, hiring, and certification training for recruits and incumbents. In 2009, he was assigned to the position of Fire Marshal, where he developed codes and standards related to mineral production, special events, and fire code amendments for adoption by city council. In 2015, he was promoted to Deputy Chief and assigned to a Shift Commander position supervising a daily staffing of 243 personnel. In this position, Chief Stallings developed a daily risk analysis and special operations deployment matrix for high-risk weather events. In 2018, he was promoted to Assistant Chief and assigned to oversee the entire division, where he negotiated collective bargaining and automatic/mutual aid agreements and established a strategic plan to coordinate deployment and facilities with significant growth.
Chief Stallings has a bachelor of science degree in Civil Engineering from the University of Texas at Arlington. He served as an adjunct instructor for the Tarrant County College Fire Science program focusing on incident command courses. He was an International Code Council (ICC) certified Building Official and Fire Marshal and an NFPA fire protection specialist and Certified Safety Professional (CSP). Chief Stallings served for many years as the second Vice President of IAFF Local 440 in Fort Worth, where he worked on numerous staffing and health and safety initiatives.
Currently, Chief Stallings is a Task Force Leader for Texas A&M Task Force 1—one of 28 FEMA-sponsored Urban Search and Rescue teams. He also serves on a FEMA strategic plan subcommittee for urban search and rescue, and on the Fort Worth Employees Retirement Fund board as the representative for retirees.
Memberships Include:
◆ International Association of Fire Chiefs
◆ National Fire Protection Association
◆ Texas State Fire Marshals Association
◆ IAFF Local 440
◆ Board of Certified Safety Professionals
Relevant Experience:
◆ Currently serving as Fire and EMS Specialist for a Fire Master Plan, Community Risk Assessment, Standard of Cover, and Compliance Audit for the Cy-Fair Fire Department / Harris County Emergency Services District #9.
Project Team Resumes page 10
Relevant Non-Citygate Experience:
◆ In 1995, while a VP for Local 440, manually collected 3 years of staffing data from 33 fire stations to develop a demand profile that determined the optimal ratio of relief firefighters needed to augment deployment.
◆ In 1996, while a VP for Local 440, developed a Fair Labor Standards Act compliant schedule for dispatchers that is still in use today and now utilized in many departments throughout the country.
◆ In 2003, led the study of large-scale incident water supplies and changes to hydrant connections to improve the use of master streams at commercial incidents thus reducing firefighter risk at non-life safety incidents. ◆ Twice coordinated citywide efforts to improve Insurance Service Office credit for dispatch, water supplies and fire department operations. In 2004, as a VP for Local 440 resulting in a Class 2 rating, in 2014, as a Shift Commander, resulting in a Class 1 rating.
◆ In 2009, worked extensively with an industry and community subcommittee to draft detailed operational and setback policies for urban gas well drilling that were adopted by city council as amendments to the International Fire Code ◆ In 2010, Developed and maintained water supplies mapping of newly annexed areas and coordinated deployment of water tenders and compressed air foam systems on a multi-year program until water service could be extended to new areas of the City.
◆ In 2010, worked with the aviation community to develop alternative methods to total foam flooding systems in Group II hangars at the municipal airport. ◆ In 2011, served on a Texas Commission on Fire Protection committee to develop statewide standards for Fire Inspectors. Developed a training program to certify 160 line personnel to conduct ongoing fire safety inspections. ◆ In 2011, served as the co-chair of the regional Life Safety Committee that aligned and coordinated Fire Marshal expectations for all events related to Super Bowl XLV.
◆ In 2018, represented the city in collective bargaining negotiations and developed significant improvements to leave time policy and emergency callback. ◆ In 2019, led the deployment of peak demand units, aerial deployment analysis and revision of the safety chief model to reduce battalion chief response times. ◆ In 2020, developed and gained medical director approval for alternate method of respirator protection and sterilization resulting in sustained operations during mask shortages.
Employment:
Assistant Chief of Operations
FWFD, Fort Worth, Texas (2017–2021)
Project Team Resumes page 11
Deputy Chief/Shift Commander
FWFD, Fort Worth, Texas (2015–2017)
Deputy Chief/Fire Marshal
FWFD, Fort Worth, Texas (2009–2014)
Chief Training Officer
FWFD, Fort Worth, Texas (2008)
Battalion Chief
FWFD, Fort Worth, Texas (2001–2006)
Fire Department Operations
FWFD, Fort Worth, Texas (1986–2001)
Task Force Leader / FWFD Agency Representative for Texas Task Force 1 FWFD, Fort Worth, Texas (Current)
Education:
◆ Bachelor of Science in Civil Engineering, University of Texas at Arlington – 1999 ◆ Fire Service Chief Executive Officer Program, Texas A&M University – 2012 Certificates:
◆ Certified Safety Professional (2014)
◆ NFPA-Certified Fire Protection Specialist (2013)
◆ ICC-Certified Building Official and Fire Marshal (2012) ◆ National Association of Underwater Instructors Dive Instructor (1998) ◆ Texas Commission on Fire Protection:
➢ Advanced Firefighter
➢ Hazardous Materials Technician (1995)
➢ Inspector Basic (2008)
➢ Instructor III (2008)
◆ Texas Forest Service: TIFMAS All Hazards/Structural (2011) ◆ Texas Department of Health:
➢ EMT
➢ Skills Examiner
Relevant Training:
◆ National Fire Academy:
➢ Command and Control of Multiple Alarm Incidents (2001) ➢ Command and Control of Incidents Involving Target Hazards (2002) Project Team Resumes page 12
➢ Incident Command for Highrise Operations (2002)
◆ Texas Wildfire Association:
➢ NWCG S-109 Introduction to Wildland Fire Behavior (2011) ➢ NWCGS G-330 Wildland Training for Structural Firefighters (2011) ◆ Technical Rescue:
➢ Structural Collapse Technician (2004)
➢ Structural Collapse Technician II (2007)
➢ Rope Rescue Technician (2004)
➢ Hazardous Materials Technician (1995)
➢ Trench Rescue Technician (1995)
➢ NASA Ames Collapse Rescue (2005)
➢ Vehicle and Machinery Technician (2006)
➢ Bus Extrication (1998)
◆ Texas Engineering Extension Service:
➢ Enhanced Incident Management Unified Command Course (2009) ➢ Emergency Operations Center Operations and Planning for All-Hazards (2009) Swiftwater Rescue Technician (2001)
➢ Fire Officer I (2004)
➢ Trench Rescue (1997)
◆ FDIC West Boot Camp for Battalion Chiefs (2002)
◆ Arizona State University School of Public Affairs Fire Service Institute (2001) ◆ NIMS 100-800 Courses
Published Work:
◆ When it Rains, Firehouse Magazine, October 2007
◆ Branigan’s Building Construction for the Fire Service, Fifth Edition, 2013, Contributor and Technical Reviewer
Project Team Resumes page 13
CITYGATE ASSOCIATES, LLC MICHAEL DYER, MPA
Fire Chief Michael W. Dyer began his public safety career over 36 years ago. He is a former Chief Deputy in the Los Angeles County Fire Department and retired as the Fire Chief of the Santa Barbara County Fire Department. Throughout his career he has also served as an Ocean Lifeguard Specialist, Firefighter, Firefighter Paramedic, Firefighter Specialist, Fire Captain, Battalion Chief, and Assistant Fire Chief.
Chief Dyer holds a bachelor’s degree in Physical Education and a master’s degree in Public Administration from California State University, Northridge. Chief Dyer recently completed the Executive Leadership Program at the Naval Postgraduate School. In addition to his formal education, he is also certified as a Hazardous Materials Specialist, Paramedic, and achieved the certification of Fire Chief from the California State Fire Marshal.
Chief Dyer recently served on several statewide committees. He served on the California Joint Apprenticeship Management Board, Chair of CALFIRE Contract Counties, and the Chair of the FIRESCOPE Board of Directors.
Current Consulting Experience Includes:
The following is a selection of Mr. Dyer’s consulting experience since joining Citygate:
◆ Recently served as Fire and Emergency Services Specialist for a fire and EMS staffing and operations study of the fire department for the City of Fort Worth, Texas.
◆ Served as Fire Services Specialist for a community risk assessment and Standards of Coverage analysis for the City of Santa Monica Fire Department. ◆ Served as Fire and Emergency Services Specialist to assist with a comprehensive and neutral external review of the Woolsey Fire Incident on behalf of the Los Angeles County Office of Emergency Management.
◆ Recently served as Fire and Emergency Services Specialist for a service delivery and staffing study for Portland Fire and Rescue in the City of Portland, Oregon. ◆ Served as Fire District Services Specialist to conduct a regional fire services Standards of Coverage analysis and a capacity constraint analysis for the Ventura County Fire Protection District.
◆ Served as Fire Services Specialist to conduct a fire services Standards of Coverage analysis for the Alameda County Fire Department.
◆ Served as Fire Services Specialist for an operational enhancements study for the County of Santa Barbara Fire Department, an update to the fire service deployment and departmental performance audit study Citygate previously performed for the Department.
◆ Served as Fire and Emergency Services Specialist for a service level assessment of the Orange County Fire Authority’s Emergency Command Center to ascertain the efficiency and effectiveness of the activities of the ECC and ensure compliance with policies/procedures, best practices, and regulatory agencies. This was one of seven as-needed organizational service level assessments of operations for Orange County Fire Authority as part of a Master Services Agreement.
Project Team Resumes page 14
◆ Served as Fire Services Specialist to conduct a fire communications center and lifeguard dispatch review. Citygate performed a fire dispatch merger feasibility study for the San Diego Fire-Rescue Department with the Heartland Communications Facility Authority and North County Dispatch Joint Powers Authority, along with a parallel feasibility study of merging lifeguard dispatch with San Diego fire dispatch.
◆ Served as Fire and Emergency Services Specialist for a service level assessment of the Orange County Fire Authority’s Executive Leadership Team and Human Resources functions to ascertain the efficiency and effectiveness of leadership and personnel operations and ensure compliance with policies/procedures, best practices, and regulatory agencies.
Professional Experience:
Santa Barbara County Fire Department, Fire Chief 2009-2015 ◆ Santa Barbara County Forester and Fire Warden and District Fire Chief - Oversees technical direction of all fire operations including fire suppression, emergency medical services, fire prevention, budget, personnel, administration and strategic planning.
◆ Santa Barbara County Operational Area Coordinator
◆ FIRESCOPE Board of Directors
◆ California JAC Management Committee
◆ California Contract Counties Vice-Chair
◆ California Fire Agreement Consortium
Los Angeles County Fire Department Chief Deputy 2006-2009 Business Operations 2006-2007 & 2008-2009
◆ Oversaw the business operations-related half of the Department consisting of three major department bureaus and two executive divisions including the Prevention Bureau, Administrative Bureau, Support Services Bureau, Planning Division and Organizational Development Division.
◆ Participated in County Governance Process for new Chief Executive Officer 2007 ◆ Developed Disaster Preparedness Strategy for Los Angeles County Strategic Plan 2006-2009
◆ Regularly attended Los Angeles County Guiding Coalition on behalf of Fire Chief 2006 and 2007
◆ Attended LARICS meetings and reported on behalf of Fire Chief Emergency Operations 2007-2008
◆ Oversaw the emergency operations related half of the Department consisting of the four operations bureaus and one executive division, including Special Operations, Project Team Resumes page 15
East Regional Operations Bureau, Central Regional Operations Bureaus, North Regional Operations Bureau, and the Risk Management Division. ◆ 2007 Fire Siege—Agency Administrator
◆ Presentation at the National Fusion Center Conference 2008 ◆ Presentation at the International Association of Fire Chiefs Conference 2008 ◆ Represented Fire Chief as needed on a number of significant committees including:
➢ FIRESCOPE Board of Directors
➢ Governors Blue Ribbon Commission Task Force 2007
➢ Fire Service Intelligence Enterprise (FSIE) Governance Working Group 2007
➢ Region 1 Area B Operational Area Coordinator
Deputy Chief 2002-2006
Support Services Bureau 2005-2006
◆ Consisting of three administrative divisions including the Materials Management Division, Fleet Services Division, and Construction & Maintenance Division.
These divisions are responsible for Department-wide apparatus maintenance and acquisition, facility maintenance and new construction, as well as warehouse operations, contracts, and procurement of commodities and services. ◆ California State Fire Marshal – State Certified Fire Chief 2005 (one of eighteen in California)
◆ Guest speaker at Los Angeles County Multicultural Conference 2005 North Regional Operations Bureau 2004-2005
◆ Consisting of three operations field divisions including the Air and Wildland Division. These divisions include the Air Operations Section, Heavy Equipment Section, Fire Suppression Camps, four field battalions and 34 fire stations. ◆ 2004 NACO Achievement Award winner for development of a comprehensive Helicopter Water Source Directory.
◆ Incident Commander of Los Angeles County Incident Management Team 1. ◆ 2004 keynote speaker at City of West Hollywood Public Safety Awards. ◆ Member of a federal Department of Homeland Security Task Force responsible for developing the Universal Task List for HSPD- 8.
◆ 2004 Los Angeles County Productivity Commission Award of Merit recognition for joint Fire Department/Animal Care and Control Large Animal Rescue Program, as Project Manager.
Project Team Resumes page 16
Special Operations Bureau 2002-2004
◆ Consisting of three administrative divisions encompassing Department-wide operations in EMS, Training, USAR, Hazmat, Homeland Security, Dispatch Communications, Air Operations, Fire Suppression Camps and Fire Fighter Wellness/Fitness.
◆ Department Homeland Security Grant Administrator. Responsible for research and acquisition of personal protective equipment, detection equipment, interoperable communications, and mass casualty, mass decontamination equipment for approximately 3,000 uniformed personnel.
◆ Member of California FIRESCOPE Operations Team, 2002 – 2006.
Assistant Fire Chief 2000-2002
◆ Division VII - Consisting of (3) field battalions, (23) fire stations, (7) cities, including the unincorporated areas of Universal Studios, Topanga Canyon, Marina Del Rey, Ladera Heights, Athens, and Lennox.
◆ Nominated for the Los Angeles Emergency Management Council 2001 Award of Excellence
◆ Los Angeles County Productivity Commission Award for “Best Interagency Cooperation” with Animal Care and Control, California Highway Patrol, and Los Angeles County Sheriff in 2001
◆ Operations Section Chief of Incident Management Team 1B ◆ Southern California Interagency Incident Management Team member ◆ Preparation and management of the West Hollywood Christopher Street West Parade/Festival and Halloween Festival, including the development of a Fire Safety Services Agreement to recover Fire Department costs
◆ Leadership, management, and coordination of CERT Training given to volunteers in the cities of Malibu, Calabasas, West Hollywood and the unincorporated area of Topanga
◆ Leadership and management of annual interagency planning meetings with the Los Angeles County Fire Department, California Department of Forestry, and Ventura County Fire Department
◆ Leadership and management of local interagency planning meetings with the Third Supervisorial District office, Public Works, Caltrans, Las Virgenes Municipal Water District, California State Parks, National Park Service, California Highway Patrol, Los Angeles Police Department, Lost Hills Sheriff Station, and Unified Schools
◆ Leadership and management in the development of a wildland structure protection group planning template that is now being used with success Department-wide Project Team Resumes page 17
Battalion Chief 1998-2000
◆ Served in Battalion 16 (Baldwin Park, Covina, and Azusa) and Battalion 1 (West Hollywood, Universal Studios, Ladera Heights, and Marina Del Rey). Served as an Acting Assistant Fire Chief in Division VII.
◆ Served as Deputy Operations Section Chief on Incident Management Team 6A Fire Captain 1993-1998
Firefighter Specialist 1990-1993
Firefighter / Firefighter Paramedic 1986-1990
Ocean Lifeguard Specialist 1984-1986
Ocean Lifeguard Recurrent 1978-1984
Education and Training:
◆ 2008 – Naval Post Graduate School, Executive Leadership Program ◆ 2005 – Los Angeles County CAO, Bureau Chief Executive Leadership ◆ 2001 – Martin Gang Institute, Interpersonal Dynamics
◆ 2000 – California State University, Northridge, Master of Public Administration ◆ 1991 – Oxnard College, Associates of Arts – Fire Technology ◆ 1981 – California State University, Northridge, Bachelors of Arts – Physical Education
Professional Associations:
◆ International Association of Fire Chiefs
◆ California Fire Chiefs Association
◆ National Fire Protection Association
◆ Southern California Association of Foresters and Fire Wardens ◆ American Society for Public Administration (ASPA)
Project Team Resumes page 18
CITYGATE ASSOCIATES, LLC ANDREW GREEN, MBA
Mr. Green has over 35 years of experience in all aspects of municipal finance, including as a professional manager. He has had primary responsibility for the development and monitoring of citywide budgets for four municipalities, with total budgets ranging from $70 million to $680 million. He developed and fine-turned long-range financial plans for multiple municipalities, including playing a lead role in taking the City of Pasadena from a $10 million General Fund operating deficit to a $5 million General Fund operating surplus. Mr. Green also has a master’s degree in business administration with honors.
Related Experience Includes
◆ Served as Fiscal Specialist for a performance and fiscal audit of the Department of Fire and Public Safety in Maui, Hawaii, specifically designed to analyze the County’s budgeted resource capacity and the utilization and allocation of those resources.
◆ Served as Fiscal Specialist to assist the City of San Luis Obispo, California, and its partners to study the opportunities and constraints in merging some of the County’s police and fire dispatch centers into one shared center located at the San Luis Obispo Police Department dispatch center.
◆ Served as Fiscal Specialist to assist the Groveland Community Service District in updating its Fire Master Plan and evaluating impacts of planned new developments outside the District boundaries.
◆ Served as Fiscal Specialist to conduct an analytical fire department service utilization and staffing patterns review for the Marin County Fire Department. ◆ Served as Fiscal Specialist for a Standards of Coverage and headquarters services assessment for the Fire Department in the City of Milpitas, California. ◆ Completed the Comprehensive Annual Financial Report on time and with clean audit opinions for four municipalities during more than 30 years of being primarily responsible for developing and monitoring the citywide budgets, with total budgets ranging from $70 million to $680 million.
◆ Developed and fine-tuned long-range financial plans for multiple municipalities, including playing a lead role in taking the City of Pasadena from a $10 million General Fund operating deficit to a $5 million General Fund operating surplus. ◆ Served as financing team lead for numerous multi-million debt issuances, including the $282 million ReTRAC, a $108 million event center, and $35 million in Cabela’s projects in Reno, Nevada; and the $156 million Rose Bowl renovation in Pasadena, California.
◆ Appointed to the Employee Relations Committee by the League of California Cities’ Fiscal Officers Department and voted in as the second Vice President of the League’s Executive Committee. (Change of employment prevented serving in this role).
Project Team Resumes page 19
◆ Served as Chief Negotiator for the Cities of Rialto, California, and Reno, Nevada for various police and fire labor units, achieving successful multi-year agreements in both Cities.
◆ Developed a strategic action plan to improve the motor pool operation of the City of Rialto.
◆ Developed a review, monitoring, and evaluation process for the worker’s compensation program for the City of Rialto, which resulted in a 15 percent savings in costs.
◆ Served in the lead role in four different, successful financial system conversions. ◆ Appointed by the League of Nevada Cities to be a member of the Committee on Local Government Finance, which monitors and makes recommendations on Statewide operations of local governments.
◆ Served as a board member and executive committee member of risk-sharing pool for the City of Rialto’s liability function.
◆ Developed and implemented a cross-functional work-team concept in the finance departments of the Cities of Rialto and Reno, which improved operational efficiency and effectiveness, as well as department morale. ◆ Successfully motivated and directed staff to implement the various internal audit recommendations given to the finance departments for the Cities of Reno and Pasadena.
◆ Significantly increased the level of professionalism and education among the senior management staff of the finance departments of the Cities of Reno and Pasadena. ◆ Developed the first vision statements for the finance departments for the Cities of Reno and Pasadena to maintain departmental focus on achieving the citywide vision.
◆ Developed and implemented annual senior management staff retreats to ensure that department senior managers remain focused on the department and the Citywide vision.
Employment
Director of Finance, City of Pasadena, CA 2009–2015
Finance Director, City of Reno, NV 2001–2009
Director of Finance / Director of Administrative Services, City of Rialto, CA 1992–2001 Director of Finance, City of San Bernardino, CA 1986–1992 Assistant Director of Finance, City of San Bernardino, CA 1985–1986 Internal Auditor / Budget Officer, City of San Bernardino, CA 1984–1985 Honors and Awards
◆ Pasadena NAACP Government Sector Honoree
◆ San Bernardino Management Association Manager of the Year Project Team Resumes page 20
◆ San Bernardino NAACP Pioneer Award
◆ Government Finance Officer Association Certificate of Achievement in Outstanding Financial Reporting: eight years in Reno, nine years in Rialto, and six years in Pasadena
◆ Government Finance Officer Association Distinguished Budgeting Award: eight years in Reno and six years in Pasadena
◆ Fontana Branch Derby Club Outstanding Achievement Award Project Team Resumes page 21
CITYGATE ASSOCIATES, LLC JOHN DAVID BADGETT
Chief Badgett has over 32 years of experience in the fire service. He retired as Assistant Fire Chief for the City of Los Angeles, California. His years of command experience include the Port and Airport operational areas. Chief Badgett served as the project manager for the $12 million Los Angeles Fire Department Fireboat replacement project, which replaced four of the five Department Fireboats, including three 45-foot, 2,500-gpm boats and one 105-foot, 36,000-gpm boat that was rated as the most capable in the world. He has served as a Fire Service Liaison with agencies such as the US Army’s Civil Support Teams and US Coast Guard. After retirement, he was also the Interim Public Safety Manager for the Port of Los Angeles and, in addition to Citygate consulting, consulted for the US Naval Postgraduate School on special projects in the Pacific operational area.
He has consulting experience with general public safety, emergency response, pre-incident preparation, and post-incident mitigation.
Relevant Experience:
The following is a selection of Chief Badgett’s consulting experience since joining Citygate:
◆ Served as Senior Fire Services Consultant to conduct a marine firefighting risk and response assets analysis for the Port of Corpus Christi, Texas. ◆ Served as Senior Fire Services Consultant for a marine and specialty fire services assessment study for the Ports of Los Angeles and Long Beach to provide a macrolevel review of existing marine protective services and specialist firefighting resources in the combined port area.
◆ Served as Senior Fire Services Harbor Firefighting Consultant for a performance audit of the City of Los Angeles Fire Department operations and a financial analysis of the billings paid by the Harbor Department for the fiscal years 2008–2010 to assess their reasonableness, fairness, and accuracy. This project included an assessment of the overall staffing and deployment over a four-year span of LAFD land-based and sea-based personnel and equipment supporting the Harbor. ◆ Served as Senior Fire Services Specialist for an assessment of the capabilities of the City of San Diego Fire-Rescue Department to perform an all-risk maritime response to the Port of San Diego.
◆ Served as Fire Services Specialist for a fire services review of McClellan-Palomar County Airport to understand the baseline Federal Aviation Administration firefighting requirements for this class of airport, to assess the current levels of fire service, to understand current and likely future operations, and to then identify a services plan consistent with a best-practices delivery of aviation firefighting services to the Airport as it evolves over time.
Relevant Non-Citygate Experience:
◆ Consulted for the US Naval Postgraduate School on special projects in the Pacific operational area.
Project Team Resumes page 22
◆ Commanded the Los Angeles Fire Department’s on-duty emergency resources in Division 1 – the downtown and West LA areas – and later in Division 2 – the southern section of the City, which included the Commercial Harbor and LAX.
Each of the three LAFD Field Divisions commands approximately 35 fire stations and 340 personnel.
◆ Served as the Project Manager for the $12 million LAFD Fireboat replacement project, which replaced four of the five LAFD Fireboats, including three 45-foot, 2,500-gpm boats and one 105-foot, 36,000-gpm boat that was rated as the most capable in the world.
◆ Served as a Fire Service Liaison with agencies including the US Army’s Civil Support Teams and US Coast Guard.
◆ Served as a field Battalion Commander supervising up to 10 fire stations in East Los Angeles, the downtown area, and the Port of Los Angeles, managing all LAFD activities in each respective district.
◆ Served for seven years as a Battalion Commander in the Port of Los Angeles, managing the Fireboat fleet and other harbor responsibilities. ◆ Served as the Project Manager for a major port hazard / port protection assessment, comparing the Port of Los Angeles to other major ports. ◆ Managed the LAFD Search and Rescue SCUBA Dive Team.
◆ Served in the US Navy, including a one-year assignment to a River Patrol Flotilla in the Mekong Delta of Vietnam.
◆ Provided shipboard firefighting and National Incident Management System training to the US Coast Guard.
◆ Established a multi-agency SCUBA Search and Rescue Dive Team consortium in the Port of Los Angeles, which included the US Navy, the LAPD, the LA Port Police, the LA County Fire/Lifeguards, the Long Beach Fire/Lifeguards, the Los Angeles and Orange County Sheriff's Offices, and State of California Lifeguards. ◆ Served as a member of the US Coast Guard’s committee to develop and implement an improved Port Emergency Response Manual for Los Angeles / Long Beach. ◆ Served as a member of the Mayors of Los Angeles and Long Beach Port Security Committee.
◆ Served on the National Fire Protection Association Fireboat Technical Committee.
Education:
◆ Bachelor of Arts in Management, University of Redlands ◆ Associate of Arts in Police Science, LA Harbor College Project Team Resumes page 23
Certificates:
The following are Mr. Badgett’s fire service and technical credentials:
◆ Community College Teaching Credential, State of California ◆ Instructor Credential, California State Fire Marshall’s Office ◆ Incident Command System
◆ Brush fire, shipboard, petrochemical, and other firefighting specialties ◆ Hazardous materials
◆ Urban search and rescue
◆ Rescue SCUBA diving
◆ Emergency Medical Technician – 1983–2005
Project Team Resumes page 24
CITYGATE ASSOCIATES, LLC DAVID C. DEROOS, MPA, CMC
Mr. DeRoos is the President of Citygate Associates, LLC and former Deputy Director of the California Redevelopment Association. He earned his undergraduate degree in political science / public service (Phi Beta Kappa) from the University of California, Davis, and he holds a master’s degree in public administration from the University of Southern California. Mr. DeRoos has over five years of operational experience as a local government administrator in land use planning, budgeting, and personnel and 30 years of consulting experience performing operations and management reviews of local government functions. Prior to joining Citygate in 1991, he was a Senior Manager in the State and Local government consulting division of Ernst & Young.
Relevant Experience:
◆ For all Citygate projects, Mr. DeRoos reviews work products and is responsible for ensuring that each project is conducted smoothly and efficiently within the schedule and budget allocated and that the project deliverables are in conformance to Citygate’s quality standards.
◆ Served in an oversight capacity for a risk assessment, Standards of Coverage study, and facilities Master Plan for the El Dorado Hills Fire District. ◆ Currently serving in an oversight capacity to perform a Standards of Coverage analysis for the Berkeley Fire Department in the City of Berkeley, California. ◆ Served as an oversight capacity to perform a fire services Master Plan assessment for the City of Turlock, California, to include a Community Risk Assessment, Standards of Coverage study, and headquarters programs adequacy and facility and fleet assessment.
◆ Served in an oversight capacity for a fire and emergency services study for the El Dorado Local Agency Formation Commission to evaluate fire services countywide and to provide actionable recommendations on how to ensure sustainable, adequate, and cost-effective coverage.
◆ Served in an oversight capacity to develop a comprehensive Master Plan for the Cosumnes Fire Department's fire prevention, training, and emergency medical services functions.
◆ Served in an oversight capacity to assist the Groveland Community Service District in updating its Fire Master Plan and evaluating impacts of planned new developments outside the District boundaries.
◆ Served in an oversight capacity for a fire services study for the Templeton Community Services District Fire Department to identify gaps in operations and resources, develop recommendations to maximize fire department operations and resources, and identify best practices.
◆ Served in an oversight capacity to develop an emergency services Master Plan for the Aptos/La Selva Fire Protection District.
◆ Served in an oversight capacity for a Standards of Coverage assessment for the City of Fremont, California. This assessment included an analysis of service delivery expectations, a risk assessment, and a deployment analysis.
Project Team Resumes page 25
◆ Served in an oversight capacity for an operational enhancements study for the County of Santa Barbara Fire Department, an update to the fire service deployment and departmental performance audit study Citygate previously performed for the Department.
◆ Served in an oversight capacity for a service level assessment of the Orange County Fire Authority’s Field Deployment services utilizing the Standards of Coverage methodology. This was one of seven as-needed organizational service level assessments of operations for Orange County Fire Authority as part of a Master Services Agreement.
◆ Served in an oversight capacity to conduct a deployment analysis to determine fire station coverage for the City of Alameda, California.
◆ Served in an oversight capacity for a Standards of Coverage assessment for the City of Fremont, California. This assessment included an analysis of service delivery expectations, a risk assessment, and a deployment analysis. ◆ Served in an oversight capacity for a Standards of Coverage and headquarters services assessment for the Fire Department in the City of Milpitas, California. ◆ Served in an oversight capacity for a Standards of Coverage study and Master Plan for the City of South San Francisco, California.
◆ Served in an oversight capacity for a comprehensive community risk assessment, Standards of Coverage study, and station location and deployment study for the City of Sunnyvale, California.
◆ Served in an oversight capacity for a community hazard and risk assessment, Standards of Coverage study, and station location analysis for the City of Mountain View, California, including an examination of fire and environmental protection division workload, housing inspection, and deployment.
Mr. DeRoos is a member of several professional and civic associations. He has taught for the UC Davis Extension College and for graduate classes in public administration, administrative theory, and labor relations for Golden Gate University and nonprofit and association management for the University of Southern California. He speaks and trains frequently on the topic of leadership, character, and values and has also been a speaker for the American Planning Association (APA), written for the California APA newsletter and the California Redevelopment Journal, and has been a speaker on redevelopment, base closures, and related issues across the US. Mr. DeRoos holds a certificate in public sector labor management relations from UC Davis and is a Certified Management Consultant (CMC).
APPENDIX C
PROOF OF INSURANCE