St. Helena City Council
June 13, 2023

City of St. Helena
Regular City Council Meeting
Tuesday, June 13, 2023 @ 6:00 PM
Vintage Hall Board Room - Second Floor
465 Main Street, St. Helena

PLEASE NOTE: Any person who wishes to speak regarding an item on the agenda or make a comment under the "Oral Communication" portion of the agenda may do so, but please observe the time limit of four minutes.

The City Council meeting will be live-streamed on Comcast Channel 28 and on the City’s website.

Public comment for City Council meetings will be accepted via email to [email protected]. All public comments must be received three hours prior to the meeting. All other public comments received after the deadline will be attached to the item the next business day or soon thereafter. Public comments will not be read out loud but will be publicly available and attached to the on-line City Council agenda.

The schedule of upcoming meetings and published meeting agendas can be found on the City of St. Helena website at https://sthelena.civicweb.net/portal/.

Simultaneous Spanish interpretation services during meetings can be scheduled upon request.

To ensure interpreters are available, requests must be made at least 72 hours in advance by calling the Office of the City Clerk at (707) 968-2640 or emailing [email protected].

The schedule of upcoming meetings and published meeting agendas can be found on the City of St. Helena website at https://sthelena.civicweb.net/portal/.

Servicios de interpretación en español durante la reunión pueden ser solicitados por el público.

Para asegurar que los intérpretes estén disponibles, los servicios tienen que ser solicitados al menos 72 horas antes de la reunión llamando a la oficina de la Secretaria de la Ciudad al (707) 968-2640 o por correo electrónico a [email protected] .

El horario de las reuniones publicadas y próximas puede ser localizado en el sitio de web de la Ciudad en https://sthelena.civicweb.net/portal/ .

Page

1. CALL TO ORDER

2. ROLL CALL
Mayor: Paul Dohring, Vice Mayor Eric Hall:, City Council Members: Anna Chouteau, Lester Hardy, Billy Summers

3. PLEDGE OF ALLEGIANCE

4. ADOPTION OF THE AGENDA

5. PUBLIC FORUM:

Members of the public are entitled to speak on matters of municipal concern not on the agenda during Public Forum. Each person’s comments shall be limited to 4 minutes. Each person is entitled to speak on any non-agendized item only once at any meeting. Brief questions by Council Members for clarifications may

be posed and answered, and Council Members may make requests that items be placed on future agendas, but in accordance with state law, no substantive discussion or action may take place unless and until the matter properly appears on the agenda.

6. REPORTS BY STAFF AND CITY COUNCIL, FUTURE AGENDA ITEMS, AND AB 1234 REPORTS:

Reports by staff and/or Council Members on items of general interest. Brief questions for clarification may be posed and answered, and Council Members may request that items be placed on a future agenda. Except under certain circumstances, the Brown Act prohibits any other discussion or action by the City Council.

7. PRESENTATIONS AND PUBLIC RECOGNITIONS

7.1. Monarch and Pollinator Awareness Month June 2023 Proclamation Proclamation
9 7.2. LGBTQ+ Pride Month June 2023 Proclamation
Proclamation
11 7.3. Juneteenth Independence Day June 19, 2023 Proclamation Proclamation
13 8. STAFF BRIEFING

9. CONSENT ITEMS
Members of the Council or the public (present at the meeting) may ask that any items be considered individually for purposes of considering alternative action, for extended discussion, or for public comment. Unless that is done, one motion may be used to adopt all recommended actions. (Roll Call Vote)

9.1. Consideration and proposed approval of a resolution authorizing the St.

Helena High School annual homecoming parade on Main Street and authorizing City staff to provide traffic control before, during, and after the parade.

CEQA Determination: Categorically Exempt, Section 15323 Prepared By: Chantel Delay, Administrative Assistant
Recommendation:

Staff recommends the City Council adopt the resolution authorizing the St. Helena High School annual homecoming parade on Main Street authorizing City staff to provide traffic control before, during, and after the parade.

Staff Report - Pdf
15 - 23

9.2. Consideration and approval of a Resolution Establishing Appropriation Limits for Fiscal Year 2023-24 and the Selection of Current Year Adjustment Factors.

CEQA Determination: Not a CEQA project
Prepared By: Mandy Kellogg, Administrative Services Director Recommendation:

Staff recommends the City Council of the City of St. Helena adopt a Resolution establishing an appropriation limit for Fiscal Year 2023-24. 25 - 34

Staff Report - Pdf

9.3. Consideration and approval of a resolution authorizing the City Manager to execute a Professional Services Agreement with Devastating Pyrotechnics, LLC, in the amount of $40,000 for the City-sponsored July 4, 2023 fireworks show
CEQA Determination: Not a CEQA project
Prepared By: Dave Jahns, Parks & Recreation Director
Recommendation:

Staff recommends the City Council approve a resolution authorizing the City Manager to execute a Professional Services Agreement with Devastating Pyrotechnics, LLC, in the amount of $40,000 for the Citysponsored July 4, 2023 fireworks show.

Staff Report - Pdf
35 - 70

9.4. Recommended approval of a resolution authorizing the City Manager to execute a contract with Center for Public Safety Management to perform an analysis of Fire and Emergency Medical Services (EMS) for the City of St. Helena for a not to exceed cost of $44,694.

CEQA Determination: Not a CEQA project
Prepared By: Mandy Kellogg, Administrative Services Director Recommendation:

Approve the attached Resolution.

Staff Report - Pdf
71 - 139

9.5. Recommended approval of a Resolution authorizing modifications to the Business Assistance Program guidelines to permanently forgive all business assistance loans that meet the eligibility, job creation and retention requirements.

CEQA Determination: Not a CEQA project
Prepared By: Lesley Milton, Asst. to the City Manager
Recommendation:

Approve a Resolution authorizing modifications to the Business Assistance Program guidelines to permanently forgive all business assistance loans that meet the eligibility, job creation and retention requirements.

Staff Report - Pdf
141 - 166

9.6. Consideration and proposed adoption of a Resolution authorizing the City Manager to Execute a Task Order with West Yost Associates, Inc. for an amount not-to-exceed $124,200 for consulting services to assist the City with preparation of an update to the Water Neutrality Policy and the Safe Yield Analysis (FY24 CIP No. W24-08).

CEQA Determination: Not a CEQA project
Prepared By: Joseph Leach, Public Works Director and City Engineer Recommendation:

It is recommended that the City Council adopt the attached resolution authorizing the issuance of a Task Order for West Yost for a total not-toexceed cost of $124,000. 167 - 184

Staff Report - Pdf
Public Comment.Garry Rose

9.7. Consideration and proposed adoption of a Resolution authorizing the City Manager to execute a Task Order with West Yost Associates for preparation of a Recycled Water Facilities Plan (Facilities Plan) and a Planning Grant Application for a not-to-exceed cost of $211,554.

CEQA Determination: Exempt
Prepared By: Joseph Leach, Public Works Director and City Engineer Recommendation:

It is recommended that the City Council adopt the attached resolution authorizing the issuance of a Task Order for West Yost for a total not-toexceed cost of $211,554.

Staff Report - Pdf
185 - 201

9.8. Consideration of a proposed Resolution authorizing the City Manager to execute three Professional Service Agreements to provide engineering support and augmentation services for Public Works with West Yost Associates, Coastland Civil Engineering, LLP, and Cal Engineering & Geology, a Division of Haley & Aldrich with each contract including an amount not-to-exceed $100,000.

CEQA Determination: Not a CEQA project
Prepared By: Joseph Leach, Public Works Director and City Engineer Recommendation:

Adopt the attached Resolution.

Staff Report - Pdf
203 - 383

9.9. Consideration and approval of a resolution authorizing the payment of rental of decanting pump at the St. Helena Louis Stralla Water Treatment Plant for a total not-to-exceed amount of $56,000.

CEQA Determination: Exempt
Prepared By: Clayton Church, Public Works Operations Manager Recommendation:

Approval of a resolution authorizing the payment for the rental of decanting pump in the amount not to exceed of $56,000.00 from Herc Rentals.

Staff Report - Pdf
385 - 389

9.10. Request to approve a resolution approving the appeal of a Planning Commission denial and approval of Demolition Permit and Design Review (file # PL 21-044), for the demolition of an existing single-family dwelling and accessory structures in order to accommodate the construction of a new single-family dwelling and accessory structures at a property located at 2126 Madrona Avenue within the Twenty-Acre Agriculture (A-20) zone.

CEQA Determination: Exempt
Prepared By: Maya DeRosa, Community Development Director Recommendation:
391 - 411

Based on the May 17, 2023, approval of appeal (file # 23-010), staff recommends the City Council approve the attached resolution granting the demolition permit and design review approval to 2126 Madrona Avenue (file # PL 21-044) and finding the approval not subject to CEQA and exempt from CEQA under State CEQA Guidelines Section 15303.

Staff Report - Pdf
Public comment.Katharine Falace

10. PUBLIC HEARINGS
None

11. OLD BUSINESS

11.1. Consideration and Proposed Approval of a Resolution Adopting the FY 2023-24 and FY 2024-25 Biennial Budget.

CEQA Determination: Not a CEQA project
Prepared By: Mandy Kellogg, Administrative Services Director Recommendation:

Staff recommends approval of a resolution adopting the City of St.

Helena FY 2023-24 and 2024-25 Operating Budget.

Staff Report - Pdf
Attachment 25 - FY 2023-24 and 2024-25 Budget Forecast
Presentation
FY2023.24 and 2024.25 Proposed Budget
Public Comment.Kelly Wheaton
Public Comment.Jude Wilmoth and Meagan Rounds
Public Comment.Katherine Bull
Public Comment.Kristine Waldenburg
Public comment.Tracy Sweeney
Public Comment.Eric Reichert
Public Comment.Grady Sibert
Public Comment.Tracy Sweeney 2
Public Comment.Whitney Diver McEvoy
Public Comment.Anna Chouteau
Public Comment.Felicia Chan
Public Comment.Heidi Bamburg
Public Comment.Cynthia Ariosta
413 - 1082

12. NEW BUSINESS

12.1. Consideration and Proposed Approval of a Resolution Adopting the FiveYear Capital Improvement Program for Fiscal Years 2023-24 to 2027-

28. CEQA Determination: Not a CEQA project
Prepared By: Joseph Leach, Public Works Director and City Engineer Recommendation:

Staff recommends City Council approve the attached Resolution.

Staff Report - Pdf
CIP Presentation_061323
1083 - 1196

13. CITY COUNCIL REPORTS:

13.1. A. Association of Bay Area Governments (ABAG) - Executive Board B. Association of Bay Area Governments (ABAG) - General Assembly C. Napa Valley Tourism Corporation (Umbrella for Napa County) D. League of California Cities – North Bay Division
E. Napa County City Selection Committee
F. Napa County Flood Control and Water Conservation District G. Youth Opportunities Commission
H. Napa County Local Agency Formation Commission (LAFCO) I. Napa Valley Transportation Authority (NVTA)
J. Napa County Watershed Information Center & Conservancy (WICC) K. Upper Valley Waste Management Agency
L. Napa County Groundwater Sustainability Plan Advisory Committee M. Napa County Regional Climate Action Committee
N. Council Ad Hoc and Standing Committee Reports

14. ADJOURNMENT
The next Regular City Council meeting is scheduled for June 27, 2023, at 6:00 p.m.

This agenda was posted at City Hall, 1088 College Avenue, and at Vintage Hall, 465 Main Street, St. Helena, California on June 9, 2023.

Cindy Tzafopoulos, City Clerk
In Compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please call the City Clerk’s Office (707) 967-2792. Notification 72 hours prior to the meeting as required by Section 202 of the Americans with Disabilities Act will enable the City to make reasonable arrangements to ensure accessibility to this meeting.

CHALLENGING DECISIONS OF CITY ENTITIES
The time limit within which to commence any lawsuit or legal challenge to any quasi-adjudicative decision made by the City of St. Helena is governed by

Section 1094.6 of the Code of Civil Procedure, unless a shorter limitation period is specified by any other provision, including without limitation Government Code section 65009 applicable to many land use and zoning decisions, Government Code section 66499.37 applicable to the Subdivision Map Act, and Public Resources Code section 21167 applicable to the California Environmental Quality Act (CEQA). Under Section 1094.6, any lawsuit or legal challenge to any quasi-adjudicative decision made by the City must be filed no later than the 90th day following the date on which such decision becomes final. Any lawsuit or legal challenge, which is not filed within that 90-day period, will be barred.

Government Code section 65009 and 66499.37, and Public Resources Code section 21167, impose shorter limitations periods and requirements, including timely service in addition to filing.

If a person wishes to challenge the above actions in court, they may be limited to raising only those issues they or someone else raised at the meeting described in this notice, or in written correspondence delivered to the City of St.

Helena, at or prior to the meeting. In addition, judicial challenge may be limited or barred where the interested party has not sought and exhausted all available administrative remedies.

SUPPLEMENTAL MATERIAL RECEIVED AFTER THE POSTING OF THE AGENDA
Any supplemental writings or documents distributed to a majority of the City Council regarding any item on this Agenda, after the posting of the Agenda, will be available for public review in the City Clerk’s Office located at 1088 College Avenue, St. Helena, California, during normal business hours and by appointment. In addition, such writings or documents will be made available on the City’s web site at https://sthelena.civicweb.net and will be available for public review at the respective meeting.

City of St. Helena Proclamation
Monarch and Pollinator Awareness Month June 2023
WHEREAS, more than eighty-five percent of flowering plants on Earth, including wild and cultivated species, require the assistance of animal pollinators in order to produce seeds; and WHEREAS, pollinators play a vital role in maintaining a healthy ecosystem. Local plant species, wildlife, and urban agriculture all depend on pollination from bees, butterflies, and other animals; and WHEREAS, globally, pollinators are in great decline due to pressures including habitat loss, climate change and increased use of pesticides; and
WHEREAS, the western monarch butterfly is an iconic North American species whose multigenerational migration and metamorphosis from caterpillar to butterfly has captured the imagination of millions of Americans; and WHEREAS, the western monarch butterfly population has been reduced by 95% since the 1980’s with only 116,758 migratory western monarch butterflies counted in January 2023; and WHEREAS, the United States Dept. of Agriculture and the U.S. Fish and Wildlife Service have declared the monarch to be a priority species for conservation because healthy monarch habitat benefits a wide variety of other species; and
WHEREAS, June is National Pollinator Month and June 19th-25th, 2023 is National Pollinator Week; and WHEREAS, the Xerces Society has declared Napa County a Priority 1 Action Zone in the conservation of western monarch butterflies; and
WHEREAS, St. Helena is home to many native pollinator species such as birds, bats, and insects which keep our environment healthy and biodiverse; and
WHEREAS, St. Helena recognizes that human health ultimately depends on well-functioning ecosystems and that biodiverse regions can better support food production, healthy soil and air quality and can foster healthy connections between humans and wildlife; and
WHEREAS, St. Helena is working to build a healthy, sustainable and wildlife-friendly community that brings the many benefits of nature to all corners of our community; and WHEREAS, every resident in St. Helena can help make a difference for the western monarch butterfly and other native pollinators by planting native host plants, including native milkweed, and other nectar plants in pesticide free zones and taking other steps to provide healthy habitat in back yards, rights-of-way, and open spaces; and WHEREAS, the Western Monarch Society of Napa County will give out a limited number of native milkweed plants to community members in the Spring and Summer of 2023; and WHEREAS, St. Helena will continue to support local, state and national efforts that protect, restore, and conserve habitat for pollinators, as well as foster a greater connection between residents and wildlife; and WHEREAS, Cities, towns and counties have a critical role to play to help save the monarch butterfly and other native pollinators, and St. Helena is striving to become a leader; and NOW THEREFORE BE IT RESOLVED that I, Paul Jamison Dohring, Mayor of St. Helena, and the City Council Members of the City of St. Helena do hereby proclaim the month of June as “Monarch and Pollinator Awareness Month” in the City of St. Helena and encourages all residents to participate in community activities that support and celebrate monarch and pollinator protection and conservation, especially planting native milkweed and other native nectar flowers in pesticide free zones on their properties.

Dated this 13th day of June 2023.
____________________________
Paul Jamison Dohring, Mayor
City of St. Helena
Agenda Item #7.1.

City of St. Helena

PROCLAMATION
LGBTQ+ Pride Month
June 2023
Whereas, June is commemorated around the globe as “International Gay Pride Month” to honor and celebrate the history, achievements, and contributions of LGBTQ+ people; and
Whereas, the City of St. Helena celebrates the vast diversity of its citizens and visitors, including those who are lesbian, gay, bisexual, transgender, queer, and seeks to ensure a safe, healthy and inclusive place for all citizens, visitors and their families; and Whereas, the City of St. Helena strives to be a community that offers equal opportunity to its citizens, all of whom deserve to live with dignity and respect, free from fear and violence, and protected against discrimination, regardless of gender, gender identity, gender expression or sexual orientation; and
Whereas, the City of St. Helena is committed to support and encourage diversity in the workplace and throughout the community; and
Whereas, June has become a symbolic month in which lesbian, gay, bisexual, transgender, queer (or questioning), and intersex people, their families, friends, and allies come together in various celebrations of freedom and pride; and Whereas, California has been a leader in advancing the civil rights of its LGBTQ+ citizens. And while further progress is needed, it is important to recognize and celebrate the substantial gains that have been achieved; and
Now, therefore let it be resolved, that I, Paul Jamison Dohring, Mayor of the City of St. Helena, along with the City Council, do hereby proclaim June 2023 as “Lesbian, Gay, Bisexual, Transgender, and Queer Pride Month” and invite everyone to reflect on ways we all can advance the rights and protections of LGBTQ+ people and live and work together with a commitment to mutual respect and understanding.

Dated: June 13, 2023
______________________________
Paul Jamison Dohring, Mayor
City of St. Helena
Agenda Item #7.2.

City of St. Helena

PROCLAMATION
Juneteenth Independence Day
June 19, 2023
WHEREAS, on January 1, 1863, President Lincoln issued the Emancipation Proclamation, declaring that all enslaved people in the rebellious states would be then, thenceforward, forever free; and
WHEREAS, President Lincoln believed slavery to be in violation of the principles of the Declaration of Independence and that its abolition represented a “new birth of freedom” for the United States; and
WHEREAS, although President Lincoln signed the Emancipation Proclamation freeing slaves in January 1863, it was not until June 19th, 1865, that Union soldiers arrived in Galveston, Texas announcing the end of the Civil War and bearing federal orders proclaiming the end of slavery in the South and the Southwestern United States; and
WHEREAS, Juneteenth, or Juneteenth Independence Day, has a special meaning to African Americans which combines the words of June and Nineteenth, commemorating the traditional observance of the end of slavery in the United States and is observed annually on June 19th; and
WHEREAS, recognition of Juneteenth serves to combat the erasure of the history of slavery and heritage of Black Americans; and
WHEREAS, Juneteenth is an important opportunity to honor the principles of the Declaration of Independence and celebrate the achievements and contributions African Americans have made and continue to make in the City of St. Helena, around the Napa Valley and across our Nation; and
WHEREAS, the City of St. Helena is proud to join our nation in confronting, challenging and eradicating systemic racism under the guiding principle that all individuals are created equal, and observing Juneteenth bolsters the City’s commitment to racial justice while creating an opportunity for reflection and transformation.

NOW, THEREFORE, BE IT RESOLVED that I, Paul Jamison Dohring, Mayor of the City of St.

Helena on behalf of the City Council, do proclaim June 19th, 2023, as Juneteenth Independence Day. I call upon all residents and visitors in the City of St. Helena to honor the anniversary of the emancipation of Black Americans from slavery, to celebrate the cultural and historical contributions of Black Americans to this country and to collectively commit to confront and eradicate the structural and systemic racism and deep inequalities that have taken root across our country.

Dated: June 13, 2023
______________________________
Paul Jamison Dohring, Mayor
City of St. Helena
Agenda Item #7.3.

Report to the City Council
Regular City Council - 13 Jun 2023
Agenda Section: CONSENT ITEMS
Subject: Consideration and proposed approval of a resolution authorizing the St. Helena High School annual homecoming parade on Main Street and authorizing City staff to provide traffic control before, during, and after the parade.

CEQA
Determination:

Categorically Exempt, Section 15323
Prepared By: Chantel Delay, Administrative Assistant
Reviewed By: Joseph Leach, Public Works Director and City Engineer Approved By: Anil Comelo, City Manager

BACKGROUND
The St. Helena High School annual homecoming parade on Main Street is a longstanding tradition.

DISCUSSION
The St. Helena High School requests approval from the City Council to hold its annual homecoming parade on Main Street. The parade will take place on Friday, September 29, 2023, from 2:10 pm to 2:30 pm, starting at the intersection of Spring Street and Main Street and proceeding north onto Main Street, and ending at Lyman Park.

The Police Department also participates by controlling/detouring traffic during the parade festivities.

The St. Helena Unified School District is required to obtain an encroachment permit from Caltrans for the route traveled on Hwy 29.

FISCAL IMPACT
Agenda Item #9.1.

The City will provide staff to assist with pre-planning, setup, and tear down of “no parking” and traffic control, and traffic control during the event. This will require approximately 15 hours of Public Works Department staff time, and approximately four hours from Police Department staff.

RECOMMENDED ACTION
Staff recommends the City Council adopt the resolution authorizing the St. Helena High School annual homecoming parade on Main Street authorizing City staff to provide traffic control before, during, and after the parade.

ATTACHMENTS
Encroachment Permit Application
2023_Parade Route_PD & PW Approved
SHHS Letter Requesting Resolution_2023
PD Letter Confirming Traffic Control
Resolution_SHHS 2023 HC Parade
Agenda Item #9.1.

ENCROACHMENT PERMIT APPLICATION
Public Works Department OFFICE use ONLY
1572 Railroad Ave. Encroachment Permit #:

St. Helena, CA 94574 Expiration Date:
(707) 968-2858
For Addihonal Information, or Forms and Documents Please Visit the Public Works Website @ http1//www.cityofsthe|ena.org/publicworks Property and Work Description
Site Address: Downtown St. Helena, starting @ Spring/Main, ending at Madrona/Main Related Building Permit Number NA Work/Event Description: St’ HeIena I-IIQII SCIIOOI2023 Homecoming Parade
DIAGRAM OF PROPOSED ACTIVITYattach additional sheet if necessary Please see attached map of proposed route.

Estimated Start Date F” 9/29/2023 Estimated Completion Date F” 9/29/23 Property Owner I
St. Helena High School / Contacts: Ben Scinto, Principal & Diana Carr, Principal's Secretary Owner Name:

Address: 1401 Grayson Avenue
City: St. Helena State: CA Zip: 94574
Ema": dcarr@sthe|enaunified.org phone #: (707) 967-2740 Contractor/Applicant 41.100/vvnm/7/ral/o/7from our office will be made In this person via 8/778/I Company Name: Same as above Contact Name:

Contractor License#: Expires:

City of St. Helena Business License #: Expires:

Address:

City:
my of St Helena Encroachment Permit 1 mo 06/Z0/1E
Agenda Item #9.1.

Applicant Check Off List Permit fees are due at the time of application and are NON REFUNDABLE.

Incomplete submittals will not be accepted. Encroachment Permit applications are reviewed on a weekly basis. Please allow up to TWO (2) weeks for approval.

Check Off Ma'or Check Off Minor
550000 fee Paid $200.00 fee paid
Proof of Insurance Coverage Proof of Insurance Coverage To be provided to City @ end of _ _ _ _ June/early July 2023
Copy of Civil Plans for Related Building Permit Copy of Civil Plans for Related Building Permit Traffic Control Plans Traffic Control Plans
Site Plans Site Plans
USA Tag #
Conditions. Hold a pre-event meeting between City Public Works staff and SHHS for review of parade route, logistics, etc.

Standards Attached: NA
Street Supervisor Approval Signature:

Water Supervisor Approval Signature:

Minimum Insurance Requirements;
General Liability Major Permit 2 Million General LiabiIityI4 million Aggregate Minor Permit 1 Million General Liabilityl2 million Aggregate Auto Liability MajorlMinor Permit 2 Million or Greater per Accident, Bodily Injury or Property Damage Workers Comp Major/Minor Permit 2 Million per injury
Special Circumstances May Arise Which Could Cause Changes to These Guidelines Attach Certificate of Insurance (COI) AND Endorsements
The language in the Description section (bottom middle) must state the following: "The City of St. Helena. its agents, officers, of?cials, employees and volunteers" are named as additionally insured." Disclosure Statement
NOTICE: This application will expire in 180 days from the date of submission if the permit is not pursued in good faith. The permit will expire if work is not started in 180 days or if work is abandoned for more than 180 days. A request for an extension of time must be submitted, in writing, to the Public Works Department within 180 days of issuance, or 180 days from the last approvable inspection.

Permit fees are due at the time of application and are NON REFUNDABLE. Incomplete submittals will not be accepted.

I CERTIFY THAT IN THE PERFORMANCE OF THE WORK FOR WHICH THE PERMIT IS ISSUED WILL ADHERE TO THE CITY OF ST. HELENA CITY STANDARDS.

I (We) agree to save, indemnify, and hold h I ity of St. Helena, its Agents, Officers, Officials, Employees, and Volunteers against judgments, costs — ich may in any way accrue against said City in consequence of the granting of this permit.

Signature: Date:
in Owner a Contractor
City ol St Helena Encroamnient Permit 2
DTD 06/10/18
Agenda Item #9.1.

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Agenda Item #9.1.

March 13, 2023
St. Helena City Council
1480 Main Street
St. Helena, California 94574
Dear Council Members:

The student government of St. Helena High School would like to hold our homecoming parade on Main Street on Friday, September 29, 2023.

Our first step in applying for permission to hold this parade is a resolution from the St. Helena City Council. This resolution should state the name of the organization, the date and time of the parade, the starting and ending points of the parade, and a statement that our local police department will do any necessary controlling or detouring of traffic on Highway 29.

The resolution requesting permission must be addressed to:

Permit Section, District 04
Cal Trans
P.O. Box 126
Napa, California 94558
The St. Helena High School Student Body would most appreciate if the City Council would pass such a resolution at their next meeting, as further approval must be obtained from the Napa Office of Highway Patrol and the Napa Office of Cal Trans.

Sincerely,
Benjamin L. Scinto
Principal

1. Organization: St. Helena High School

2. Date: Friday, September 29, 2023

3. Time: 2:10 pm to 2:30 pm

4. Starting point: Main and Spring
Ending Point: Main and Madrona
Agenda Item #9.1.

POLICE DEPARTMENT
1480 MAIN sr.

SAINT HELENA, CALIFORNIA 94574
(707) 967-2850
February27, 2023
To: BenjaminL. Scinto, SHHS Principal
From: Chris Hartley, Chief of Police
Subject: SHHS HomecomingParade
Thisletteristo con?rm that St. Helena Police Department willprovide traffic controlon Main Street (SR 29/128) in downtownSt Helenafrom 2:10 pm — 2:30 pm on Friday, September29, 2023, duringthe “SHHS Homecoming”parade.

Regards,
41%
PoliceChief Chris Hartley
Saint HelenaPolice Department
1480Main St. Saint Helena,Ca 94574
(707) 967-2850
[email protected]
Agenda Item #9.1.

CITY OF ST. HELENA
RESOLUTION NO. 2023-
Authorizing the St. Helena High School annual
homecoming parade on Main Street and authorizing City
staff to provide traffic control before, during, and after the parade

RECITALS
A. St. Helena High School has requested
authorization to conduct their annual Homecoming
Parade on Main Street on Friday, September 29,
2023, from 2:10 p.m. until 2:30 p.m.

B. The parade shall start at the intersection of Spring Street and Main Street and proceed north onto
Main Street, and end at Lyman Park.

C. City staff will provide the necessary controlling and detouring of traffic on Highway 29, Railroad
Avenue, and the parade route.

D. The City Council authorizes the City Manager to
waive the Encroachment Permit fee of $ 200.00
and the $ 50.00 Lyman Park Rental Permit fee for
the St. Helena High School Homecoming Parade
but does not waive the permit requirements and
the General Conditions applicable to said permit.

E. Section 21101(e) of the California Vehicle Code
provides the local authorities may, by resolutions,
temporarily close a portion of any street for
celebrations, parades, local special events, and
other purposes when, in the opinion of local
authorities having jurisdiction or a public officer of
employee that the local authority designated by
resolution, the closing is necessary for the safety
and protection of persons who are to use that
portion of the street during the temporary closing.

RESOLUTION
The City Council of the City of St. Helena hereby resolves as follows:

Agenda Item #9.1.

1. The City Council hereby approves the St.

Helena High School's request for a
Homecoming Parade on Main Street on Friday,
September 29, 2023, from 2:10 pm to 2:30 pm.

2. The City Council finds that the benefits derived
from authorizing the St. Helena High School
Homecoming Parade starting from the
intersection of Spring Street and Main Street
and ending at Lyman Park outweighs the
anticipated inconvenience to the citizens and
businesses.

3. City staff is directed to provide necessary traffic
control for the safety and protection of persons
who are to use the portion of Main Street during
the Homecoming Parade.

Approved at a Regular Meeting of the St. Helena City
Council on June 13, 2023, by the following vote:

Mayor Paul Dohring: _____
Vice Mayor Eric Hall: _____
Council Member Anna Chouteau: _____
Council Member Lester Hardy: _____
Council Member Billy Summers: _____
APPROVED: ATTEST:
______________________
_____________________
Paul Jamison Dohring, Mayor Cindy
Tzafopoulos, City Clerk
Agenda Item #9.1.

Report to the City Council
Regular City Council - 13 Jun 2023
Agenda Section: CONSENT ITEMS
Subject: Consideration and approval of a Resolution Establishing Appropriation Limits for Fiscal Year 2023-24 and the Selection of Current Year Adjustment Factors.

CEQA
Determination:

Not a CEQA project
Prepared By: Mandy Kellogg, Administrative Services Director Reviewed By: April Mitts, Assistant City Manager
Approved By: Anil Comelo, City Manager

BACKGROUND
State law requires the City to set an appropriation limit after adoption of the annual budget.

This limit is commonly known as the “Gann Limit.” The limit is based on appropriations (formal authorization by the City Council to spend funds) only from proceeds of taxes, as defined by the law and statewide reporting guidelines. The appropriation limit amount is increased each year by a formula that uses a combination of percent changes in the Statewide Per Capita Income (PCI), city or county population, and the City non-residential assessed valuation. The factors are allowed to be used in combination to provide the greatest increase or least decrease in the annual appropriation limit.

In November 1979, the people of California added Article XIII-B to the State Constitution, which placed limitations on the appropriations of State and local governments. In June 1990, the people approved Proposition 111, which, among other things, amended the Article XIII-B. The amendment created a new base year of FY 1986-87, allowed annual increases based on the city or county population growth and assessed valuation growth of non-residential property, provides for exclusion of capital expenditures over $100,000, and requires an annual independent auditor review of the calculations. Statewide reporting guidelines were developed to define and implement the changes and establish the annual audit requirements.

Agenda Item #9.2.

The City’s appropriation limit and the appropriations subject to the limit are calculated based on the statewide reporting guidelines and are reviewed by the independent auditor for compliance with the State law and guidelines. The appropriations limit has increased significantly since 1987 by applying the higher of county or city population growth rates and the percentage of non-residential assessed valuation growth. The State Department of Finance provides the PCI and population growth rates. The County Assessor provides the non-residential assessed valuation information.

DISCUSSION
The appropriations limit for FY 2023-24 is $63,383,756. This increased from the prior year by an increase in the Statewide Per Capita Personal Income of 4.44% in combination with the 1.46% decrease in City population growth rate for a cumulative compound change factor of 1.0396 (1.0444 x 0.9954).

The FY 2023-24 appropriations of $63,383,756 is the portion funded from proceeds of taxes that are subject to the limit. This amount is $46,890,088 or 73.98% under the appropriation limit.

The FY 2023-24 GANN Limit Calculation Sheets and supporting documents are included as Attachment A and Attachment B.

FISCAL IMPACT
None, since the Appropriation Limit is higher than the Appropriations subject to Limit for Fiscal Year 2023-24.

RECOMMENDED ACTION
Staff recommends the City Council of the City of St. Helena adopt a Resolution establishing an appropriation limit for Fiscal Year 2023-24.

ATTACHMENTS
Resolution FY24 GANN Limit
Attachment A and B: GANN 2024
Agenda Item #9.2.

CITY OF ST. HELENA
RESOLUTION NO. 2023 -
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ST.

HELENA APPROVING THE APPROPRIATION LIMIT FOR
FISCAL YEAR 2023-24 AND THE SELECTION OF CURRENT
YEAR ADJUSTMENT FACTORS.

RECITALS
A. The people of California on November 6, 1979 added Article XIII-B to the State Constitution placing various limitations on the appropriations of the State and local governments; and
B. The State Legislature adopted Chapters 1205 and 1342 of the 1980 Statutes which implemented Article XIII-B; and
C. The people of California on June 5, 1990 amended Article XIII-B effective July 1, 1990; and
D. The provisions of the amendments have been interpreted by a coalition of statewide organizations, and the organizations have issued through the League of California Cities revised guidelines to recalculate the appropriations limit; and E. This Government Code provides the process in which to calculate the appropriation limit and requires cities to adopt a resolution setting the annual appropriation limit; and
F. The City of St. Helena has complied with the provisions of Article XIII-B in determining the appropriations limit for Fiscal Year 2023-24.

RESOLUTION
NOW, THEREFORE, the City Council of the City of St. Helena resolves as follows:

1. The annual adjustment factors used to calculate the FY 2023-24 appropriations limit shall be the change in statewide per capita personal income percentage of 4.44% and the change in City population growth rate of -1.46%; and

2. The FY 2023-24 appropriation limit shall be $63,383,756; and

3. The City reserves the right to change this factor selection at some future time when the necessary information becomes available on a regularly accepted and/or legislated basis.

Approved at a Regular Meeting of the St. Helena City Council on June 13, 2023, by the following vote:

Agenda Item #9.2.

Mayor Paul Dohring: __________
Vice Mayor Eric Hall: __________
Councilmember Anna Chouteau: __________
Councilmember Lester Hardy: __________
Councilmember Billy Summers: __________
APPROVED: ATTEST:
________________________ ________________________
Paul Jamison Dohring, Mayor Cindy Tzafopoulos, City Clerk Agenda Item #9.2.

CITY OF ST. HELENA

APPROPRIATIONS LIMITATION SUMMARY
Fiscal Year 2023‐24
PROCEEDS OF TAXES $                              16,493,668 EXCLUSIONS $                                            ‐ APPROPRIATIONS SUBJECT TO LIMITATION 16,493,668 $
CURRENT YEAR LIMIT $                              63,383,756 OVER (UNDER) LIMIT $                             (46,890,088) AVAILABLE CAPACITY AS A % OF LIMIT 73.98%
In November, 1979, the voters of the State of California approved Proposition 4, commonly known as the Gann Initiative. The Proposition created Article XIIIB of the State Constitution placing limits on the amount of revenue which can be spent by all entities of government Prop 4 became effective for the 1980/81 fiscal year, but the formula for calculating the limits was based on the 1978/79 "base year" revenues.

In order to deal with an increasing number of complaints about the restrictions of Prop 4, and to increase the accountability of local government in adopting their limits, the voters approved Prop 111 in June 1990. Among other things, Prop 111 provides new adjustment formulas which should make the Appropriations Limit more responsive to local growth issues. It also requires an annual review of Limit calculations.

The Appropriations Limitations imposed by Propositions 4 and 111 creates a restriction on the amount of revenue which can be appropriated in any fiscal year. The Limit is based on actual population and inflation.

Not all revenues are restricted by the Limit, only those which are referred to as "Proceeds of Taxes." Agenda Item #9.2.

CITY OF ST. HELENA
Spending Limit Calculation
Fiscal Year 2023‐24

APPROPRIATIONS SUBJECT TO LIMIT
Fiscal year 2023‐2024 estimated revenues 18,274,906 $
Less:

Nonproceeds of tax (1,781,238) $
Plus:

User fees in excess of costs $                                            ‐ Total appropriations subject to limit: 16,493,668 $

APPROPRIATION LIMIT
Fiscal year 2022‐2023 appropriation limit: 60,969,617 $ A. Cost of living adjustment (1) 1.0444
B. Population adjustment (2) 0.9954
Change Factor (A x B) 1.0396
Increase in appropriation limit $                                2,414,138 FISCAL YEAR 2023‐2024 APPROPRIATION LIMIT 63,383,756 $
REMAINING APPROPRIATION CAPACITY 46,890,088 $
AVAILABLE CAPACITY AS A PERCENT OF LIMIT 73.98%
(1) Based on percentage change in California per capita income. (2) Based on annual population change for St. Helena.

Agenda Item #9.2.

CITY OF ST. HELENA
Spending Limit Calculation
Fiscal Year 2023‐24
PROCEEDS NON‐PROCEEDS
OF TAX   OF TAX
Property tax 5,368,071                                                  5,368,071 Retail sales/use tax 5,994,573                                                  5,994,573 Transient occupancy tax 3,829,591                                                  3,829,591 Business license tax 179,394                                                        179,394 Real property transfer tax 154,175                                                        154,175 Motor vehicle in‐lieu 922,737                                                        922,737 Public Safety Sales Tax                         80,300                                         80,300 Franchise Taxes 565,600                                                              565,600 Charges for Services 773,065                                                              773,065 Other Revenues 357,400                                                              357,400

SUBTOTAL 16,448,541 $          $                 1,776,365 $                              18,224,906 PERCENT OF TOTAL 90.25% 9.75% 100.00%
INTEREST INCOME 45,127 $                 $                        4,873 $                                      50,000

TOTAL ‐ GENERAL FUND 16,493,668 $          $                 1,781,238 $                              18,274,906

(excludes interfund transfers & Sales Tax Set‐Aside)
REVENUE SOURCE    TOTAL
Agenda Item #9.2.

CITY OF ST. HELENA
Appropriation Limitation Adjustments Since 2004

BUDGET PRICE POPULATION CHANGE PRIOR YEAR CURRENT
YEAR     FACTOR FACTOR       FACTOR APPROP LIMIT APPROP LIMIT 2003/2004 1.0231 1.0027 1.0259 32,274,992                                                   33,109,700 2004/2005 1.0328 1.0099 1.0430 33,109,700                                                   34,534,236 2005/2006 1.0526 1.0150 1.0684 34,534,236                                                   36,895,998 2006/2007 1.0396 0.9119 0.9480 36,895,998                                                   34,978,144 2007/2008 1.0460 1.0150 1.0617 34,978,144                                                   36,586,269 2008/2009 1.0429 ‐1.0029 1.0400 36,586,269                                                   38,049,720 2009/2010 1.0062 1.0114 1.0177 38,049,720                                                   38,722,084 2010/2011 0.9746 1.0069 0.9813 38,722,084                                                   37,998,939 2011/2012 0.9749 1.0069 0.9816 37,998,939                                                   37,300,777 2012/2013 1.0377 1.0068 1.0448 37,300,777                                                   38,970,224 2013/2014 1.0512 1.0029 1.0542 38,970,224                                                   41,084,299 2014/2015 0.9977 1.0124 1.0101 41,084,299                                                   41,498,079 2015/2016 1.0382 1.0209 1.0599 41,498,079                                                   43,983,746 2016/2017 1.0537 1.0123 1.0667 43,983,746                                                   46,915,725 2017/2018 1.0369 1.0025 1.0395 46,915,725                                                   48,768,533 2018/2019 1.0367 1.0059 1.0428 48,768,533                                                   50,856,632 2019/2020 1.0385 1.0023 1.0409 50,856,632                                                   52,936,086 2020/2021 1.0373 0.9954 1.0325 52,936,086                                                   54,658,013 2021/2022 1.0573 0.9961 1.0532 54,658,013                                                   57,564,537 2022/2023 1.0755 0.9848 1.0592 57,564,537                                                   60,969,617 Agenda Item #9.2.

May 2023
Attachment A
A. Price Factor: Article XIII B specifies that local jurisdictions select their cost of living factor to compute their appropriation limit by a vote of their governing body. The cost of living factor provided here is per capita personal income. If the percentage change in per capita personal income is selected, the percentage change to be used in setting the fiscal year 2023-24 appropriation limit is:

Per Capita Personal Income
Fiscal Year Percentage change
(FY) over prior year
2023-24 4.44
B. Following is an example using sample population change and the change in California per capita personal income as growth factors in computing a 2023-24 appropriation limit.
2023-24:

Per Capita Cost of Living Change = 4.44 percent
Population Change = -0.35 percent
Per Capita Cost of Living converted to a ratio: 4.44 + 100 = 1.0444 100
Population converted to a ratio: -0.35 + 100 = 0.9965
100
Calculation of factor for FY 2023-24: 1.0444 x 0.9965 = 1.0407 Agenda Item #9.2.

Fiscal Year 2023-24
Attachment B
Annual Percent Change in Population Minus Exclusions*
January 1, 2022 to January 1, 2023 and Total Population, January 1, 2023 Total
County Percent Change --- Population Minus Exclusions --- Population City 2022-2023 1-1-22 1-1-23 1-1-2023
Napa
American Canyon -1.35 21,631 21,338 21,338
Calistoga -0.68 5,162 5,127 5,127
Napa -0.92 77,533 76,821 76,821
St Helena -0.46 5,380 5,355 5,355
Yountville -0.86 2,211 2,192 2,778
Unincorporated -1.10 22,357 22,112 23,218
County Total -0.99 134,274 132,945 134,637
*Exclusions include residents on federal military installations and group quarters residents in state mental institutions, state and federal correctional institutions and veteran homes.

Agenda Item #9.2.

Report to the City Council
Regular City Council - 13 Jun 2023
Agenda Section: CONSENT ITEMS
Subject: Consideration and approval of a resolution authorizing the City Manager to execute a Professional Services Agreement with Devastating Pyrotechnics, LLC, in the amount of $40,000 for the City-sponsored July 4, 2023 fireworks show
CEQA
Determination:

Not a CEQA project
Prepared By: Dave Jahns, Parks & Recreation Director
Reviewed By: April Mitts, Assistant City Manager
Approved By: Anil Comelo, City Manager

BACKGROUND
Since 2015, the Parks & Recreation Department has hosted the 4th of July Fireworks at Crane Park. In 2019, The City committed to fully fund the annual fireworks show, thereby discontinuing the practice of donation solicitation, but with the understanding that Staff would continue seek sponsors for the event to help offset event costs and fund event related activities, supplies, and equipment.

In advance of the proposed 2020 fireworks show, a Request for Proposals process was conducted to identify a vendor meeting City standards with competitive pricing. Two bids were received and after review, Devastating Pyrotechnics, LLC, was determined to provide the best overall proposal to the City. Staff performed a side-by-side comparison of the two proposals (see attached Fireworks Vendor Proposals Comparison 2020) - this included number of company personnel on site for the event, number of shells included, and estimated length of show. Based on this analysis, staff determined the City will receive the best value and highest quality show from Devastating Pyrotechnics, as their proposal allowed for a longer show, a larger number of shells, and additional safety personnel.

Agenda Item #9.3.

In February 2020, City Council approved the resolution and authority for the City Manager to execute an agreement with Devastating Pyrotechnics, LLC. Unfortunately, the show in 2020 was cancelled due to the COVID-19 pandemic. Additionally, the 2021 and 2022 shows were postponed due to continued impacts from COVID-19, and concerns over water usage and potential fire conditions during severe drought years.

In preparation for the 2023 fireworks display, staff consulted with the Fire Chief, Police Chief, and City Council prior to entering into discussions with a fireworks operator. Based on the existing weather conditions, COVID-19 restrictions on mass gatherings being lifted, and safety protocols that will be put into place when implementing a professional display, the City is comfortable with proposing a fireworks show for the community once again.

DISCUSSION
Staff has remained in communication with Devastating Pyrotechnics, LLC over the last few years and their team is willing to honor the original contract, quote, and show proposal as originally discussed and agreed upon in February 2020. Devastating Pyrotechnics, LLC, will provide licensed pyrotechnic operators, insurance coverage, and obtain the necessary City permits for the show.

In the weeks leading-up to the event, staff from the Fire, Police, Public Works, and Recreation Departments will be collaborating regarding safety, site, and traffic logistics.

Weather conditions will be closely monitored up to and through the day of the fireworks display. In the case of any weather conditions that would create an unsafe environment to shoot the fireworks, the show will be postponed or cancelled.

As part of the outreach efforts, City staff will be encouraging community members that are interested in taking part in fireworks festivities to attend the professional, controlled show rather than take part in illegal firework activity in other locations in St. Helena.

Additionally, staff is working closely with administration from St. Helena Unified School District to utilize portions of their facilities as designated viewing areas, in preparation for a large spectator turnout.

FISCAL IMPACT
The Devastating Pyrotechnics, LLC, agreement will not exceed $40,000; funding for the agreement is proposed in the FY 2023-24 budget.

RECOMMENDED ACTION
Staff recommends the City Council approve a resolution authorizing the City Manager to execute a Professional Services Agreement with Devastating Pyrotechnics, LLC, in the amount of $40,000 for the City-sponsored July 4, 2023 fireworks show.

ATTACHMENTS
July 4 Fireworks Resolution _06.13.2023
Devastating Pyrotechnics PSA_06-13-23
Fireworks Request for Proposals_ 2020
Agenda Item #9.3.

Fireworks Vendor Proposals Comparison_2020
Agenda Item #9.3.

CITY OF ST. HELENA
RESOLUTION NO. 2023-
Resolution of the City Council
of the City of St. Helena
Authorizing the City Manager
to Execute a Production
Agreement with Devastating
Pyrotechnics, LLC in the
Amount of $40,000 for the 2023
July 4th Fireworks Show
WHEREAS, Since 2015, the City of St. Helena Parks
and Recreation Department has organized a July 4th
fireworks show for the community; and
WHEREAS, In February 2020 the City Council
approved resolution 2020-072 authorizing the City Manager to execute an agreement with Devastating Pyrotechnics,
LLC in the amount of $40,000 for the 2020 July 4th Fireworks Show; and
WHEREAS, The City decided to cancel the Fireworks
show in 2020 – 2022 due to impacts from the COVID-19
pandemic and concern for over water usage and potential fire conditions during severe drought years; and
WHEREAS, City staff have determined existing
weather conditions and the proposal submitted by
Devastating Pyrotechnics, LLC provide for a safe
environment to implement a professional and controlled
fireworks display for the community in 2023; and
WHEREAS, Devastating Pyrotechnics, LLC has
agreed to honor their original contract terms, price, and display proposal from 2020.

NOW, THEREFORE BE IT RESOLVED BY THE
CITY COUNCIL OF THE CITY OF ST. HELENA AS
FOLLOWS:

SECTION 1. Authorize the City Manager to execute
the agreement with Devastating Pyrotechnics in the amount of $40,000.

Agenda Item #9.3.

SECTION 2. Approve the expenditure of $40,000
from the Fourth of July Budget in Fiscal Year 2023-24 for this event.

Approved at a Regular Meeting of the St. Helena City
Council on June 13, 2023, by the following vote:

Mayor Paul Dohring: _____
Vice Mayor Eric Hall: _____
Council Member Anna Chouteau: _____
Council Member Lester Hardy: _____
Council Member Billy Summers: _____
APPROVED: ATTEST:
_____________ _____________________________
Paul Jaminson Dohring, Mayor Cindy
Tzafopoulos, City Clerk
Agenda Item #9.3.

PSA Template - Pyrotechnics

AGREEMENT FOR PROFESSIONAL SERVICES
THIS AGREEMENT, made and entered into on June 13, 2023, by and between the City of St. Helena, located in the County of Napa, State of California (City), and Devastating Pyrotechnics, LLC (Contractor).

RECITALS:

A. City desires to employ Contractor to furnish professional services in connection with the event described as July 4th Fireworks Show.

B. Contractor has represented that Contractor has the necessary expertise, experience, and qualifications to perform the required duties.

NOW, THEREFORE, in consideration of the mutual premises, covenants, and conditions herein contained, the parties agree as follows:

SECTION 1 – BASIC SERVICES
Contractor agrees to perform the services set forth in Exhibit A, “Scope of Work” and made part of this Agreement.

SECTION 2 – ADDITIONAL SERVICES
Contractor shall not be compensated for any services rendered in connection with its performance of this Agreement that are in addition to or outside of those set forth in this Agreement or Exhibit A, “Scope of Work”, unless such additional services and compensation are authorized in advance and in writing by the City Council or City Manager of the City.

SECTION 3 – TIME FOR COMPLETION
The time for completion of services shall be as identified in Exhibit A, “Scope of Work”.

SECTION 4 – COMPENSATION AND METHOD OF PAYMENT
A. Subject to any limitations set forth in this Agreement, City agrees to pay Contractor the amount specified in Exhibit B, “Costs” attached hereto and made a part hereof. Total compensation shall not exceed $40,000.00, unless additional compensation is approved in accordance with Section 2.

B. Contractor shall furnish to City an original invoice for all work performed and expenses incurred during the preceding month. The invoice shall detail charges by the following categories if applicable: labor (by sub-category), travel, materials, equipment, supplies, subcontractor contracts, and miscellaneous expenses. Each original invoice furnished shall include the expenses incurred during the preceding month, the cumulative Agreement amount, and the amount remaining on the Agreement (if applicable). City shall independently review each invoice submitted to determine whether the work performed and expenses incurred are in Agenda Item #9.3.

PSA Template - Pyrotechnics
compliance with the provisions of this Agreement. If no charges or expenses are disputed, the invoice shall be approved, and City will use its best efforts to cause Contractor to be paid within 30 days of receipt of invoice. If the City disputes any charges or expenses, the City will return the original invoice to Contractor for correction and resubmission. If the City reasonably determines, in its sole judgment, that the invoiced charges and expenses exceed the value of the services performed to date and that it is probable that the Agreement will not be completed satisfactorily within the contract price, City may retain all or a portion of the invoiced charges and expenses. Within thirty (30) days of satisfactory completion of the project, City shall pay the retained amount, if any, to Contractor.

C. Payment to the Contractor for work performed pursuant to this Agreement shall not be deemed to waive any defects in work performed by Contractor.

SECTION 5 – STANDARD OF PERFORMANCE
Contractor represents and warrants that it has the qualifications, experience and facilities necessary to properly perform the services required under this Agreement in a thorough, competent and professional manner. Contractor shall at all times faithfully, competently and to the best of its ability, experience and talent, perform all services described herein. In meeting its obligations under this Agreement, Contractor shall employ, at a minimum, generally accepted standards and practices utilized by persons engaged in providing services similar to those required of Contractor under this Agreement.

SECTION 6 – INSPECTION AND FINAL ACCEPTANCE
City may inspect and accept or reject any of Contractor’s work under this Agreement, either during performance or when completed. City shall reject or finally accept Contractor’s work within sixty (60) days after submitted to City, unless the parties mutually agree to extend such deadline. City shall reject work by a timely written explanation, otherwise Contractor’s work shall be deemed to have been accepted. City’s acceptance shall be conclusive as to such work except with respect to latent defects and fraud. Acceptance of any of Contractor’s work by City shall not constitute a waiver of any of the provisions of this Agreement including, but not limited to, the sections pertaining to indemnification and insurance.

SECTION 7 – INSURANCE REQUIRED
Contractor shall procure and maintain for the duration of the contract insurance against claims for injuries to persons or damages to property which may arise from or in connection with the performance of the work hereunder by the Contractor, its agents, representatives, or employees, as indicated:

A. Minimum Scope of Insurance. Coverage shall be at least as broad as:

1. Insurance Services Office Commercial General Liability coverage (occurrence form CG 0001).

2. Insurance Services Office form number CA 0001 (Ed. 1/87) covering Automobile Liability, code 1 (any auto).

3. Workers’ Compensation insurance as required by the State of California and Employer’s Liability Insurance.

Agenda Item #9.3.

PSA Template - Pyrotechnics
B. Minimum Limits of Insurance. Contractor shall maintain limits no less than:

1. General Liability: $5,000,000 per occurrence for bodily injury, personal injury and property damage including operations, products and completed operations, as applicable. If Commercial General Liability Insurance or other form with a General Liability Insurance or other form with a general aggregate limit is used, either the general aggregate limit shall apply separately to this project/location or the general aggregate limit shall be twice the required occurrence limit – $10,000,000.

2. Automobile Liability: $2,000,000 per accident for bodily injury and property damage.

3. Employer’s Liability: $2,000,000 per accident for bodily injury or disease.

C. Professional Liability Insurance. When Contractor under this Agreement is duly licensed under California Business and Professions Code as an architect, landscape architect, environmental engineer or other professional engineer, or land surveyor (“design professional”), Contractor shall maintain at least $2,000,000 of professional liability insurance.

D. Excess Limits. If Contractor maintains higher limits than the minimums shown above, City requires and shall be entitled to coverage for the higher limits maintained by Contractor. Any available insurance proceeds in excess of the specified minimum limits of insurance and coverage shall be available to the City.

E. Primary Coverage. For any claims related to this contract the Contractors insurance coverage shall be primary insurance as respects to City, its officers, officials, employees and volunteers. Any insurance or self-insurance maintained by the City, its officers, officials, employees, or volunteers shall be excess of Contractors insurance and shall not contribute with it.

F. Deductibles and Self-Insured Retentions. Any deductibles or self-insured retentions of $25,000 or greater must be declared to and approved by the City.

G. Other Insurance Provisions. The commercial general liability and automobile liability policies are to contain, or be endorsed to contain, the following provisions:

1. The City, its agent, officers, officials, employees, and volunteers are to be covered as additional insured as respects: liability arising out of work or operations performed by the Contractor or Contractor’s subcontractors; or automobile owned, leased, hired or borrowed by the Contractor.

2. For any claims related to Contractor’s conduct while performing the work of this project, the Contractor’s insurance coverage shall be primary insurance as respects the City, its agents, officers, officials, employees and volunteers. Any insurance or self-insurance maintained by the City, its agents, officers, officials, employees or volunteers shall be excess of the Contractor’s insurance and shall not contribute with it.

3. Each insurance policy required by this clause shall be endorsed to state that coverage shall not be cancelled by either party, except after thirty (30) days prior Agenda Item #9.3.

PSA Template - Pyrotechnics
written notice by certified mail, return receipt requested, has been given to the City.

4. Coverage shall not extend to any indemnity coverage for the active negligence of the additional insured in any case where an agreement to indemnify the additional insured would be invalid under Subsection (b) of Section 2782 of the Civil Code.

H. Waiver of Subrogation. Contractor’s commercial general liability, automobile liability, workers’ compensation, and employer’s liability policies shall be endorsed with a waiver of subrogation. The insurance company, in its endorsement, agrees to waive all rights of subrogation against the City, its agents, officers, officials, employees and volunteers for losses paid under the terms of this policy which arises from the work performed by the named insured for the City.

I. The Acceptability of Insurers. Insurance is to be placed with insurers with a current A.M. Best’s rating of no less than A: VII, unless otherwise acceptable to the City.

J. Verification of Coverage. Contractor shall furnish the City with original certificates and amendatory endorsements effecting coverage required by this clause. The endorsements should be on forms provided by the City or on forms that conform to City requirements. All certificates and endorsements are to be received and approved by the City before work commences. The City reserves the right to require complete, certified copies of all required insurance policies, including endorsements affecting the coverage required by these specifications at any time.

SECTION 8 – INDEMNIFICATION
A. Contractor shall indemnify and hold harmless City, its agents, officers, officials, employees, and volunteers from any and all claims, demands, suits, loss, damages, injury, and/or liability (including any and all costs and expenses in connection therewith), incurred by reason of any negligent or otherwise wrongful act or omission of Contractor, its officers, agents, employees and subcontractors, or any of them, under or in connection with this Agreement; and Contractor agrees at its own cost, expense and risk to defend any and all claims, actions, suits, or other legal proceedings brought or instituted against City, its agents, officers, officials, employees and volunteers, or any of them, arising out of such negligent or otherwise wrongful act or omission, and to pay and satisfy any resulting judgments.

B. When Contractor under this Agreement is duly licensed under California Business and Professions Code as an architect, landscape architect, professional engineer, or land surveyor (“design professional”), the provisions of this section regarding Contractor’s duty to defend and indemnify apply only to claims that arise out of or relate to the negligence, recklessness, or willful misconduct of the design professional.

C. If any action or proceeding is brought against Indemnitees by reason of any of the matters against which Contractor has agreed to indemnify Indemnitees as provided above, Contractor, upon notice from City, shall defend Indemnitees at Contractor’s expense by counsel acceptable to City, such acceptance not to be unreasonably withheld. Indemnitees need not have first paid for any of the matters to which Indemnitees are entitled to Indemnification in order to be so indemnified. The insurance required to be maintained by Contractor shall ensure Agenda Item #9.3.

PSA Template - Pyrotechnics
Contractor’s obligations under this section, but the limits of such insurance shall not limit the liability of Contractor hereunder. The provisions of this section shall survive the expiration or earlier termination of this Agreement.

D. The provisions of this section do not apply to claims to the extent occurring as a result of the City’s sole negligence or willful acts or misconduct.

SECTION 9 – INDEPENDENT CONTRACTOR STATUS
A. Contractor is and shall at all times remain a wholly independent contractor and not an officer, employee or agent of City. Contractor shall have no authority to bind City in any manner or to incur an obligation, debt or liability of any kind on behalf of or against City, whether by contract or otherwise, unless such authority is expressly conferred under this Agreement or is otherwise expressly conferred in writing by City.

B. The personnel performing the services under this Agreement on behalf of Contractor shall at all times be under Contractor’s exclusive direction and control. Neither City, nor any elected or appointed boards, officers, officials, employees or agents of City, shall have control over the conduct of Contractor or any of Contractor’s officers, employees or agents, except as set forth in this Agreement. Contractor shall not at any time or in any manner represent that Contractor or any of Contractor’s officers, employees or agents are in any manner officials, officers, employees or agents of City.

C. Neither Contractor, nor any of Contractor’s officers, employees or agents, shall obtain any rights to retirement, health care or any other benefits which may otherwise accrue to City’s employees. Contractor expressly waives any claim Contractor may have to any such rights.

SECTION 10 – CONFLICTS OF INTEREST AND ANTI-FRAUD AND ANTICORRUPTION POLICIES A. Consultant covenants that neither it, nor any officer or principal of its firm, has or shall acquire any interest, directly or indirectly, which would conflict in any manner with the interests of City or which would in any way hinder Consultant’s performance of services under this Agreement. Consultant further covenants that in the performance of this Agreement, no person having any such interest shall be employed by it as an officer, employee, agent, or subcontractor without the express written consent of the City Manager. Consultant agrees to at all times avoid conflicts with the interests of City in the performance of this Agreement.

B. City understands and acknowledges that Consultant is, as of the date of execution of this Agreement, independently involved in the performance of non-related services for other governmental agencies and private parties. Consultant is aware of any stated position of City relative to such projects. Any future position of City on such projects shall not be considered a conflict of interest for purposes of this section.

C. Consultant understands and acknowledges City maintains an anti-fraud and anticorruption policy to protect the City, its operations, and its employees from and against financial risks, operational breaches, and unethical, fraudulent and corrupt activities. Consultant represents Agenda Item #9.3.

PSA Template - Pyrotechnics
and warrants that Consultant, its subcontractor(s) / subconsultant(s) and their respective employees providing services pursuant to the Agreement are (1) in good standing; (2) have not been previously investigated, convicted, or debarred for fraudulent or corrupt activities; (3) will not participate in fraudulent or corrupt activities, and (4) will take steps to ensure that its employees and subcontractor(s) / subconsultant(s) employees do not participate in any fraudulent or corrupt activities. Consultant acknowledges and agrees further that it has a duty to and will report to City any information or incident(s) about possible fraudulent or corrupt activities Consultant may discover, and will cooperate in any fraud or corruption investigation conducted, with respect to Consultant’s service provided pursuant to this Agreement.

SECTION 11 – OWNERSHIP OF DOCUMENTS
A. All original maps, models, designs, drawings, photographs, studies, surveys, reports, data, notes, computer files, files and other documents prepared, developed or discovered by Contractor in the course of providing any services pursuant to this Agreement shall become the sole property of City and may be used, reused or otherwise disposed of by City without the permission of the Contractor. When requested by City, but no later than three years after project completion, Contractor shall deliver to City all such original maps, models, designs, drawings, photographs, studies, surveys, reports, data, notes, computer files, files and other documents.

B. All copyrights, patents, trade secrets, or other intellectual property rights associated with any ideas, concepts, techniques, inventions, processes, improvements, developments, works of authorship, or other products developed or created by Contractor during the course of providing services (collectively the “Work Product”) shall belong exclusively to City. The Work Product shall be considered a “work made for hire” within the meaning of Title 17 of the United States Code. Without reservation, limitation, or condition, Contractor hereby assigns, at the time of creation of the Work Products, without any requirement of further consideration, exclusively and perpetually, any and all right, title, and interest Contractor may have in the Work Product throughout the world, including without limitation any copyrights, patents, trade secrets, or other intellectual property rights, all rights of reproduction, all rights to create derivative works, and the right to secure registrations, renewals, reissues, and extensions thereof.

SECTION 12 – CONFIDENTIAL INFORMATION; RELEASE OF

INFORMATION
A. All information gained or work product produced by Contractor in performance of this Agreement shall be considered confidential, unless such information is in the public domain or already known to Contractor. Contractor shall not release or disclose any such information or work product to persons or entities other than City without prior written authorization from the City Manager, except as may be required by law.

B. Contractor, its officers, employees, agents or subcontractors, shall not, without prior written authorization from the City Manager or unless requested by the City Attorney of City, voluntarily provide declarations, letters of support, testimony at depositions, response to interrogatories or other information concerning the work performed under this Agreement.

Response to a subpoena or court order shall not be considered “voluntary” provided Contractor gives City notice of such court order or subpoena.

Agenda Item #9.3.

PSA Template - Pyrotechnics
C. If Contractor, or any officer, employee, agent or subcontractor of Contractor, provides any information or work product in violation of this Agreement, then City shall have the right to reimbursement and indemnity from Contractor for any damages, costs and fees, including attorney’s fees, caused by or incurred as a result of Contractor’s conduct.

D. Contractor shall promptly notify City should Contractor, its officers, employees, agents or subcontractors be served with any summons, complaint, subpoena, notice of deposition, request for documents, interrogatories, request for admissions or other discovery request, court order or subpoena from any party regarding this Agreement and the work performed thereunder. City retains the right, but has no obligation, to represent Contractor or be present at any deposition, hearing or similar proceeding. Contractor agrees to cooperate fully with City and to provide City with the opportunity to review any response to discovery requests provided by Contractor. However, this right to review any such response does not imply or mean the right by City to control, direct, or rewrite such response.

SECTION 13 – SUSPENSION OF WORK
City may, at any time, by ten (10) days written notice suspend further performance by Contractor. All suspensions shall extend the time schedule for performance in a mutually satisfactory manner and Contractor shall be paid for services performed and reimbursable expenses incurred prior to the suspension date.

SECTION 14 – COMPLIANCE WITH LAW
Contractor shall keep itself informed of and comply with all applicable federal, state and local laws, statutes, codes, ordinances, regulations and rules in effect during the term of this Agreement. Contractor shall obtain any and all licenses, permits and authorizations necessary to perform the services set forth in this Agreement. Neither City, nor any elected or appointed boards, officers, officials, employees or agents of City, shall be liable, at law or in equity, as a result of any failure of Contractor to comply with this section.

SECTION 15 – COMPLIANCE WITH CIVIL RIGHTS
During the performance of this contract, Contractor agrees as follows:

A. Equal Employment Opportunity. In connection with the execution of this Agreement, Contractor shall not discriminate against any employee or applicant for employment because of race, religion, color, ancestry, age, sexual orientation, gender, gender identity and gender expression as protected categories specifically and expressively in that category, physical handicap, medical condition, marital status, sex, or national origin. Such actions shall include, but not be limited to, the following: employment, promotion, upgrading, demotion, or transfer; recruitment or recruitment advertising; layoff or termination; rate of pay or other forms of compensation; and selection for training including apprenticeship.

B. Nondiscrimination Civil Rights Act of l964. Contractor will comply with all federal regulations relative to nondiscrimination to federally assisted programs.

Agenda Item #9.3.

PSA Template - Pyrotechnics
C. Solicitations for Subcontractors including Procurement of Materials and Equipment.

In all solicitations, either by competitive bidding or negotiations, made by Contractor for work to be performed under a subcontract, including procurement of materials or leases of equipment, each potential subcontractor, supplier, or lessor shall be notified by Contractor of Contractor’s obligations under this Agreement and the regulations relative to nondiscrimination.

SECTION 16 – RECORDS
A. Records of Contractor’s direct labor costs, payroll costs, and reimbursable expenses pertaining to this project covered by this Agreement will be kept on a generally recognized accounting basis and made available to City if and when required for a period of up to 3 years from the date of Contractor’s final invoice.

B. Contractor’s records and design calculations will be available for examination and audit if and as required. The cost of any reproductions shall be paid by City.

SECTION 17 – COOPERATION BY CITY
All public information, data, reports, records, and maps as are existing and available to City as public records, and which are necessary for carrying out the work as outlined in the Exhibit A, “Scope of Services”, shall be furnished to Contractor in every reasonable way to facilitate, without undue delay, the work to be performed under this Agreement.

SECTION 18 – NOTICES
All notices required or permitted to be given under this Agreement shall be in writing and shall be personally delivered, or sent by facsimile or first-class mail, addressed as follows:

To City:

To Contractor:

City Manager
1088 College Avenue
St. Helena, California 94574
Devastating Pyrotechnics, LLC
477 2nd Avenue
San Francisco, CA 94118
Notice shall be deemed effective on the date personally delivered or transmitted by facsimile, or, if mailed, three (3) days after deposit in the custody of the U.S. Postal Service.

SECTION 19 – TERMINATION
Agenda Item #9.3.

PSA Template - Pyrotechnics
D. City may terminate this Agreement, with or without cause, at any time by giving ten (10) days written notice of termination to Contractor. If such notice is given, Contractor shall cease immediately all work in progress.

E. If either Contractor or City fail to perform any material obligation under this Agreement, then, in addition to any other remedies, either Contractor, or City may terminate this Agreement immediately upon written notice.

F. Upon termination of this Agreement by either Contractor or City, all property belonging to City which is in Contractor’s possession shall be delivered to City. Contractor shall furnish to City a final invoice for work performed and expenses incurred by Contractor, prepared as set forth in this Agreement.

SECTION 20 – ATTORNEY FEES
If litigation or other proceeding is required to enforce or interpret any provision of this Agreement, the prevailing party in such litigation or other proceeding shall be entitled to an award of reasonable attorneys’ fees, costs and expenses, in addition to any other relief to which it may be entitled. In addition, any legal fees, costs and expenses incurred to enforce the provisions of this Agreement shall be reimbursed to the prevailing party.

SECTION 21 – ENTIRE AGREEMENT
This Agreement, including the attached Exhibits, is the entire, complete, final and exclusive expression of the parties with respect to the matters addressed therein and supersedes all other agreements or understandings, whether oral or written, or entered into between Contractor and City prior to the execution of this Agreement. No statements, representations or other agreements, whether oral or written, made by any party which are not embodied herein shall be valid and binding unless in writing duly executed by the parties or their authorized representatives.

SECTION 22 – SUCCESSORS AND ASSIGNS
This Agreement shall be binding on the heirs, executors, administrators, successors and assigns of the parties. However, this Agreement shall not be assigned by Contractor without written consent of the City.

SECTION 23 – CONTINUITY OF PERSONNEL
Contractor shall make every reasonable effort to maintain the stability and continuity of Contractor’s staff assigned to perform the services required under this Agreement. Contractor shall notify City of any changes in Contractor’s staff assigned to perform the services required under this Agreement, prior to any such performance.

SECTION 24 – DEFAULT
Agenda Item #9.3.

PSA Template - Pyrotechnics
In the event that Contractor is in default under the terms of this Agreement, the City shall not have any obligation or duty to continue compensating Contractor for any work performed after the date of default and may terminate this Agreement immediately by written notice to Contractor.

SECTION 25 – WAIVER
Waiver by any party to this Agreement of any term, condition, or covenant of this Agreement shall not constitute a waiver of any other term, condition, or covenant. Waiver by any party of any breach of the provisions of this Agreement shall not constitute a waiver of any other provision, nor a waiver of any subsequent breach or violation of any provision of this Agreement. Acceptance by City of any work or services by Contractor shall not constitute a wavier of any of the provisions of this Agreement.

SECTION 26 – LAW TO GOVERN; VENUE
This Agreement shall be interpreted, construed and governed according to the laws of the State of California. In the event of litigation between the parties, venue in state trial courts shall lie exclusively in the County of Napa. In the event of litigation in a U.S. District Court, venue shall lie exclusively in the Northern District of California, in San Francisco.

SECTION 27 – SEVERABILITY
If any term, condition or covenant of this Agreement is declared or determined by any court of competent jurisdiction to be invalid, void or unenforceable, the remaining provisions of this Agreement shall not be affected thereby and the Agreement shall be read and construed without the invalid, void or unenforceable provision(s).

SECTION 28 – SPECIAL PROVISIONS
This Agreement is subject to the following special provisions: none.

IN WITNESS WHEREOF, the parties hereto have accepted, made, and executed this Agreement upon the terms, conditions, and provisions above stated, the day and year first above written.

Contractor:

By: ________________________________
Name: Craig A. Cutright
Title: General Manager
City:

By: ________________________
Name: Anil Comelo
Title: City Manager
Approved as to Form:

Agenda Item #9.3.

PSA Template - Pyrotechnics
By:
_________________________________
Name: Ethan Walsh
Title: City Attorney
Agenda Item #9.3.

- 1 -
Dave Jahns
Parks & Recreation Director
City of St. Helena
1480 Main Street
St. Helena, CA 94574
Subject: RFP fireworks display
City of St. Helena,
Thank you for providing Devastating Pyrotechnics with the opportunity to design a display package for your upcoming 4th of July fireworks celebration. We acknowledge receipt of any and all addendums to the RFP sent out by the city.

I have designed an action-packed display option for you and your committee to consider. The below program is our proposal based on past offerings from the incumbent display company, but given the selected shoot site, and the ample setbacks it provides (up to 3-inch shells). The proposed show is consistent with your spectator viewing area near the Crane Park shoot location. We also invite a audit of all product, equipment and crew on the day of the shoot. We guaranty you will get every item listed in our proposal.

Devastating Pyrotechnics will provide all equipment and labor, acquire all permissions and security mandated by authorities having jurisdiction, reserve all transportation required, Workman' s Compensation in addition to liability insurance for your fireworks display. I have attached to this proposal a copy of our sample insurance certificate. Devastating Pyrotechnics carries a five million dollar, per incident, clause to cover the Fireworks Display and Automobiles along with one-million-dollar workers comp policy. Additional insurance rider to meet the ten million dollar per incident requirement will be secured upon acceptance of this proposal.

We have taken into consideration the complexities of producing a display at the selected location (Crane Park). All product proposed was selected with your specific location in mind keeping safety of spectators at the forefront.

The proposed display package will contain multi-shot barrage devices that fire continuous sequential effects throughout the duration of the display. This will certainly keep the sky filled for the duration of the display. Your finale will leave your spectators in awe as we launch over 600 shots into the air in a giant final conclusion.

As the General Manager of the one of California’s premier and only local/minority owned firework companies, I can assure you we have done our best to provide you with a quote that will deliver those special 4th of July memories that your community will cherish for years to come.

I welcome any questions you may have and I thank you for considering our company to be part of your very special Independence Day celebration.

Sincerely,
Craig A. Cutright
General Manager, Devastating Pyrotechnics, LLC
408-674-2021
[email protected]
Agenda Item #9.3.

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Experience & Qualifications
Devastating Pyrotechnics is one of the premier importers and manufacturers of display pyrotechnics in the Western US. We are also the largest importer and distributor of high-quality traditional Chinese fireworks used in professional displays and parades around the US and the globe.

The corporate headquarters and main operations are based in San Francisco, CA. All product is imported directly or manufactured locally keeping costs at a minimum, allowing us to pass those savings on to our customers.

Devastating Pyrotechnics currently employs 3 full-time individuals and maintain dozens of licensed and trained pyrotechnicians. All staff and technicians working on your display are fully trained, federally approved, Devastating Pyrotechnics employees.

All display technicians have attended Devastating Pyrotechnics’ extensive training program and have met all of the rigorous safety requirements, which exceed state and federal requirements.

All technicians have passed State and Federal background checks. We offer a number of different training courses with extensive classroom and hands-on training to our crews.

Apprentice Technicians always work alongside experienced technicians (mentors) to gain hands on, supervised experience.

Devastating Pyrotechnics Fireworks is proud to be the only local pyrotechnic display company in Northern California. We must prove our quality and customer satisfaction to every client, on every show, every time. Our goal is to outperform the “Big Display Companies” with every show, no matter how large or small. We are the underdog, and enjoy that position and, most importantly, we have a perfect safety record.

Devastating Pyrotechnics Organizational Chart:

Craig Cutright - Senior Show Producer/Choreographer with over 30 years fire-working experience. Designer and developer of multiple digital firing systems and choreography tools.

Past experience with SF Giants, Oakland A’s, San Jose Giants, Oakland Raiders, SF 49ers as well as dozens of municipalities in California, Nevada and Arizona. Member of Western Pyrotechnics Association, NFA, PGI (PGI Certified Operator), NFPA Educated and Trained, Certified Risk Manager, and California (CalFire) Licensed Operator.

Kenny Chee - Owner/CEO with 20 years experience in manufacturing, selection and import of both commercial and consumer pyrotechnic equipment and products. Member of Western Pyrotechnics Association, NFA, PGI (PGI Certified Operator), NFPA Educated and Trained, and California (CalFire) Licensed Operator. Devastating Pyrotechnics Fireworks is a licensed ATF and CalFire Importer & Manufacturer of display pyrotechnics.

Jack Lee - Operations Manager overseeing Site Storage and Product Safety and Security.

Member of Western Pyrotechnics Association, NFA, PGI (PGI Certified Operator), NFPA Educated and Trained, and California (CalFire) Licensed Operator.

Agenda Item #9.3.

- 3 -
Devastating Pyrotechnics Safety:

All Devastating Pyrotechnic technicians undergo annual safety training and licensing.

Devastating Pyrotechnic technicians are governed by strict safety protocols that mandate proper safety protocols be followed, including the use of required safety equipment and clothing.

Devastating Pyrotechnics selects shoot sites and product based on NFPA 1123 requirements, as well as California Title 19 requirements. These protocols reduce any risk to spectators and crew should a catastrophic incident occur.

All product is selected with safety, site location and customer requirements in mind. Product is selected to minimize fallout and reduce fire danger to spectators, property and equipment.

Steps are taken to minimize any residual debris associated with the display.

Site safety and security is a top priority. No persons other than Devastating Pyrotechnics crew and the AHJ are to be permitted in the shoot site or the fallout zone.

Devastating Pyrotechnics crews, as a group, review the company emergency action plan prior to the start of every work day.

All fireworks are transported by California Licensed Hazmat drivers in secure, locked and placarded trucks in accordance to Federal DOT and California state regulations.

Devastating Pyrotechnics does not contract out hazmat transportation. Devastating Pyrotechnics is a DOT, CHP and California Registered Hazmat Trucking Company.

Agenda Item #9.3.

- 4 -
Scope & Detailed Work Plan
Operations:

Devastating Pyrotechnics will furnish a complete time line and emergency list of contacts to all parties involved.

Devastating Pyrotechnics understands the need to minimize impact on ALL adjacent facilities.

Devastating Pyrotechnics maintains a “good neighbor policy” and can help interface with the local community to prepare for the event.

Devastating Pyrotechnics will work to minimize residual debris while maximizing the visibility from all areas of the shoot site.

Scope:

Devastating Pyrotechnics suggests using the existing approved shoot site located in the playground and skate area of Crane Park. Safe set back distances for the fallout area are consistent with Devastating Pyrotechnics use of NFPA 1123 guidelines (70+ feet per inch in diameter).

For the sake of consistency, Devastating Pyrotechnics has provided a product list consistent with past shows. Past shows have been limited to 2.5” shells, severely constraining the universe of pyrotechnic effects available for viewing by the local community. We have provided an additional option using product that would SIGNIFICANTLY improve the quality and enjoyment of the show by the St Helena community.

The following is a list of the product proposed by Devastating Pyrotechnics to be used in the St Helena 4th of July display.

The largest diameter of multi-shot(cakes) product to be used will be 3” diameter. The largest aerial firework shell to be used will be 3” diameter.

Agenda Item #9.3.

- 5 -
Opening Barrage

2.5 Inch Assorted Color& Salute Finale Display Shells 25

2.5 Inch Color Finale Display Shells 25
3 Inch Assorted Color& Salute Finale Display Shells 25
3 Inch Color Finale Display Shells 25
Total Shells 100
Main Body
2 Inch Devastating Pyrotechnics Assorted Standard Shells 100 2 Inch Devastating Pyrotechnics Assorted Premium Shells 100

2.5 Inch Devastating Pyrotechnics Assorted Select Shells 100

2.5 Inch Devastating Pyrotechnics Assorted Premium Shells 100 3 Inch Devastating Pyrotechnics Assorted Select Shells 100 3 Inch Devastating Pyrotechnics Assorted Premium Shells 100 Total Shells 600
Grand Finale
2 Inch Assorted Color Finale Display Shells 100
2 Inch Titanium Salute Report Shells 100

2.5 Inch Assorted Color Finale Display Shells 100

2.5 Inch Titanium Salute Report Shells 100
3 Inch Assorted Color Finale Display Shells 100
3 Inch Titanium Salute Report Shells 100
Total Shells 600
Total Display Shells 1,120
Multi-Shot Devices (Bombardments)
Quantity 10x:
25 Shot Assorted Multi-Effect/Multi-Shot Bombardments
Quantity 20x:
100+ Shot Assorted Multi-Effect/Multi-Shot Bombardments Quantity 20x:
200+ Shot Assorted Multi-Effect/Multi-Shot Bombardments Quantity 10x:
300+ Shot Assorted Multi-Effect/Multi-Shot Bombardments Quantity 6x:
600+ Shot Assorted Multi-Effect/Multi-Shot Bombardments Total Multi Device Shots 11,250+
Total Multi Shots and Display Shells 11,710+
Agenda Item #9.3.

210 ft
3 inch Max Shell
N
Prevailing
Wind S-SW
St Helena
July 4th
Crane Park
St Helena, CA 94574
Contact: Dave Jahns
Agenda Item #9.3.

- 7 -
Devastating Pyrotechnics shall include a minimum crew of six, including lead operator:

Francis Marquez - Lead Operator and California (CalFire) licensed operator.

Devastating Pyrotechnics will interface directly with the local AHJ for all necessary permits, inspections, equipment and product.

Devastating Pyrotechnics will be following established company protocols, industry guidelines (NFPA 1123) as well as state and federal guidelines for safety.

Devastating Pyrotechnics team will work the local AHJ to mitigate any fire danger. Team members are trained in the use of fire suppression technics including the use of approved and certified extinguishers, shovels, brooms and other fire suppression tools.

Devastating Pyrotechnics crew will hose down surfaces and remove debris likely to pose a fire hazard.

Lead operator will maintain constant contact with all team members as well as the local AHJ.

Devastating Pyrotechnics team will utilize all excess crew members as "spotters" for the display, looking for falling or burning debris both inside and outside the shoot site.

Devastating Pyrotechnics will perform a thorough walk around of the site and perimeters immediately following the shoot identifying any live product or hot spots. Once area is determined to be free of hazards the site will be rested for 15 minutes before communicating "all clear" to the local AHJ. Upon receiving an "all clear" from the lead operator and local AHJ, the crew will commence breakdown and cleanup of the shoot site.

Agenda Item #9.3.

- 8 -
Event Budget
Devastating Pyrotechnics will commit to the event budget of $40,000.

Devastating Pyrotechnics is confident in our ability to exceed expectations on delivery, set up and firing for the proposed budget.

Devastating Pyrotechnics implements specific protocols when determining display budgets using a method that is repeated several hundred times a year.

Devastating Pyrotechnics maintains a year-round lease agreement with Ryder putting thousands of trucks at our disposal at a moment notice. We are also a fully licensed, bonded and insured Hazmat trucking company. We never contract out Hazmat transportation to other companies or contractors.

Devastating Pyrotechnics is one of the largest fireworks importers into the Western United States. We are also a fully licensed manufacturer. We run a lean operation and maintain minimal overhead allowing us to provide the most competitive pricing in the industry. We are able to assure our customer they are getting premium service with exceptional value. We ALWAYS encourage our customers to audit their shoot sites to insure they are getting everything they paid for.

Agenda Item #9.3.

- 9 -
Delivery Schedule and Timeline
June 1
Devastating Pyrotechnics to complete executed agreement.

Devastating Pyrotechnics will furnish to City a copy of Insurance documents to review.

Devastating Pyrotechnics to submit permit for approval to AHJ.

Devastating Pyrotechnics to furnish a finalized timeline to all parties involved.

July 3:
6:00 am - Crew departs with one truck from distribution yard. 9:00 am - Crew arrives at St Helena shoot site.
10:00 am - Crew conducts pre work safety meeting and deploys all safety equipment. 11:00 am - Crew begins setting mortar racks and ground preparations. 12:00 noon - Crew break lunch for one hour.
4:00 pm - Crew completes setup and ensures mortar racks are secured, leveled and prepared for product loading.
5:00 pm - Crew conducts a walkthrough of the display area to look for any potential hazards. 5:30 pm - Crew departs for hotel leaving security in place. Security remains 24 hours per day at secure firework parking facility.

July 4:
7:00 am - Crew departs hotel for shoot site.
8:00 am - Crew meets with all necessary parties and agencies. 8:15 am - Crew conducts pre work safety meeting.
8:30 am - Crew inspects all product listed on the shipping manifest. 9:00 am - Upon approval from AHJ crew to commence with loading fireworks into mortar racks. 12:00 noon - Crew break lunch for one hour.
1: 00 pm - Crew to set up low level product (multi-shot bombardments). 3:00 pm - Crew to complete the setup of product.
4:00 pm - Crew, upon approval from the AHJ, will conduct a system continuity check. 5:00 pm - Crew to verify with customer and AHJ that display checks are complete and confirm the ability to fire at will.

Agenda Item #9.3.

- 10 -
5:30pm - Crew breaks for dinner.
6:30 pm - Crew conducts system continuity check.
7:30 pm - Crew to complete thorough site safety check prior to event. 8:00 pm - Team leaders conduct final safety meeting with team members. 8:15 pm - All crew members conduct a site safety sweep to identify and possible hazards or unauthorized persons. Take safety positions.
8:45 pm - Lead shooter to verify with all parties an all-clear and ready to fire. 9:00 pm - Commence display.
9:25 pm - Conclude display.
9:40 pm - Lead operator inspects mortars and shoot site for unfired product. 9:55 pm - Lead operator calls “all clear” after 15-minute site rest. 10:00 pm - Crew completes site sweep looking for duds or hot spots or any discard live product. 11:00 pm - Crew completes preliminary cleaning of launch area.

July 5:
8:00 am - Crew meets with all necessary parties and agencies at shoot site. 8:15 am - Crew conducts pre work safety meeting.
8:30 am - Crew commences the loading of wooden racks into truck. 10:00 am - Crew to complete loading of equipment and begin racking and final site cleanup. 11:00 am - Crew to complete site cleanup.
12:00 noon - Crew to complete final site walkthrough and depart.

Agenda Item #9.3.

- 11 -
References / Endorsements
City of San Jose, Ca - 4th of July Denelle Fedor (Asst to Johnny Khamis) (408) 535-4993 San Jose Council Member Johnny Khamis (408) 535-4910
City of Madera, Ca - 4th of July Mary Anne Seay (559) 661-5491 Del Rio Golf & Country Club, Modesto Ca – Amber Allen (209) 545-0723 Del Rio Golf & Country Club, Modesto Ca - Dan Costa (209) 566-7803 99 Speedway/Stockton Raceway Stockton Ca - Heather Chambers (916) 370-3647 Pt Arena Ca 4th of July Celebration - Richard Shoemaker (707) 882-2122 Bay 101 Casino Fireworks - June Richardson (408) 437-5506 San Francisco Chinese New Year Pyrotechnics - Beverly Lee (415) 391-8828 San Francisco - Mayor Ed Lee’s Private Inauguration Party Western Pyrotechnic Association Public Display - Steve Wilson (707) 621-5380 Hayfork Speedway July 4 Fireworks Celebration - Bill Foster (530) 739-8659 City of Marysville’s Annual Weekend Bok Kai Festival and Parade Woodlawn Memorial Park Fireworks - Betty Su (650) 755-1727 *Additional references available upon request.

Agenda Item #9.3.

CITY OF ST. HELENA

RECREATION DEPARTMENT

REQUEST FOR PROPOSALS FOR PROFESSIONAL SERVICES
Fireworks Show for July 4, 2020
DATE ISSUED: Friday, January 3, 2019
DATE DUE: Friday, January 24, 2020, 4PM
CONTACT: André Pichly, Director of Parks & Recreation
[email protected]
(707) 967-2798
ALL RESPONSES MUST BE MAILED OR HAND-DELIVERED TO:

CITY OF ST. HELENA

OFFICE OF THE CITY CLERK
ATTENTION: CINDY TZAFOPOULOS
1480 MAIN STREET
ST. HELENA, CA 94574
Agenda Item #9.3.

CITY OF ST. HELENA | REQUEST FOR PROPOSALS | FOURTH OF JULY FIREWORKS PAGE 2

TABLE OF CONTENTS
I. INTRODUCTION .................................................................................................................................. 3 II. SOLICITATION ..................................................................................................................................... 3 III. SCOPE OF WORK ............................................................................................................................... 3 IV. SCHEDULE ........................................................................................................................................... 4 V. PROPOSAL REQUIREMENTS AND FORMAT .................................................................................... 4-5 PART 1 | COVER LETTER/EXECUTIVE SUMMARY (5 POINTS) ............................................................... 5 PART 2 | EXPERIENCE AND QUALIFICATIONS OF CONTRACTOR/TEAM MEMBERS (30 POINTS) ..... 5 PART 3 | UNDERSTANDING OF PROJECT SCOPE & DETAILED WORK PLAN (25 POINTS)................. 6 PART 4 | COMMITMENT TO PROJECT BUDGET (15 POINTS)............................................................... 6 PART 5 | DELIVERY SCHEDULE AND TIMELINE (15 POINTS) ................................................................. 6 PART 6 | INSURANCE REQUIREMENTS (5 POINTS)................................................................................ 6 PART 7 | REFERENCE REVIEW (5 POINTS)............................................................................................. 6 VI. PROPOSAL TERMS AND CONDITIONS .............................................................................................. 6

1. EXAMINATION OF PROPOSAL MATERIALS ........................................................................ 6-7

2. ADDENDA INTERPRETATIONS ................................................................................................ 7

3. DESIGNATED CONTACT......................................................................................................... 7

4. PUBLIC RECORDS ................................................................................................................... 7

5. PROPOSAL COSTS.................................................................................................................. 7

6. RESERVATION OF RIGHTS....................................................................................................... 7

7. PRODUCT OWNERSHIP .......................................................................................................... 8

8. PROFESSIONAL SERVICES AGREEMENT ................................................................................ 8

9. CAUSES FOR DISQUALIFICATION ....................................................................................... 7-8

EXHIBITS
A. SAMPLE CITY OF ST. HELENA PROFESSIONAL SERVICES CONTRACT Agenda Item #9.3.

CITY OF ST. HELENA | REQUEST FOR PROPOSALS | FOURTH OF JULY FIREWORKS PAGE 3
I. INTRODUCTION
The City of St. Helena, California is located in the center of the world-famous wine growing Napa Valley, 65 miles north of San Francisco.

The area was settled in 1834 as part of General Vallejo’s land grant. The City of St. Helena was incorporated as a City on March 24, 1876, and reincorporated on May 14, 1889.

The City, from its inception, has served as a rural agricultural center. Over the years, with the growth and development of the wine industry, St Helena has become an important business and banking center for the wine industry. The City also receives many visitors as a result of the wine industry and the area’s scenic qualities. The City’s goal is to maintain a small-town atmosphere and to provide quality services to its citizens.

The official population of the City of St. Helena as of 2017 is 6,033 (CA Department of Finance). St. Helena is a full-service city and encompasses an area of four square miles.

The City’s General Fund Budget is approximately $11.1 million.

II. SOLICITATION
The City of St. Helena is seeking proposals from qualified vendors to provide a firework show for the community on Saturday, July 4, 2020. The show should be similar in scope and length as the 2019 display.

Prospective vendors will be required to provide team qualification, proposed work plan, proposed schedule, and other related items as part of the proposal submittal (Section V).

The deadline for submitting proposals is 4:00PM on Friday, January 24, 2020.

III. SCOPE OF WORK
The City is requesting proposals from qualified Contractors for pyrotechnics services.

Required services shall include, but are not limited to:

1. Provide a suggested pyrotechnics list and timeline for planning, delivery, set-up, security of site, fireworks show, breakdown, clean-up and disposal.

Contractor will meet with City staff to discuss all aspects of the fireworks show.

Pyrotechnics display plans and shall include, but are not limited to, the following:

1. SITE | where launching areas will be located, safety perimeter, and fall-out zones

2. PYROTECHNICS USED | where launching areas will be located, safety perimeter, and fall-out zones

3. STAFFING | number of team members the Contractor will use, what their role is before, during and after the fireworks show

4. INSPECTIONS | schedule and documentation as required by the City’s Fire Marshall

5. FIRE/LIFE SAFETY ISSUES | Emergency Action Plan

6. FIRE PROTECTION | on-site tools and methods for addressing unforeseen incidents related to pyrotechnics launching
Agenda Item #9.3.

CITY OF ST. HELENA | REQUEST FOR PROPOSALS | FOURTH OF JULY FIREWORKS PAGE 4
IV. SCHEDULE
Responses to the RFP must be submitted to the City of St. Helena as outlined in this section.

Responses are due no later than
Friday, January 24, 2020, AT 4:00 PM
Responses received after this date and time will not be considered.

PROPOSED SCHEDULE FOR THE REVIEW AND SELECTION PROCESS

AND DESIRED TIMELINES FOR DELIVERABLES

MILESTONE DATE TIME
Release RFP December 19, 2019 1:00PM
Question submittal deadline January 10, 2020 4:00PM
Questions posted on City website (cityofsthelena.org/rfps) January 13, 2020 5:00PM Proposal due date January 24, 2020 4:00PM
Review and scoring of submittals January 28, 2020 11:00AM Interviews w/finalists TBD TBD
Award of contract February 11 or 25, 2020 6:00PM
The schedule may be modified and/or extended if necessary.

V. PROPOSAL REQUIREMENTS AND FORMAT
If interested in this RFP, please notify André Pichly by email at [email protected] so you may be added to the notification list for addendums. Failure to notify Mr. Pichly could result in missing important and required information, and could result in disqualification.

All submittals must follow the format described in this section. Respondents are encouraged to submit clear and concise responses to the RFP. The City of St. Helena reserves the right to include or exclude any part of the submittals in the final agreement with the selected Contractor.

Four (4) bound copies of the submittal, one (1) unbound, reproducible copy, and one CD (or other digital medium) containing a PDF copy must be submitted. Each submittal shall contain no more than 20 double-sided 8½” x 11” pages (not counting dividers, exhibits, and any relevant appendices). Font shall be no less than 10pt. All pages shall be numbered. Drawings provided with the submittal shall not exceed 11” x 17.” To be considered for selection, submittals must arrive at the location shown below by the date and time specified in Section IV. Proposers who mail packages should allow ample delivery time to ensure timely arrival.

Agenda Item #9.3.

CITY OF ST. HELENA | REQUEST FOR PROPOSALS | FOURTH OF JULY FIREWORKS PAGE 5
Submittals shall be placed in a clearly marked envelope, titled July 4th Fireworks Show and hand-delivered or mailed to:

City of St. Helena
Office of the City Clerk
Attention: Cindy Tzafopoulos
1480 Main Street
St. Helena, CA 94574
It is the sole responsibility of the Proposer to ensure timely delivery. Late proposals shall not be considered. Proposals will not be accepted at any other location other than the address specified above. Faxed or emailed proposals will not be accepted.

Submittals must include the following components in the order listed below:

Part 1: Cover Letter/Executive Summary (5 points)
Part 2: Experience and Qualifications of Contractor/Team Members (30 points) Part 3: Understanding of Event Scope (25 points)
Part 4: Commitment to Event Budget & Detailed Work Plan (15 points) Part 5: Delivery Schedule and Timeline (15 points)
Part 6: Proof of Insurance (5 points)
Part 7: Reference Review (5 points)
Total Possible: 100 points
PART 1 | COVER LETTER/EXECUTIVE SUMMARY (5 POINTS)
In no more than three (3) pages, the Cover Letter and Executive Summary shall include:

1. The names of the key members of the Contractor team.

2. The mailing address, telephone number, and the name of the main point of contact for the Contractor team.

3. A summary of the Contractor’s pyrotechnics experience and qualifications and the significant advantages to selecting the Contractor.

4. An acknowledgement of receiving any addendum(s) to the RFP document sent out by the City.

PART 2 | EXPERIENCE AND QUALIFICATIONS OF CONTRACTOR/TEAM MEMBERS (30 POINTS) Provide detail relating to the experience and qualifications of the members of the team, including an organizational chart showing all key personnel who will be assigned to this event. Submit brief resumes demonstrating the training, experience, and other qualifications of the key personnel who will be assigned to this event.

Contractor should further document expertise by including the information regarding the following:

1. Safety of Contractor’s team members, as well as spectators and property.

2. Any other information that would assist the review team in understanding the Contractor’s team’s capacity to efficiently, effectively and safely implement the fireworks show.

Agenda Item #9.3.

CITY OF ST. HELENA | REQUEST FOR PROPOSALS | FOURTH OF JULY FIREWORKS PAGE 6
PART 3 | UNDERSTANDING OF EVENT SCOPE & DETAILED WORK PLAN (25 POINTS) Each respondent shall demonstrate its capacity to deliver professional pyrotechnics.

Respondent should outline methodology and logistics capable of meeting the goals outlined in July 4th Fireworks Show event, as well as provide a proposed work plan for development and implementation of the event as described in the scope of work.

Respondents should draw from previous experience and demonstrated competence to articulate how their capabilities are distinct, comprehensive, and add value.

PART 4 | COMMITMENT TO EVENT BUDGET (15 POINTS)
Contractor shall provide a total base fee for the project. Each responding Contractor shall include an acknowledgement that it can effectively complete set-up and delivery of a fireworks show within the budget indicated. Each respondent should clearly explain in this section the methods and process it will use to insure the project is within budget and that the City will be getting the best value within the budgeted amount.

PART 5 | DELIVERY SCHEDULE AND TIMELINE (15 POINTS)
Discuss in this section the steps the Contractor team proposes to use. Clearly outline the delivery schedule and timeline of each stage of event set-up, implementation, and teardown. Specific dates should be used assuming an award to this RFP and an executed agreement in May 2019. Indicate in the proposed scheduling the necessary involvement and various decision points required of the City. A detailed timeline or representation of the delivery timeline with pertinent milestones and events is required in this section.

PART 6 | INSURANCE REQUIREMENTS (5 POINTS)
Contractor will provide proof of insurance for a minimum of $5 million in liability coverage listing the City of St Helena as the additionally insured, as well as an endorsement.

1. General Liability: $5,000,000 per occurrence for bodily injury, personal injury and property damage including operations, products and completed operations, as applicable. If Commercial General Liability Insurance or other form with a General Liability Insurance or other form with a general aggregate limit is used, either the general aggregate limit shall apply separately to this project/location or the general aggregate limit shall be twice the required occurrence limit – $10,000,000.

2. Automobile Liability: $2,000,000 per accident for bodily injury and property damage.

3. Employer’s Liability: $2,000,000 per accident for bodily injury or disease.

PART 7 | REFERENCE REVIEW (5 POINTS)
The review team will conduct a background reference review of each respondent. Please include the following information for three (3) projects that the proposed contractor team worked on together:
- Name of the Event (e.g. July 4th Fireworks Show)
- Location of the Event (e.g. Crane Park)
- Name, title, and contact information for the client
- Project budget (e.g. amount not to exceed $40,000.00) - Date of completion of the Event
VI. PROPOSAL TERMS AND CONDITIONS

1. EXAMINATION OF PROPOSAL MATERIALS
The submission of a proposal shall be deemed a representation and warranty by the proponent that it has investigated all aspects of the RFP, that it is aware of the applicable facts pertaining to the RFP process and its procedures and requirements, and that it has Agenda Item #9.3.

CITY OF ST. HELENA | REQUEST FOR PROPOSALS | FOURTH OF JULY FIREWORKS PAGE 7
read and understands the RFP. No request for modification of the provisions of the proposal shall be considered after its submission on the grounds the proponent was not fully informed as to any fact or condition.

2. ADDENDA INTERPRETATIONS
If it becomes necessary to revise any part of this RFP, a written addendum will be provided to each firm that requested to be added to the notification list, and said addenda will be uploaded to the City website. The City of St. Helena is not bound by any oral representations, clarifications, or changes made in the RFP by the City or its agents, unless such clarifications or change is provided in written addendum from the City of St. Helena.

3. DESIGNATED CONTACT
For the purposes of this RFP, the City’s designated contact is André Pichly, Director of Recreation. Any questions concerning the scope of work and the selection process shall be directed to Mr. Pichly, at [email protected]. Any and all questions and responses concerning this RFP will only be accepted in writing, via email. All questions must be received by January 10, 2020, by 4:00PM.

Responses to questions will be posted on the City’s website, cityofsthelena.org/rfps, and will become part of the RFP. It is the contractor’s responsibility to check the website for updates.

4. PUBLIC RECORDS
This RFP document and all submittals in response thereto are public records. Prospective contractors are cautioned not to include any material into the proposal that is strictly proprietary in nature.

5. PROPOSAL COSTS
All costs associated with the preparation of RFP submittals shall be borne by the respondent. This RFP does not constitute any form of offer to contract.

6. RESERVATION OF RIGHTS
The City reserves the right, for any reason, to accept or reject any one or more proposals; to negotiate the terms and specifications of the proposal; to modify any part of the RFP; or issue a new RFP.

7. PRODUCT OWNERSHIP
Any documents resulting from the contract will be the property of the City.

8. PROFESSIONAL SERVICES AGREEMENT
All Proposers must identify in their proposal any terms and conditions of the sample Professional Service Agreement (Exhibit C) that they wish to negotiate. Insurance is required as outlined in Section 7 of the sample agreement.

9. CAUSES FOR DISQUALIFICATION
Any of the following may be considered cause to disqualify a proponent without further consideration:
- Evidence of collusion among proponents;
- Any attempt to improperly influence any member of the evaluation panel; - A proponent's default in any operation of a professional services agreement which resulted in termination of that agreement; and/or
Agenda Item #9.3.

CITY OF ST. HELENA | REQUEST FOR PROPOSALS | FOURTH OF JULY FIREWORKS PAGE 8
- Existence of any lawsuit, unresolved contractual claim, or dispute between proponent and the City.

Agenda Item #9.3.

Devastating Pyrotechnics, LLC Zambelli Fireworks Mfg.

Qualifications Good Good
Insurance meets the minimum meets the minimum
References checked - all positive provided
CalFire Fireworks License Yes Yes
Safety Standards NFPA 1123 NFPA 1123
CA Title 19 CA Title 19
Crew Size 6, including lead operator 4, including lead operator Staff Safety Trainings Yes Yes
Length of show based timeline 25 minutes 15 minutes
Can use current shoot site Yes Yes
Set back distance 70+ feet per inch diameter of shell 100 feet per inch diameter shell Display Shells
Opening Barrage 100 (2.5 inch shells) 60 (2.5 inch shells) Main body 900 (2.5 inch shells) 900 (2.5 inch shells)
Grand Finale 540 (2.5 inch shells) 540 (2.5 inch shells) Subtotal of display shells 1,540 1,500
Multi-shot Devices 12,200+ (2 inch cakes) 11074 (1.5 inch cakes) TOTAL Display and Multi-Shots 13,740+ 12,574
Alt A proposal - Devastating Pyrotechnics only
Display Shells
Opening Barrage 100 shells (2.5 and 3 inch)
Main body 600 shells (2.5 and 3 inch)
Grand Finale 420 shells (2.5 and 3 inch)
Subtotal of display shells 1,120
Multi-shot Devices 12,200+
TOTAL Display and Multi-Shots 13,320+
Alt B proposal - Devastating Pyrotechnics only
Display Shells
Opening Barrage 100 shells (2.5 and 3 inch)
Main body 580 shells (2.5, 3 and 4 inch)
Grand Finale 395 shells (2.5, 3 and 4 inch)
Subtotal of display shells 1,075
Multi-shot Devices 12,200+
TOTAL Display and Multi-Shots 13,275+
Agenda Item #9.3.

Report to the City Council
Regular City Council - 13 Jun 2023
Agenda Section: CONSENT ITEMS
Subject: Recommended approval of a resolution authorizing the City Manager to execute a contract with Center for Public Safety Management to perform an analysis of Fire and Emergency Medical Services (EMS) for the City of St. Helena for a not to exceed cost of $44,694.

CEQA
Determination:

Not a CEQA project
Prepared By: Mandy Kellogg, Administrative Services Director Reviewed By: April Mitts, Assistant City Manager
Approved By: Anil Comelo, City Manager

BACKGROUND
The City of St. Helena Fire Department protects the City and receives/provides aid from/to surrounding communities as well as Napa County which contracts with CAL fire for staffing. EMS is provided through the county which contracts with AMR to transport patients to the local hospital. The City's Fire Department provides medical first response and extrication. Nearby communities include City of Napa, American Canyon, Town of Yountville (fire services provided by Napa County), and Calistoga. The St. Helena Fire Department currently staffs 1 engine with three personnel 24/7. The current staff consists of six full time firefighters and approximately 18 part-time firefighters.

DISCUSSION
This proposal is specifically designed to provide the contracting agency with a thorough and unbiased analysis of emergency services currently being provided in the City and community of St. Helena. The CPSM Operations team will conduct an extensive, datadriven analysis of the FIRE and EMS Operational functions to include the following:
• Examination and analysis of the factors that enhance/impact the department’s current service delivery model
Agenda Item #9.4.

• Examination and analysis of operational guidelines and their connection to the current service delivery model
• Discussion of the organization’s strengths, weaknesses, opportunities, and threats as it relates to deployment of resources and response times • Analysis of Fire Management Zones
• Analysis all-hazards that will lead to the completion of a Community Risk Assessment
• Analysis of Standard of Cover Concepts
• Exploration and analysis of various mission driven specialty fire protection and other response duties such as EMS ground transport, emergency management operations, and technical rescue
In addition to the above, a 360-degree review of the EMS Services would be conducted and would produce data on the total annual cost to provide EMS including cost per unit hour, per response, per transport, total cost per capita and the total cost to manage the service.

This project includes a robust public engagement process. CPSM is committed to involve key community members to engage and extract knowledge including elected officials, department staff, and community leaders to engage and ensure expectations and goals match.

The proposed project schedule includes the following; discovery kickoff, information gathering and data extraction, analysis, certification of data, department review, and a final digital report. Total project completion time is estimated at 4-6 months. The final work product will include core strategies necessary to help achieve goals and operationalize outcomes for the community and the department.

ABOUT ICMS/CPSM
The International City/County Managers Association (ICMA) Center for Public Safety Management (ICMA/CPSM) was launched by ICMA to provide support to local governments in the areas of police, fire, and Emergency Medical Services. The International City/County Management Association (ICMA) is a 109-year-old, non-profit professional association of local government administrators and managers, with approximately 13,000 members located in 32 countries. Since its inception in 1914, ICMA has been dedicated to assisting local governments and their managers in providing services to their citizens in an efficient and effective manner. ICMA advances the knowledge of local government best practices with its website, www.icma.org, publications, research, professional development, and membership. CPSM has conducted over 400 such studies in 46 states and provinces and more than 275 communities ranging in population size 3,300 (Lewes, DE) to 800,000 (Indianapolis, IN).

FISCAL IMPACT
Agenda Item #9.4.

Total fiscal impact is $44,694 and has been included in the Fiscal Year 2022-23 Adopted Budget.

RECOMMENDED ACTION
Approve the attached Resolution.

ATTACHMENTS
Attachment 1 - Resolution for CPSM Fire Services Analysis Attachment 2 - CPSM Fire Services Analysis Contract 061323 Attachment 3 - CPSM Proposal Fire/EMS Services
Agenda Item #9.4.

CITY OF ST. HELENA
RESOLUTION NO. 2023 -
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ST.

HELENA AUTHORIZING THE CITY MANAGER TO EXECUTE A

CONTRACT WITH CENTER FOR PUBLIC SAFETY

MANAGEMENT TO PERFORM AN ANALYSIS OF FIRE AND

EMERGENCY MEDICAL SERVICES (EMS) FOR THE CITY OF
ST. HELENA FOR A COST NOT TO EXCEED OF $44,694.

RECITALS
A. The City of St. Helena faces the same challenges of many communities in the Napa Valley, staffing the fire department with minimal full-time personnel and filling in with available on-call staff; and
B. The Fire department protects the city of 5,400 and receives aid from surrounding communities as well as Napa County which contracts with CAL fire for staffing; and C. EMS is provided through the county which contracts with AMR to transport patients to the local hospital. The fire department provides medical first response and extrication; and
D. The St. Helena Fire Department currently staffs 1 engine with three personnel 24/7.

The current staff consists of six full time firefighters and approximately 18 part-time firefighters; and
E. The City wishes to conduct an unbiased analysis of emergency services in the community; and
F. Center for Public Safety Management (CPSM) has represented that they have the necessary expertise, experience, and qualification to perform the required duties.

RESOLUTION
NOW, THEREFORE, the City Council of the City of St. Helena resolves as follows:

1. The City Council approves the Agreement with CPSM for a total not to exceed amount of $44,694; and

2. The City Council authorizes the City Manager to execute the agreement on behalf of the City.

Approved at a Regular Meeting of the St. Helena City Council on June 13, 2023, by the following vote:

Agenda Item #9.4.

Mayor Paul Dohring: __________
Vice Mayor Eric Hall: __________
Councilmember Anna Chouteau: __________
Councilmember Lester Hardy: __________
Councilmember Billy Summers: __________
APPROVED: ATTEST:
________________________ ________________________
Paul Jamison Dohring, Mayor Cindy Tzafopoulos, City Clerk Agenda Item #9.4.

Center for Public Safety Management, LLC June 13, 2023

AGREEMENT FOR PROFESSIONAL SERVICES
THIS AGREEMENT, made and entered into on June 13, 2023 by and between the City of St. Helena, located in the County of Napa, State of California (City), and Center for Public Safety Management, LLC “CPSM” (Consultant).

RECITALS:

A. City desires to employ Consultant to furnish professional services in connection with the project described as Water and Wastewater Rate Study.

B. Consultant has represented that Consultant has the necessary expertise, experience, and qualifications to perform the required duties.

NOW, THEREFORE, in consideration of the mutual premises, covenants, and conditions herein contained, the parties agree as follows:

SECTION 1 – BASIC SERVICES
Consultant agrees to perform the services set forth in Exhibit A, “Scope of Services” and made part of this Agreement.

SECTION 2 – ADDITIONAL SERVICES
Consultant shall not be compensated for any services rendered in connection with its performance of this Agreement that are in addition to or outside of those set forth in this Agreement or Exhibit A, “Scope of Services” (the “Services”), unless such additional Services and compensation are authorized in advance and in writing by the City Council or City Manager of the City.

SECTION 3 – TIME FOR COMPLETION
The time for completion of Services shall be as identified in Exhibit A, “Scope of Services”. The parties expressly agree that time is of the essence in the performance of this Agreement.

SECTION 4 – COMPENSATION AND METHOD OF PAYMENT
A. Subject to any limitations set forth in this Agreement, City agrees to pay consultant the amount specified in Exhibit A, “Compensation” attached hereto and made a part hereof. Total compensation shall not exceed $44,694.00 unless additional compensation is approved in accordance with Section 2.

B. Consultant shall furnish to City an original invoice for all work performed and expenses incurred during the preceding month. The invoice shall detail charges by the following categories if applicable: labor (by sub-category), travel, materials, equipment, supplies, subconsultant contracts, and miscellaneous expenses. Each original invoice furnished shall include the expenses incurred during the preceding month, the cumulative Agreement amount, Agenda Item #9.4.

Center for Public Safety Management, LLC June 13, 2023
and the amount remaining on the Agreement. City shall independently review each invoice submitted to determine whether the work performed and expenses incurred are in compliance with the provisions of this Agreement. If no charges or expenses are disputed, the invoice shall be approved, and City will use its best efforts to cause Consultant to be paid within 30 days of receipt of invoice. If the City disputes any charges or expenses, the City will return the original invoice to Consultant for correction and resubmission. If the City reasonably determines, in its sole judgment, that the invoiced charges and expenses exceed the value of the Services performed to date and that it is probable that the Agreement will not be completed satisfactorily within the contract price, City may retain all or a portion of the invoiced charges and expenses.

Within thirty (30) days of satisfactory completion of the project, City shall pay the retained amount, if any, to Consultant.

C. Payment to the Consultant for work performed pursuant to this Agreement shall not be deemed to waive any defects in work performed by Consultant.

SECTION 5 – STANDARD OF PERFORMANCE
A. Consultant represents and warrants that it has the qualifications, experience and facilities necessary to properly perform the Services required under this Agreement in a thorough, competent and professional manner. Consultant shall at all times faithfully, competently and to the best of its ability, experience and talent, perform all Services described herein. In meeting its obligations under this Agreement, Consultant shall employ, at a minimum, generally accepted standards and practices utilized by persons in the same or similar geographical area engaged and at the same time in providing Services similar to those required of Consultant under this Agreement.

B. In order to induce City to enter into this Agreement, Consultant represents that it is duly organized, existing and in good standing under applicable state law; Consultant is licensed to perform all aspects of the Services; Consultant will employ only persons and Subconsultants with all required licenses and certifications; that Consultant is duly qualified to conduct business in the State; that Consultant has duly authorized the execution, delivery and performance of this Agreement and the Services to be performed herein; and that the Agreement does not violate or create a default under any instrument, agreement, order or decree binding on Consultant.

SECTION 6 – INSPECTION AND FINAL ACCEPTANCE
City may inspect and accept or reject any of Consultant’s work under this Agreement, either during performance or when completed. City shall reject or finally accept Consultant’s work within sixty (60) days after submitted to City, unless the parties mutually agree to extend such deadline. City shall reject work by a timely written explanation, otherwise Consultant’s work shall be deemed to have been accepted. City’s acceptance shall be conclusive as to such work except with respect to latent defects and fraud. Acceptance of any of Consultant’s work by City shall not constitute a waiver of any of the provisions of this Agreement including, but not limited to, the sections pertaining to indemnification and insurance.

Agenda Item #9.4.

Center for Public Safety Management, LLC June 13, 2023
SECTION 7 – INSURANCE REQUIRED
Consultant shall procure and maintain for the duration of the contract insurance against claims for injuries to persons or damages to property which may arise from or in connection with the performance of the work hereunder by the Consultant, its agents, representatives, or employees, as indicated:

A. Minimum Scope of Insurance. Coverage shall be at least as broad as:

1. Insurance Services Office Commercial General Liability coverage (occurrence form CG 0001).

2. Insurance Services Office form number CA 0001 (Ed. 1/87) covering Automobile Liability, code 1 (any auto).

3. Workers’ Compensation insurance as required by the State of California and Employer’s Liability Insurance.

B. Minimum Limits of Insurance. Consultant shall maintain limits no less than:

1. General Liability: $1,000,000 per occurrence for bodily injury, personal injury and property damage including operations, products and completed operations, as applicable. If Commercial General Liability Insurance or other form with a General Liability Insurance or other form with a general aggregate limit is used, either the general aggregate limit shall apply separately to this project/location or the general aggregate limit shall be twice the required occurrence limit.

2. Automobile Liability: $1,000,000 per accident for bodily injury and property damage.

3. Employer’s Liability: $1,000,000 per accident for bodily injury or disease.

C. Professional Liability Insurance. When Consultant under this Agreement is duly licensed under California Business and Professions Code as an architect, landscape architect, environmental engineer or other professional engineer, or land surveyor (“design professional”), Consultant shall maintain at least $2,000,000 of professional liability insurance. When Consultant is not a design professional, Consultant shall maintain at least $1,000,000 of professional liability insurance combined single limit for each occurrence, insuring against professional errors and omissions in the Services performed by Consultant under this Agreement, including, without limitation, claims for negligence, misrepresentation, violation of good faith and fair dealing, and inaccurate advise arising out of, resulting from, or in connection with Services performed by Consultant under this Agreement.

D. Excess Limits. If Consultant maintains higher limits than the minimums shown above, City requires and shall be entitled to coverage for the higher limits maintained by Consultant. Any available insurance proceeds in excess of the specified minimum limits of insurance and coverage shall be available to the City.

E. Primary Coverage. For any claims related to this contract the Consultants insurance coverage shall be primary insurance as respects to City, its officers, officials, employees and volunteers. Any insurance or self-insurance maintained by the City, its officers, officials, employees, or volunteers shall be excess of Consultants insurance and shall not contribute with it.

Agenda Item #9.4.

Center for Public Safety Management, LLC June 13, 2023
F. Deductibles and Self-Insured Retentions. Any deductibles or self-insured retentions of $25,000 or greater must be declared to and approved by the City.

G. Other Insurance Provisions. The commercial general liability and automobile liability policies are to contain, or be endorsed to contain, the following provisions:

1. The City, its agent, officers, officials, employees, and volunteers are to be covered as additional insured as respects: liability arising out of work or operations performed by the Consultant or Consultant’s subconsultants; or automobile owned, leased, hired or borrowed by the Consultant.

2. For any claims related to Consultant’s conduct while performing the work of this project, the Consultant’s insurance coverage shall be primary insurance as respects the City, its agents, officers, officials, employees and volunteers. Any insurance or self-insurance maintained by the City, its agents, officers, officials, employees or volunteers shall be excess of the Consultant’s insurance and shall not contribute with it.

3. Each insurance policy required by this clause shall be endorsed to state that coverage shall not be cancelled by either party, except after thirty (30) days prior written notice by certified mail, return receipt requested, has been given to the City.

4. Coverage shall not extend to any indemnity coverage for the active negligence of the additional insured in any case where an agreement to indemnify the additional insured would be invalid under Subsection (b) of Section 2782 of the Civil Code.

H. Waiver of Subrogation. Consultant’s commercial general liability, automobile liability, workers’ compensation, and employer’s liability policies shall be endorsed with a waiver of subrogation. The insurance company, in its endorsement, agrees to waive all rights of subrogation against the City, its agents, officers, officials, employees and volunteers for losses paid under the terms of this policy which arises from the work performed by the named insured for the City.

I. The Acceptability of Insurers. Insurance is to be placed with insurers with a current A.M. Best’s rating of no less than A: VII, unless otherwise acceptable to the City.

J. Verification of Coverage. Consultant shall furnish the City with original certificates and amendatory endorsements effecting coverage required by this clause. The endorsements should be on forms provided by the City or on forms that conform to City requirements. All certificates and endorsements are to be received and approved by the City before work commences. The City reserves the right to require complete, certified copies of all required insurance policies, including endorsements affecting the coverage required by these specifications at any time.

SECTION 8 – INDEMNIFICATION
A. To the fullest extent allowed by law (including without limitation California Civil Code Sections 2782 and 2782.8), as may be applicable, Consultant shall indemnify, defend, and hold harmless City, its agents, officers, officials, employees, representatives, and volunteers from claims, demands, suits, loss, damages, injury, and/or liability (including any and all costs and expenses in connection therewith, including legal fees and expert witness costs) (collectively, Agenda Item #9.4.

Center for Public Safety Management, LLC June 13, 2023
“Liabilities”), caused by the negligent or otherwise wrongful act or omission of Consultant, its officers, agents, employees, subconsultants, and subcontractors, or any of them, under or in connection with this Agreement; and Consultant agrees at its own cost, expense and risk to defend claims, actions, suits, or other legal proceedings brought or instituted against City, its agents, officers, officials, employees and volunteers, or any of them, caused by such negligent or otherwise wrongful act or omission, and to pay and satisfy any resulting judgments.

B. When Consultant under this Agreement is duly licensed under California Business and Professions Code as an architect, landscape architect, professional engineer, or land surveyor (i.e., a “design professional,” pursuant to Civil Code § 2782.8(c)), the provisions of this section regarding Consultant’s duty to defend and indemnify apply only to claims that arise out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of Consultant.

C. If any action or proceeding is brought against Indemnitees by reason of any of the matters against which Consultant has agreed to indemnify Indemnitees as provided above, Consultant, upon notice from City, shall defend Indemnitees at Consultant’s expense by counsel reasonably acceptable to City, such acceptance not to be unreasonably withheld. Indemnitees need not have first paid for any of the matters to which Indemnitees are entitled to Indemnification in order to be so indemnified. The insurance required to be maintained by Consultant shall ensure Consultant’s obligations under this section, but the limits of such insurance shall not limit the liability of Consultant hereunder. The provisions of this section shall survive the expiration or earlier termination of this Agreement.

D. The provisions of this section do not apply to claims to the extent occurring as a result of the City’s sole negligence, active negligence, or willful acts or misconduct.

E. Duty to Cooperate. Each party shall notify the other party immediately in writing of any claim or damage related to activities or Services performed under this Agreement. The parties shall cooperate with each other in the investigation and disposition of all Liabilities arising out of the activities or Services under this Agreement.

F. In the event that Consultant executes any subconsulting agreements in connection with the Services performed under this Agreement, Consultant shall place in all such subconsulting agreements, and cause its subconsultants to agree to, the indemnity and insurance obligations in favor of City and other Indemnitees, as provided herein, in the exact form and substance of those contained in this Agreement.

SECTION 9 – INDEPENDENT CONTRACTOR STATUS
A. Consultant is and shall at all times remain a wholly independent contractor and not an officer, employee or agent of City. Consultant shall have no authority to bind City in any manner or to incur an obligation, debt or liability of any kind on behalf of or against City, whether by contract or otherwise, unless such authority is expressly conferred under this Agreement or is otherwise expressly conferred in writing by City.

B. The personnel performing the Services under this Agreement on behalf of Consultant shall at all times be under Consultant’s exclusive direction and control. Neither City, nor any elected or appointed boards, officers, officials, employees or agents of City, shall have control over the conduct of Consultant or any of Consultant’s officers, employees or agents, except as Agenda Item #9.4.

Center for Public Safety Management, LLC June 13, 2023
set forth in this Agreement. Consultant shall not at any time or in any manner represent that Consultant or any of Consultant’s officers, employees or agents are in any manner officials, officers, employees or agents of City.

C. Neither Consultant, nor any of Consultant’s officers, employees or agents, shall obtain any rights to retirement, health care or any other benefits which may otherwise accrue to City’s employees. Consultant expressly waives any claim Consultant may have to any such rights.

SECTION 10 – CONFLICTS OF INTEREST AND ANTI-FRAUD AND ANTICORRUPTION POLICIES A. Consultant covenants that neither it, nor any officer or principal of its firm, has or shall acquire any interest, directly or indirectly, which would conflict in any manner with the interests of City or which would in any way hinder Consultant’s performance of Services under this Agreement. Consultant further covenants that in the performance of this Agreement, no person having any such interest shall be employed by it as an officer, employee, agent, or subcontractor without the express written consent of the City Manager. Consultant agrees to at all times avoid conflicts with the interests of City in the performance of this Agreement.

B. City understands and acknowledges that Consultant is, as of the date of execution of this Agreement, independently involved in the performance of non-related Services for other governmental agencies and private parties. Consultant is aware of any stated position of City relative to such projects. Any future position of City on such projects shall not be considered a conflict of interest for purposes of this section.

C. Consultant understands and acknowledges City maintains an anti-fraud and anticorruption policy to protect the City, its operations, and its employees from and against financial risks, operational breaches, and unethical, fraudulent and corrupt activities. Consultant represents and warrants that Consultant, its subcontractor(s) / subconsultant(s) and their respective employees providing Services pursuant to the Agreement are (1) in good standing; (2) have not been previously investigated, convicted, or debarred for fraudulent or corrupt activities; (3) will not participate in fraudulent or corrupt activities, and (4) will take steps to ensure that its employees and subcontractor(s) / subconsultant(s) employees do not participate in any fraudulent or corrupt activities. Consultant acknowledges and agrees further that it has a duty to and will report to City any information or incident(s) about possible fraudulent or corrupt activities Consultant may discover, and will cooperate in any fraud or corruption investigation conducted, with respect to Consultant’s service provided pursuant to this Agreement.

SECTION 11 – OWNERSHIP OF DOCUMENTS
A. All deliverables prepared, developed or discovered by Consultant in the course of providing any Services pursuant to this Agreement shall become the sole property of City and may be used, reused or otherwise disposed of by City without the permission of the Consultant; provided that any reuse or use other than as contemplated in this Agreement shall be at the sole risk of City. When requested by City, but no later than three years after project completion, Consultant shall deliver to City all such original maps, models, designs, drawings, photographs, studies, surveys, reports, data, notes, computer files, files and other documents.

Agenda Item #9.4.

Center for Public Safety Management, LLC June 13, 2023
SECTION 12 – CONFIDENTIAL INFORMATION; RELEASE OF

INFORMATION
A. All information gained or work product produced by Consultant in performance of this Agreement shall be considered confidential, unless such information is in the public domain or already known to Consultant. Consultant shall not release or disclose any such information or work product to persons or entities other than City without prior written authorization from the City Manager, except as may be required by law.

B. Consultant, its officers, employees, agents or subcontractors, shall not, without prior written authorization from the City Manager or unless requested by the City Attorney of City, voluntarily provide declarations, letters of support, testimony at depositions, response to interrogatories or other information concerning the work performed under this Agreement.

Response to a subpoena or court order shall not be considered “voluntary” provided consultant gives City notice of such court order or subpoena.

C. If Consultant, or any officer, employee, agent or subcontractor of Consultant, provides any information or work product in violation of this Agreement, then City shall have the right to reimbursement and indemnity from Consultant for any damages, costs and fees, including attorneys’ fees, caused by or incurred as a result of Consultant’s conduct.

D. Consultant shall promptly notify City should Consultant, its officers, employees, agents or subcontractors be served with any summons, complaint, subpoena, notice of deposition, request for documents, interrogatories, request for admissions or other discovery request, court order or subpoena from any party regarding this Agreement and the work performed thereunder. City retains the right, but has no obligation, to represent Consultant or be present at any deposition, hearing or similar proceeding. Consultant agrees to cooperate fully with City and to provide City with the opportunity to review any response to discovery requests provided by Consultant. However, this right to review any such response does not imply or mean the right by City to control, direct, or rewrite such response.

SECTION 13 – SUSPENSION OF WORK
City may, at any time, by ten (10) days written notice suspend further performance by Consultant. All suspensions shall extend the time schedule for performance in a mutually satisfactory manner and Consultant shall be paid for Services performed and reimbursable expenses incurred prior to the suspension date.

SECTION 14 – COMPLIANCE WITH LAW
Consultant shall keep itself informed of and comply with all applicable federal, state and local laws, statutes, codes, ordinances, regulations and rules in effect during the term of this Agreement. Consultant shall obtain any and all licenses, permits and authorizations necessary to perform the Services set forth in this Agreement. Neither City, nor any elected or appointed boards, officers, officials, employees or agents of City, shall be liable, at law or in equity, as a result of any failure of Consultant to comply with this section.

Agenda Item #9.4.

Center for Public Safety Management, LLC June 13, 2023
SECTION 15 – COMPLIANCE WITH CIVIL RIGHTS
During the performance of this contract, Consultant agrees as follows:

A. Equal Employment Opportunity. In connection with the execution of this Agreement, Consultant shall not discriminate against any employee or applicant for employment because of race, religion, color, ancestry, age, sexual orientation, gender, gender identity and gender expression as protected categories specifically and expressively in that category, physical handicap, medical condition, marital status, sex, or national origin. Such actions shall include, but not be limited to, the following: employment, promotion, upgrading, demotion, or transfer; recruitment or recruitment advertising; layoff or termination; rate of pay or other forms of compensation; and selection for training including apprenticeship.

B. Nondiscrimination Civil Rights Act of l964. Consultant will comply with all federal regulations relative to nondiscrimination to federally-assisted programs.

C. Solicitations for Subcontractors including Procurement of Materials and Equipment.

In all solicitations, either by competitive bidding or negotiations, made by Consultant for work to be performed under a subcontract, including procurement of materials or leases of equipment, each potential subcontractor, supplier, or lessor shall be notified by Consultant of Consultant’s obligations under this Agreement and the regulations relative to nondiscrimination.

SECTION 16 – COMPLIANCE WITH CALIFORNIA LABOR CODE

REQUIREMENTS
A. Consultant is aware of the requirements of California Labor Code Sections 1720 et seq. and 1770 et seq., which require the payment of prevailing wage rates and the performance of other requirements on certain “public works” and “maintenance” projects (“Prevailing Wage Laws”). If the services are being performed as part of an applicable “public works” or “maintenance” project, as defined by the Prevailing Wage Laws, and if the total compensation is $1,000 or more, Consultant agrees to fully comply with such Prevailing Wage Laws. Consultant shall defend, indemnify and hold the City, its officials, officers, employees and agents free and harmless from any claims, liabilities, costs, penalties or interest arising out of any failure or alleged failure to comply with the Prevailing Wage Laws. It shall be mandatory upon the Consultant and all subconsultants to comply with all California Labor Code provisions, which include but are not limited to prevailing wages (Labor Code Sections 1771, 1774 and 1775), employment of apprentices (Labor Code Section 1777.5), certified payroll records (Labor Code Sections 1771.4 and 1776), hours of labor (Labor Code Sections 1813 and 1815) and debarment of contractors and subcontractors (Labor Code Section 1777.1). The requirement to submit certified payroll records directly to the Labor Commissioner under Labor Code section 1771.4 shall not apply to work performed on a public works project that is exempt pursuant to the small project exemption specified in Labor Code Section 1771.4.

B. If the services are being performed as part of an applicable “public works” or “maintenance” project, then pursuant to Labor Code Sections 1725.5 and 1771.1, the Consultant and all subconsultants performing such services must be registered with the Department of Industrial Relations. Consultant shall maintain registration for the duration of the Project and require the same of any subconsultants, as applicable. Notwithstanding the foregoing, the contractor registration requirements mandated by Labor Code Sections 1725.5 and 1771.1 shall Agenda Item #9.4.

Center for Public Safety Management, LLC June 13, 2023
not apply to work performed on a public works project that is exempt pursuant to the small project exemption specified in Labor Code Sections 1725.5 and 1771.1.

C. This Agreement may also be subject to compliance monitoring and enforcement by the Department of Industrial Relations. It shall be Consultant’s sole responsibility to comply with all applicable registration and labor compliance requirements. Any stop orders issued by the Department of Industrial Relations against Consultant or any subcontractor that affect Consultant’s performance of services, including any delay, shall be Consultant’s sole responsibility. Any delay arising out of or resulting from such stop orders shall be considered Consultant caused delay and shall not be compensable by the City. Consultant shall defend, indemnify and hold the City, its officials, officers, employees and agents free and harmless from any claim or liability arising out of stop orders issued by the Department of Industrial Relations against Consultant or any subcontractor.

SECTION 17 – AUDIT AND INSPECTION OF RECORDS
A. Records of Consultant’s direct labor costs, payroll costs, and reimbursable expenses pertaining to this project covered by this Agreement will be kept on a generally recognized accounting basis and made available to City if and when required for a period of up to 3 years from the date of Consultant’s final invoice.

B. Consultant shall maintain all documents and records prepared by or furnished to Consultant during the course of performing the Services for at least three (3) years following completion of the Services. Such records include, but are not limited to, correspondence, internal memoranda, technical reports and investigations, calculations, books and accounts, accounting records documenting its work under its Agreement, and invoices, payrolls, records and all other data related to matters covered by this Agreement.

C. Consultant shall permit City to audit, examine and make copies, excerpts and transcripts from such records, and the Consultant shall in no event dispose of, destroy, alter, or mutilate said books, records, accounts, and data in any matter whatsoever for three (3) years after City makes the final or last payment or within three (3) years after any pending issues between City and Consultant with respect to this Agreement are closed, whichever is later.

SECTION 18 – LIMITATION OF LIABILITY
A. Consultant agrees that any liability of City arising in connection with this Agreement shall be limited exclusively to the City-entity identified as the “City” under this Contract. Under no circumstance shall any other City-entity be liable to Consultant under any theory, whether in contract, tort, or otherwise, and Consultant waives unconditionally any such claims. Consultant hereby waives and release other City-entites from any liability under this Agreement.

B. Notwithstanding any other provision of this Agreement, in no event shall City be liable, regardless of whether any claim is based on contract or tort, for any special, consequential, indirect or incidental damages, including, but not limited to, lost profits or revenue, arising out of or in connection with this Agreement or the Services performed hereunder.

Agenda Item #9.4.

Center for Public Safety Management, LLC June 13, 2023
SECTION 19 – COOPERATION BY CITY
All public information, data, reports, records, and maps as are existing and available to City as public records, and which are necessary for carrying out the work as outlined in the Exhibit A, “Scope of Services”, shall be furnished to Consultant in every reasonable way to facilitate, without undue delay, the work to be performed under this Agreement.

SECTION 20 – NOTICES
All notices required or permitted to be given under this Agreement shall be in writing and shall be personally delivered, sent by facsimile, email, or first class mail, addressed as follows:

To City: City Manager
1088 College Avenue
St. Helena, California 94574
To Consultant: Thomas J. Wieczorek, Director
475 K Street NW, Suite 702
Washington, DC 20001
[email protected]
Notice shall be deemed effective on the date personally delivered or transmitted by facsimile, email, or, if mailed, three (3) days after deposit in the custody of the U.S. Postal Service.

SECTION 21 – TERMINATION
A. City may terminate this Agreement, with or without cause, at any time by giving ten (10) days written notice of termination to Consultant. If such notice is given, Consultant shall cease immediately all work in progress.

B. If either Consultant or City fail to perform any material obligation under this Agreement, then, in addition to any other remedies, either Consultant, or City may terminate this Agreement immediately upon written notice.

C. Upon termination of this Agreement by either Consultant or City, all property belonging to City which is in Consultant’s possession shall be delivered to City. Consultant shall furnish to City a final invoice for work performed and expenses incurred by Consultant, prepared as set forth in this Agreement.

SECTION 22 – ATTORNEYS’ FEES
If litigation or other proceeding is required to enforce or interpret any provision of this Agreement, the prevailing party in such litigation or other proceeding shall be entitled to an award of reasonable attorneys’ fees, costs and expenses, in addition to any other relief to which it Agenda Item #9.4.

Center for Public Safety Management, LLC June 13, 2023
may be entitled. In addition, any legal fees, costs and expenses incurred to enforce the provisions of this Agreement shall be reimbursed to the prevailing party.

SECTION 23 – ENTIRE AGREEMENT
This Agreement, including the attached Exhibits, is the entire, complete, final and exclusive expression of the parties with respect to the matters addressed therein and supersedes all other agreements or understandings, whether oral or written, or entered into between Consultant and City prior to the execution of this Agreement. No statements, representations or other agreements, whether oral or written, made by any party which are not embodied herein shall be valid and binding unless in writing duly executed by the parties or their authorized representatives.

SECTION 24 – SUCCESSORS AND ASSIGNS
This Agreement shall be binding on the heirs, executors, administrators, successors and assigns of the parties. However, this Agreement shall not be assigned by Consultant without written consent of the City.

SECTION 25 – CONTINUITY OF PERSONNEL
Consultant shall make every reasonable effort to maintain the stability and continuity of Consultant’s staff assigned to perform the Services required under this Agreement. Consultant shall notify City of any changes in Consultant’s staff assigned to perform the Services required under this Agreement, prior to any such performance.

SECTION 26 – DEFAULT
In the event that Consultant is in default under the terms of this Agreement, the City shall not have any obligation or duty to continue compensating Consultant for any work performed after the date of default and may terminate this Agreement immediately by written notice to Consultant.

SECTION 27 – WAIVER
Waiver by any party to this Agreement of any term, condition, or covenant of this Agreement shall not constitute a waiver of any other term, condition, or covenant. Waiver by any party of any breach of the provisions of this Agreement shall not constitute a waiver of any other provision, or a waiver of any subsequent breach or violation of any provision of this Agreement. Acceptance by City of any work or Services by Consultant shall not constitute a waiver of any of the provisions of this Agreement.

SECTION 28 – LAW TO GOVERN; VENUE
This Agreement shall be interpreted, construed and governed according to the laws of the State of California. In the event of litigation between the parties, venue in state trial courts shall lie exclusively in the County of Napa. In the event of litigation in a U.S. District Court, venue shall lie exclusively in the Northern District of California, in San Francisco.

Agenda Item #9.4.

Center for Public Safety Management, LLC June 13, 2023
SECTION 29 – SEVERABILITY
If any term, condition or covenant of this Agreement is declared or determined by any court of competent jurisdiction to be invalid, void or unenforceable, the remaining provisions of this Agreement shall not be affected thereby and the Agreement shall be read and construed without the invalid, void or unenforceable provision(s).

SECTION 30 – THIRD PARTY BENEFICIARIES
Consultant’s subconsultants shall agree to be bound to the terms of the Agreement to the extent of their scope of Services, including but not limited to, terms regarding indemnity and dispute resolution, and shall agree that City is deemed an express third party beneficiary of their subconsultant agreements. Nothing contained in this Agreement, however, shall operate to confer such or similar rights or benefits on persons or entities not party to this Agreement.

SECTION 31 – STATUTES OF LIMITATION
As between the parties to this Agreement, any applicable statute of limitations for action arising out of, pertaining to, or relating to any act or failure to act in connection with this Agreement shall commence to run on the date of City’s issuance of the final Certificate for Payment, or termination of this Agreement, whichever is earlier, except for latent defects and/or deficiencies, for which the applicable statute of limitation shall begin to run upon discovery of the defect and/or deficiency and its cause.

SECTION 32 – SPECIAL PROVISIONS
This Agreement is subject to the following special provisions: none.

IN WITNESS WHEREOF, the parties hereto have accepted, made, and executed this Agreement upon the terms, conditions, and provisions above stated, the day and year first above written.

Consultant: City:

By: ________________________________ By: ________________________ Name: ______________________________ Name: Anil Comelo
Title:________________________________ Title: City Manager Approved as to Form:

By: _________________________________
Name: Ethan Walsh
Title: City Attorney
Agenda Item #9.4.

P R O P O S A L F O R

COMPREHENSIVE

ANALYSIS OF

FIRE/EMS SERVICE
St. Helena, California

CENTER FOR PUBLIC SAFETY MANAGEMENT, LLC
475 K STREET NW, SUITE 702 • WASHINGTON, DC 20001
WWW.CPSM.US • 616-813-3782
Exclusive Provider of Public Safety Technical Services for International City/County Management Association

C E N T E R F O R P U B L I C S A F E T Y M A N A G E M E N T , L L C Agenda Item #9.4.

March 12, 2023
Anil Comelo
City Manager
1088 College Avenue
St. Helena, CA 94574
Dear Mr. Comelo:

The Center for Public Safety Management, LLC, (CPSM) as the exclusive provider of public safety technical assistance for the International City/County Management Association, is pleased to submit this proposal to the City of St. Helena, California for an analysis of fire and EMS services.

The CPSM approach is unique and more comprehensive than ordinary accreditation or competitor studies.

In general, our analysis involves the following major outcomes:
▪ Conduct a data-driven forensic analysis to identify actual workload of stations, equipment, and personnel. We will quantify the Unit Hour Utilization rates for your EMS department. This forms the basis for determining what is driving overtime; workloads; and service demands. ▪ Identify and recommend appropriate staffing and deployment levels for every discrete operational and support function in the department.
▪ Conduct a risk analysis of your community and for the department. ▪ Examine the department’s organizational structure and culture. ▪ Perform gap analysis, comparing the “as is” state of the department to the industry’s best practices.
▪ Recommend a management framework to ensure accountability, increased efficiency, enhanced safety for responders and the community, and improved performance. ▪ Determine staffing analysis using workload and performance for fire and EMS departments.

Located in Napa County, St. Helena faces the same challenges of many communities: staffing the fire department with less paid on call and volunteers available. The department protects the city of 5,400 and receives aid from surrounding communities as well as Napa County which contracts with CAL fire for staffing. EMS is provided through the county which contracts with AMR to transport patients to the local hospital. The fire department provides medical first response and extrication.

Nearby communities include Napa City, American Canyon, and Calistoga. St. Helena Fire Department currently staffs 1 engine with three personnel 24/7. Staff consists of six full time firefighters and 18 part-time firefighters.

Agenda Item #9.4.

This proposal is specifically designed to
provide the local government with a
thorough and unbiased analysis of
emergency services in your
community. We have developed a
unique approach by combining the
experience of dozens of emergency
services subject matter experts. The
team assigned to the project will have
hundreds of years of practical
experience managing emergency
service agencies, a record of research,
academic, teaching and training, and
professional publications, and
extensive consulting experience from
hundreds of projects completed for
municipalities nationwide. The team
we assemble for you will be true
“subject matter experts” with hands-on
emergency services experience, not
research assistants or interns.

ICMA has provided direct services to
local governments worldwide for
almost 100 years, which has helped to
improve the quality of life for millions of
residents in the United States and
abroad. My colleagues at CPSM and I
greatly appreciate this opportunity
and would be pleased to address any
comments you may have. I can be reached at 616-813-3782 or via email at [email protected] .

Sincerely,
Thomas J. Wieczorek
Director
Center for Public Safety Management. LLC
Agenda Item #9.4.

TABLE OF CONTENTS
The Association and CPSM LLC ................................................................ 1 International City-County Management Association........................ 1 Center for Public Safety Management LLC....................................................... 1 Meet Your Team......................................................................................... 2 Corporate compliance .......................................................................... 3 Forensic Analysis Data Team ................................................................. 5 Operations Assessment .......................................................................... 6 Strategic Planning Team…………………………………………………. 14
Project Schedule...................................................................................... 16 The CPSM Approach................................................................................ 17 Benchmarking the Community ........................................................... 18 Patrol Analysis........................................................................................ 20 Investigations......................................................................................... 23 Administration and Support................................................................. 24 Operation of Evidence and Property................................................. 25 Duty to intercede/use of force ........................................................... 25 Organizational Culture......................................................................... 26 Health and Safety ................................................................................. 26 Performance Management ................................................................ 26 Proposed Fees .......................................................................................... 27 Conclusion................................................................................................ 27 Past and Current Projects........................................................................ 28 Agenda Item #9.4.

1 THE ASSOCIATION & THE COMPANY
International City/County Management Association (ICMA) The International City/County Management Association (ICMA) is a 109-year-old, non-profit professional association of local government administrators and managers, with approximately 13,000 members located in 32 countries.

Since its inception in 1914, ICMA has been dedicated to assisting local governments and their managers in providing services to their citizens in an efficient and effective manner. ICMA advances the knowledge of local government best practices with its website, www.icma.org, publications, research, professional development, and membership.

Center for Public Safety Management (CPSM)
The ICMA Center for Public Safety Management (ICMA/CPSM) was launched by ICMA to provide support to local governments in the areas of police, fire, and Emergency Medical Services.

The Center also represents local governments at the federal level and has been involved in numerous projects with the Department of Justice and the Department of Homeland Security. In 2014 as part of a restructuring at ICMA, the Center for Public Safety Management (CPSM) spun out as a separate company and is now the exclusive provider of public safety technical assistance for ICMA. CPSM provides training and research for the Association’s members and represents ICMA in its dealings with the federal government and other public safety professional associations such as CALEA, PERF, IACP, IFCA, IPMA-HR, DOJ, BJA, COPS, NFPA, etc.

The Center for Public Safety Management, LLC maintains the same team of individuals performing the same level of service that it had for ICMA. CPSM’s local government technical assistance experience includes workload and deployment analysis, using our unique methodology and subject matter experts to examine department organizational structure and culture, identify workload and staffing needs as well as industry best practices.

We have conducted over 400 such studies in 46 states and provinces and more than 275 communities ranging in population size 3,300 (Lewes, DE) to 800,000 (Indianapolis, IN).

Agenda Item #9.4.

2 MEET YOUR TEAM -- FIRE
For this project, CPSM will assemble a premier team of experts from a variety of disciplines from across the United States. The goal is to develop recommendations that will produce the outcomes necessary to provide critical emergency services consistent with the community’s financial capabilities. The team will consist of a project manager, one Operations Leader and several senior public safety experts selected from our staff to meet the specific needs of the municipality.

The management organizational chart for the
project includes the following key team members

PROJECT MANAGER
Thomas J. Wieczorek
Director

DATA TEAM LEADER
Dov Chelst, Ph.D.

FIRE TEAM LEADER
Joseph Pozzo

MPA, CFOD, SHRM-SCP
Agenda Item #9.4.

3 CORPORATE COMPLIANCE UNIT

PROJECT MANAGER

THOMAS WIECZOREK
Director, Center for Public Safety Management; retired City Manager Ionia, MI; former Executive Director Center for Public Safety Excellence

BACKGROUND
Thomas Wieczorek is an expert in fire and emergency medical services operations. He has served as a police officer, fire chief, director of public safety and city manager, and is former Executive Director of the Center for Public Safety Excellence (formerly the Commission on Fire Accreditation International, Inc.).

He has taught numerous programs for the International City-County Management Association, Grand Valley State University, the National Highway Traffic Safety Administration (NHTSA), State of Michigan’s Transportation Asset Management Council, and Grand Rapids Community College. He often testified for the Michigan Municipal League before the legislature and in several courts as an expert in the field of accident reconstruction and fire department management. He is the past president of the Michigan Local Government Manager’s Association (MLGMA, now MME); served as the vice-chairperson of the Commission on Fire Officer Designation; served as ICMA’s representative on the International Accreditation Service (IAS), a wholly owned subsidiary of the International Code Council (ICC); and currently serves on the NFPA 1710 and 1730 committee.

He worked with the National League of Cities and the Department of Homeland Security to create and deliver a program on emergency management for local officials titled, “Crisis Leadership for Local Government Officials.” It has been presented in 43 states and has been assigned a course number by the DHS. He represents ICMA on the Emergency Management Assistance Compact (EMAC) Board and other fire service participation areas. In 2022 he worked with ICMA to create a FEMA program on economic recovery from disasters for local government managers. It has been delivered via webinar and in person across the United States.

He received the Mark E. Keane “Award for Excellence” in 2000 from the ICMA, the Association’s highest award and was honored as City Manager of the Year (1999) and Person of the Year (2003) by the Rural Water Association of Michigan, and distinguished service by the Michigan Municipal League in 2005.

Agenda Item #9.4.

4 MANAGING PARTNER
LEONARD A. MATARESE, MPA, ICMA-CM, IPMA-CP
Director of Research and Project Development, Center for Public Safety Management

BACKGROUND
Mr. Matarese is a specialist in public sector administration with expertise in public safety issues. He has 44 years’ experience as a law enforcement officer, police chief, public safety director, city manager and major city Human Resources Commissioner. He was one of the original advisory board members and trainer for the first NIJ/ICMA Community Oriented Policing Project which has
subsequently trained thousands of municipal practitioners on the techniques of the community policing philosophy over the past 18 years. He has managed several hundred studies of emergency services agencies with attention to matching staffing issues with calls for service workload.

Recognized as an innovator by his law enforcement colleagues, he served as the Chairman of the SE Quadrant, Florida, Blue Lighting Strike Force, a 71agency, U.S. Customs Service antiterrorist and narcotics task force and as president of the Miami-Dade County Police Chief’s Association – one of America’s largest regional police associations. He represents ICMA on national projects involving the United States Department of Homeland Security, The Department of Justice, Office of Community Policing and the Department of Justice, Office Bureau of Justice Assistance. He has also served as a project reviewer for the National Institute of Justice and is the subject matter expert on several ICMA / USAID police projects in Central America. As a public safety director, he has managed fire / EMS systems including ALS transport. He was an early proponent of public access and police response with AEDs.

Mr. Matarese has presented before most major public administration organizations at annual conferences on numerous occasions and was a keynote speaker at the 2011 annual PERF conference. He was a plenary speaker at the 2011 TAMSEC Homeland security conference in Linköping, Sweden and at the 2010 UN Habitat PPUD Conference in Barcelona, Spain.

He has a master’s degree in public administration and a bachelor’s degree in Political Science.

He is a member of two national honor societies and has served as an adjunct faculty member for several universities. He holds the ICMA Credentialed Manager designation, as well as Certified Professional designation from the International Public Management AssociationHuman Resources. He also has extensive experience in labor management issues, particularly in police and fire departments. Mr. Matarese is a life member of the International Association of Chiefs of Police and of ICMA.

Agenda Item #9.4.

5 DATA AND GIS TEAM
DATA ASSESSMENT TEAM – PROJECT LEADER
DOV CHELST, PH.D.

Director of Quantitative Analysis

BACKGROUND
Dr. Chelst is an expert in analyzing public safety department’s workload and deployment. He manages the analysis of all public safety data for the Center. He is involved in all phases of The Center’s studies from initial data collection, on-site review, large-scale dataset processing, statistical analysis, and designing data reports. To date, he has managed over 140 data analysis projects for city and county agencies ranging in population size from 8,000 to 800,000.

Dr. Chelst has a Ph.D. Mathematics from Rutgers University and a B.A.

Magna Cum Laude in Mathematics and Physics from Yeshiva University. He has taught mathematics, physics, and statistics, at the university level for 9 years. He has conducted research in complex analysis, mathematical physics, and wireless communication networks and has presented his academic research at local, national, and international conferences, and participated in workshops across the country.

PUBLIC SAFETY DATA ANALYST
XIANFENG LI, PH.D.

BACKGROUND
Dr. Xianfeng Li is a professional computational scientist and certified SAS programmer with a wealth of knowledge and research experience in Complex System Modeling, Data Analysis, and Statistical Physics. He is highly qualified in various coding programs and has earned numerous data science certifications. He previously worked as a Research Associate and Postdoctoral Fellow. Dr. Li earned his Ph.D. and master’s degree in Polymer Science within the Institute of Chemistry from the Chinese Academy of Sciences in Beijing. He earned his bachelor’s degree in Chemistry at Jilin University in Changchun.

Agenda Item #9.4.

6 SENIOR PUBLIC SAFETY SUBJECT MATTER EXPERT -- GIS
DAVID MARTIN, PH.D.

Senior Researcher in the Center for Urban Studies, Wayne State University

BACKGROUND
Dr. Martin specializes in public policy analysis and program evaluation.

He has worked with several police departments to develop crime mapping and statistical analysis tools. In these projects, he has developed automated crime analysis tools and real-time, dashboardstyle performance indicator systems for police executive and command staff. Dr. Martin teaches statistics at Wayne State University. He is also the program evaluator for four Department of Justice Weed and Seed sites. He is an expert in the use of mapping technology to analyze calls for service workload and deployments.

PUBLIC SAFETY DATA ANALYST-GIS
Monicque Lee, MS, BS

BACKGROUND
Ms. Lee has extensive experience in the areas of data and geospatial analysis, hydrographic data processing, mapping platforms, and project management. She has worked as a GIS consultant, and with the U.S. Army Corps of Engineers where she received a U.S. Army commendation, and the United States Geological Survey, Grand Canyon Monitoring and Research Center. Ms. Lee has a Master of Science in Geographic Information Science & Technology.

Agenda Item #9.4.

7 OPERATIONS ASSESSMENT TEAM – FIRE AND EMS TEAM
SENIOR MANAGER: FIRE AND EMS
Retired Fire Chief, JOSEPH E. POZZO, MPA, CFOD, SHRM-SCP Former Director of Public Protection for Volusia County, Florida; Former Assistant Director of Human Resources, Volusia County, FL; Former Deputy Director, Volusia County Department of Public Protection; former Director and Fire Chief, Volusia County, Florida, former Fire Chief, Loudon County, Virginia, former Fire Chief Portsmouth, Virginia.

BACKGROUND
Joe has a forty (40) year career in public service, and most recently served as the Director of Public Protection for Volusia County, Florida where he provided executive leadership to the Fire, EMS, Emergency Management, Corrections, Animal Control, and Beach Safety divisions. The Public Protection Department is the largest department in Volusia County and includes 945+ employees, an EMS Division that handles over 50,000 transports per year and utilizes Florida’s first ever Nurse Triage system in the 911 Center, an allhazards Emergency Management Division that specializes in coastal storm preparation and response, and a Fire Division that responds to 23,000 calls/year utilizing ALS staffed apparatus.

From March 2015 to September of 2018, Joe served as the Assistant Director of Human Resources for Volusia County, Florida (3,200 employees), where he managed the employee relations, benefits administration, and occupational health services functions and teams, as well as assist in the management and negotiation of six collective bargaining agreements/units. Joe was also involved in developing and implementing the County’s Diversity and Inclusion initiative.

Joe has also served as the Deputy Director of the Department of Public Protection Volusia County, Florida, where he was responsible for the day-to-day operations of Fire, EMS, Emergency Management, Medical Examiner, Beach Safety, Corrections, and Animal Services.

He was formerly Fire Chief of Volusia County Fire Services, where he developed and implemented a service model designed to introduce EMS transport into the agency, incorporate fleet efficiencies, and enhance the wild land/urban interface efforts.

Prior to Chief Pozzo’s appointment in Volusia County in 2010, he served as the Chief of the Loudoun County Department of Fire and Rescue. This agency is a combination fire and rescue system providing fire, rescue, and emergency management services in one of the fastest growing counties in the nation. The fire and rescue system during Chief Pozzo’s tenure provided these services to over 275,000 permanent residents living in 520 square miles of diverse suburban and rural area located within the National Capital Region. Services were executed through 450+ career staff 1400+ volunteer members operating out of 19 stations.

Prior to his appointment with Loudoun County, Chief Pozzo served as Chief of the Portsmouth Fire, Rescue and Emergency Services Department. This agency is one of the oldest professional departments on the eastern seaboard and served over 100,000 residents during Chief Pozzo’s tenure. Chief Pozzo also served in the City of Virginia Beach, Va. Fire Agenda Item #9.4.

8 Department for 19 years, reaching the level of Deputy Fire Marshal and then Battalion Chief prior to embarking on his career as a Fire Chief/Director.

Joe holds a Master of Public Administration degree from Troy University, a B.A. in Public Administration from Saint Leo University, and numerous public safety technical certifications. He holds the Chief Fire Officer Designation from the Center for Public Safety Excellence and is a Senior Certified Professional in Human Resources through the Society of Human Resource Management (SHRM).

SENIOR ASSOCIATE: FIRE SERVICES
CHIEF JOHN (JACK) BROWN, B.A., M.S., EFO
Director of Arlington County Office of Emergency Management Retired Assistant Chief Fairfax County Fire & Rescue Department

BACKGROUND
Jack Brown’s 40-year public safety career includes 29 years with the Fairfax County, Virginia Fire & Rescue Department, where he retired as Assistant Fire Chief of Operations.

He served in several operational and staff positions, including the Office of the Fire Marshal where he attained NFPA certification as a Fire Inspector II and Fire Investigator. As an investigator, he conducted post fire and post blast investigations, assisting in the prosecution of offences involving arson and illegal explosives.

He served as a Planning Section Chief and Task Force Leader for the Fairfax County Urban Search and Rescue Task Force (VA TF-1). He deployed to Nairobi, Kenya as Plans Chief in response to the 1998 embassy bombing and as Task Force Leader on a deployment to Taiwan in response to an earthquake in 1999.

Upon his retirement from Fairfax County in 2000, he became the Assistant Chief for the Loudoun County Department of Fire, Rescue and Emergency Management, where he led a team of firefighters to the Pentagon on 9/11 and assisted the Arlington County Fire Department as the initial Planning Section Chief for the incident. Jack served as Planning Section Chief on a Northern Virginia multi-jurisdictional emergency management task force that reestablished the New Orleans Emergency Operations Center just after Hurricane Katrina. He retired from Loudoun County in 2006 to pursue a career in emergency management.

Brown retired from the Coast Guard Reserve as a Chief Warrant Officer 4, specializing in port safety and security, with 33 years of combined Army and Coast Guard Reserve service. After 9/11, he served on active duty for 47 months, including 15 months in the Middle East. He received the Bronze Star Medal for actions in Baghdad, Iraq while supporting combat operations during Operation Iraqi Freedom.

Brown holds a bachelor’s degree in Fire Science Administration from the University of Maryland and a master’s degree in quality systems management from the National Graduate School, Agenda Item #9.4.

9 Falmouth, Massachusetts. He is a 1997 graduate of the National Fire Academy’s Executive Fire Officer Program at the National Emergency Training Center, Emmitsburg, Maryland. He has been an adjunct professor at the Northern Virginia Community College and the University of the District of Columbia in the Fire Science curriculums. He is a graduate of the Executive Leadership Program in the Center for Homeland Defense and Security at the Naval Postgraduate School, Monterey, California.

SENIOR ASSOCIATE: FIRE SERVICES
CHIEF RONDALL L. EARLY, MPA, EFO, NREMT-P
Fire Chief, Town of Wake Forest, North Carolina

BACKGROUND
Chief Early has more than 30 years of fire and EMS experience as a practitioner, middle manager, and Chief Officer in the planning, organizing, leading, and administration of Fire and EMS department operations. Since 2008, Chief Early has commanded the Town of Wake Forest, NC Fire Department.

The Town of Wake Forest fire department is a combination fire department that provides fire suppression, basic life support emergency medical services first response, hazardous material response, fire prevention, emergency management oversight, and fire and emergency medical services training programs. The department serves the Town of Wake Forest and a surrounding unincorporated fire district.

Prior to his appointment in Wake Forest, Chief Early served the Portsmouth, VA Fire and EMS Department for twenty years. In Portsmouth, Chief Early rose through the ranks from firefighter to Chief Officer, working in all areas of this department as a practitioner, company officer, and middle manage assigned to engine and ladder companies, EMS transport, and professional development. Chief Early’s final assignment in Portsmouth prior to leaving for Wake Forest was as the Division Commander for Emergency Medical Services, where he oversaw the department’s EMS transport operation, EMS billing, training, and administration of this departmental division.

Chief Early holds a Master of Public Administration degree from Troy University, is a 2011 graduate of the National Fire Academy’s Executive Fire Officer Program, holds the certification of Nationally Registered Emergency Medical Technician-Paramedic, and holds the rank of 2nd Lieutenant with the North Carolina Civil Air Patrol in charge of Emergency Services.

SENIOR ASSOCIATE: FIRE SERVICES

CHIEF MIKE IACONA, MPA
Retired Fire Chief/Director Flagstaff Fire Department, Flagstaff Arizona Retired Director and Fire Chief, Orange County, Florida Agenda Item #9.4.

10 BACKGROUND
Chief Iacona has 38 years of fire service experience, with the last 17 years as Fire Chief. He currently serves as fire chief for the City of Flagstaff, Arizona and has held this position since 2002.

Prior to this, he was the Director of Orange County Fire Rescue, Florida, which included oversight of the County’s emergency management functions. In addition to duties associated with fire chief, he has served in various capacities, rising through the ranks from to fire fighter/paramedic to chief fire officer. Mike has led a fire training division, was the Chief of Operations, served as Emergency Manager in EOC Operations, was Chief Negotiator in multiple IAFF Contract deliberations.

He has supervised the development of several fire master plans, was a volunteer fire fighter coordinator, led multiple fire code adoption processes, oversaw personnel and payroll functions and implemented fire impact fees. He also has wildland fire experience, supervising a fuel management program, the adoption of a Wildland Interface Code, and the adoption of a Community Wildfire Protection Plan (CWPP).

Chief Iacona holds a master’s degree in public administration and did his undergraduate work in Urban Planning at Florida Atlantic University, in Boca Raton, FL. He is a graduate of the National Fire Academy’s Executive Fire Officer Program and attended The Program for Senior Executives in State and Local Government at the Harvard Kennedy School.

SENIOR ASSOCIATE: FIRE SERVICES
DEPUTY CHIEF JAMES L. MAUNEY
Former Deputy Fire Chief, Volusia County, Florida
Former Deputy Operations Supervisor, Volusia County Emergency Management Former Fire Chief, Lake County Fire & Rescue, Former Director of the Emergency Services Institute Volusia County Fire Services

BACKGROUND
Jim has a thirty (30) year career in public safety, beginning as a State Trooper with the Florida Highway Patrol. Since his retirement from Volusia County, Jim has embarked on a post-retirement career where he develops and conducts specialized training that includes incident command and management; wild land/urban interface suppression and defensible communities; design, development, implementation, and evaluation of emergency response exercises; firefighter principles and practices; fire company officer leadership, continuity of operations planning, and hazardous materials.

Jim is certified in the Homeland Security Exercise Evaluator Program (HSEEP), and conducts training supported by the Department of Justice, State of Florida, National Wildfire Coordinating Group, FEMA, NIMS.

Agenda Item #9.4.

11 As an Assistant Chief with Volusia County, FL, Jim trained Florida’s first wildland fire crew in 1994; the Volusia County Fire Service Firewalkers. These 30 certified firefighters were trained in wildland firefighting tactics, Florida fuels topography, and weather. In 1998 the team was instrumental in saving lives, businesses, and homes in Volusia County during what is still recognized as “the most complex fire in America’s history”. During this incident, Jim served as the Area Commander for 6 weeks, managing resources for 968 individual wildland fires totaling 147,000 acres.

Jim is a subject matter expert in the concepts for determining the risks associated with the wild land/urban interface and Firewise Community development. Jim also has extensive experience in the principles and practices of Emergency Management. During Jim’s career in Emergency Management, he coordinated operations with sixteen (16) municipalities to incidents within the County during fifty (50) plus federally declared disasters. Jim maintains his Florida Department of Law Enforcement certifications and serves as a law enforcement Reserve Sergeant in Lake Helen, Florida.

Jim has completed coursework at the National Emergency Training Center in Emmitsburg, MD, and holds numerous technical and instructor certifications in fire, emergency medical services, law enforcement, emergency management, incident command, Homeland Security, and firearms.

SENIOR ASSOCIATE: FIRE SERVICES
CHIEF PETER J. FINLEY, JR. (RET.), BA, EFO
Retired Chief of Department City of Vineland Fire Department and Winslow Township Fire Department. Past President NJ Career Fire Chiefs Association.

BACKGROUND
Pete Finley’s 36-year career in the fire and emergency services includes 28 in a career capacity with several different fire departments. He has served as Chief of Department for two New Jersey Fire Departments, most recently the Winslow Township Fire Department where, significant among other accomplishments, he was responsible for the planning, establishment, and initial deployment of the career component of the department as it transitioned from fully volunteer to combination status. Prior to that he served for more than 20 years with the City of Vineland Fire Department holding every operational rank (Firefighter, Fire Prevention Specialist, Captain, Deputy Chief, Fire Chief) including 4 ½ years as Chief of Department.

In this position he initiated significant changes within the department including implementing numerous improved operational and safety initiatives, updating and modernizing equipment, providing the department’s first ever formal officer training and development program, and significantly increasing the capabilities of the regional hazardous materials and special operations response team. During his tenure, the department received more than one million dollars in various grants. He formerly commanded the Vineland Rescue Squad gaining significant EMS operations and command experience and completing a complete overhaul of that organization’s operations.

Chief Finley currently serves as an Adjunct Professor in the Fire Science Program at Camden County College. In addition, since his retirement, he has been involved in conducting numerous fire department operational readiness and organizational evaluations including several under Agenda Item #9.4.

12 the auspices of the United State Coast Guard related to domestic port security assessments. He has also been involved in the development and administration of several fire service promotional examinations and assessment processes.

Chief Finley received his Associate in Applied Science degree from Atlantic Community College in New Jersey and earned his Bachelor of Science degree in Fire Science/ Administration from the University of Maryland. He is a 2003 graduate of the National Fire Academy’s Executive Fire Officer Program earning an Outstanding Research Award for his 2002 paper titled, “Residential Fire Alarm Systems: The Verification and Response Dilemma”.

He has earned more than two dozen state and national fire service certifications, most of them the highest level attainable. Chief Finley has been a member of several fire service organizations and served on numerous committees throughout his career. In 2008 and 2009 he served as President of the New Jersey Career Fire Chiefs Association, a professional association that represents and advocates for the interests of the state’s full-time professional fire chiefs and the fire service in general. From 2003–2005 he was a member of the Training and Education Committee of the Governor’s Fire Service and Safety Task Force.

SENIOR ASSOCIATE: FIRE SERVICES
Chief Mark I. Piland, MPH, EFO
Fire Chief, City of Frisco, Texas

BACKGROUND
Mark I. Piland is the Fire Chief for the City of Frisco, Texas, one of the fastest growing cities in the United States. Previously, Piland served as the Fire Chief for Volusia County Fire Services in Volusia County, Florida and as Shift Commander in Operations for the Virginia Beach Fire Department in Virginia Beach, VA. He also served on Virginia Task Force 2, a FEMA Urban Search and Rescue Team as Task Force Leader, East Coast Task Force Leader Representative, and Incident Support Team Leader with deployments to the Pentagon, Katrina, and Haiti.

Piland also served as a Principal Member on NFPA Technical Committee 1981 Standard on Open Circuit Self Contained Breathing Apparatus for seven years. Piland was recently selected to represent the International Association of Fire Chiefs (IAFC) at the NFPA Forum, a think tank of fire service leaders brought together to discuss and make recommendations for the protection of the fire service as well as the life and safety protection needs of society.

Piland possess a Master of Public Health from Eastern Virginia Medical School, and a Bachelor of Psychology from Old Dominion University and is a graduate of the National Fire Academy’s Executive Fire Officer Program, The Executive Leaders Program at the Post Naval Graduate School, Center for Homeland Defense, and Senior Executives in State and Local Government from The Kennedy School at Harvard.

Agenda Item #9.4.

13 ASSOCIATE: FIRE SERVICES
Retired Deputy Fire Chief, Matt Gustafson
Former Deputy Chief for Sonoma County Fire District; Former Battalion Chief and Fire Marshal for Central Fire Authority of Sonoma County (Windsor and Rincon Valley Fire Districts); Former Acting Assistant Fire Chief for Central Fire Authority of Sonoma County; Former Battalion Chief and Fire Marshal for Windsor Fire Protection District; Former Assistant Chief and Director of Security for Lucasfilm LTD / Skywalker Ranch Fire Brigade. Currently serving as adjunct fire technology instructor at the Santa Rosa Jr. College.

BACKGROUND
Matt has a forty-year career in public and private fire service, and most recently retired as a Deputy Chief with the Sonoma County, CA Fire District. Deputy Chief Matt Gustafson started his career as a volunteer Firefighter for the City of Larkspur (CA). Matt was later hired at Lucasfilm LTD to help create a new fire, safety, and security division for the Skywalker Ranch / Lucasfilm complexes. Matt gained extraordinary experience and education in private emergency services as well as motion-picture film and TV entertainment safety.

Matt worked his way up to Assistant Fire Chief and Head of Safety/Security for the Skywalker Ranch complex.

In 1998, Matt was hired with Windsor Fire Protection District as a Battalion Chief / Fire Marshal. As Battalion Chief, Matt managed fire station crews, administrative staff and respond to greater alarm incidents ultimately for two fire districts under a Joint Powers Agreement (JPA). Matt managed employee performance and relations, facilities, and policy development. During this time, Matt founded the Sonoma County Fire Chief Operation section which led to more common county-wide tactics and strategies, strike team and county-wide resource management. As Fire Marshal, Matt performed plan review and fire and life safety inspections for new building projects and events for a rapidly growing community. Matt managed fire investigations, public relations, and community risk reduction programs. Matt worked closely effectively with the public, building officials, planners, developers, other fire officials, city officials, and elected officials. Matt served as president of the Sonoma County Fire Prevention Officers and facilitated the "single-code" (one fire code for the entire county) project. Matt also served as acting assistant fire chief for several years and routinely filled in for the fire chief. Matt managed a LEED/Green certified new fire station project, added staffing, built employee relations, created strategic plans, team building programs, fee schedules, mitigation revenues, and a career succession program.

In most recent years, Matt has helped manage complex annexations and mergers resulting in five struggling agencies to become one cohesive agency and increasing services from BLS to ALS. Matt has also spent a great deal of time helping the district and the community regain footing after four back-to-back large incidents, namely the Tubbs (2018), Kincade (2019), Walbridge, Glass, Lightening Complex (2020) fires.

In August 2021, Matt retired as the district continued to blossom with a solid budget, high employee morale, very good public relations, robust loss-prevention program and with the district overall poised for additional expansions. Matt is currently an adjunct fire officer instructor and oversees firefighter and EMT internships for the Santa Rosa Jr. College.

Agenda Item #9.4.

14 Matt has an associate degree in Fire Science Technology, a Bachelor of Science degree in Fire Administration and Prevention (Magna Cum Laude), Fire Officer Certification, and is a Master Instructor within the California State Fire Service Training and Education System.

ASSOCIATE: FIRE SERVICES
Director of Public Safety-Fire Chief, SCOTT V. HECHLER, MBA, CFO Current Director of Public Safety – Fire Chief for Hernando County, Florida; Former Interim Director of Human Resources for Hernando County, Florida; Former Assistant County Administrator for Hernando County Florida, Former Deputy Fire Chief for Spotsylvania County, Virginia, Former Interim Fire Chief for Spotsylvania County, Virginia; Former Director of Public Safety & Emergency Management for Campbell County, Virginia; Former Fire, EMS, and Emergency Management contract subject-matter-expert for the U.S. Navy CNIC HQ N37, Washington Navy Yard; Former Chief Deputy Executive Director for the Virginia Department of Fire Programs.

BACKGROUND
Chief Scott Hechler has a nearly forty (40) year career in public service, and currently serves as the Director of Public Safety – Fire Chief for Hernando County, Florida since June 2014. As the Chief of Hernando County Fire and Emergency Services (HCFES), he leads an all-hazards department that provides fire protection, advanced life support (ALS) first responder EMS services, ALS emergency transport services, ALS inter-facility transport services, ARFF, HAZ-Mat, and Technical Rescue Teams, and emergency management services that specializes in both coastal preparedness and inland river related community risks.

HCFES’ 292 members responded to nearly 38,000 emergency incidents in 2021 protecting 195,000 citizens and thousands of tourists from around the world. Scott led the newly merged countywide fire department to develop its first strategic plan, standards of response coverage, and guiding principles documents. He co-founded the Nature Coast Fire Chiefs Association. While still responsible for the county’s largest department, Scott also provided executive leadership to mosquito control, animal services, facilities maintenance, facilities custodial services, fleet management, building official’s office, parks & recreation, human resources, and risk management.

From June 2012 to his retirement in June 2014, Scott served as the Deputy Fire Chief for Spotsylvania County, Virginia. He was responsible for the operations, EMS, and emergency management divisions. He was appointed Interim Fire Chief for six months and assembled the department’s first strategic planning executive committee consisting of all ranks, civilian staff, and volunteer fire and rescue officers. Scott helped lead the transition of the career staff from weekday staffing to twenty-four (24) shifts. He also led emergency management staff in preparations for weather related emergencies and events such as large-scale civil war reenactments. He also mentored a chief officer to aspire to become the county Fire Chief.

Prior to his appointment in Spotsylvania County, he served as the Director of Public Safety and Emergency Management for Campbell County, Virginia.

Agenda Item #9.4.

15 He was responsible for the career fire, EMS, and emergency management divisions. He also led animal services and 911 Communications Center as well as served as the county risk manager.

Scott united the career fire/EMS staff and the fourteen-volunteer fire and rescue departments into one County Department of Public Safety that preserved organizational independence. He led the development of the first countywide fire EMS strategic plan. He also led the emergency preparedness plan for a two-day Regional Air Show that included the U.S. Navy Blue Angels. He also mentored his Deputy Director to become the first female Director of Public Safety for Campbell County.

Prior to his appointment in Campbell County, Scott was recruited by Battelle Memorial Institute, where he served as a fire and emergency services subject matter expert assigned to the U.S.

Navy CNIC HQ N37 Director of Naval Fire & Emergency Services. He worked in a full-time and part-time capacity from August 2007 to March 2013. He analyzed Naval Installation fire/EMS program assessments, apparatus specifications and procurement, Congressional inquiries, and special projects. He served on CNIC HQ Emergency Management Naval Installation Emergency Response Team assessment project team. He improved DoD firefighter safety worldwide as project manager for an interactive web-based firefighter safety and injury risk-reduction training course. He also developed an International Association of Continuing Education and Training (IACET) recognized NIMS Compliance and Instructional Program in collaboration with the U.S.

Department of Homeland Security, National Fire Academy, FEMA Emergency Management Institute, and AFCESA / DoD Certification Program staff.

Prior to his recruitment by Battelle, Scott was appointed in March 2004 by Governor Warner of Virginia to join his executive leadership team as the Chief Deputy Executive Director of the Virginia Department of Fire Programs. He directed VDFP’s statewide accreditation, certification, training and response programs for all firefighters within the Commonwealth of Virginia. He provided leadership along with Executive Director for reciprocity agreement between VDFP and Virginia’s community colleges. He served as a liaison to the Governor’s Office, Secretary of Public Safety, General Assembly, local governments, organizations, and federal entities. He partnered with the Executive Director and senior division staff to gain Pro Board accreditation for numerous VDFP firefighter NFPA certifications.

Prior to his appointment by the Governor, Scott began his fire EMS career with Chesterfield County, Virginia in October of 1982. He soon became the youngest lieutenant in the department’s history and rose through the ranks as an assistant fire marshal (fire investigator & fire inspector), captain, administrative officer, and interim battalion chief. He led the creation and implementation of a firefighter health & fitness program. He also was a State Certified Adjunct Fire Instructor III since 1988 and a Virginia Fire Marshal Academy Instructor since 1996.

Scott holds a Master of Business Administration degree from Liberty University, a dual major B.A. in Labor Safety & Health / Labor Studies from the National Labor College. He has completed the VCU Center for Public Policy Virginia Executive Institute, the UVA Weldon Cooper Center for Public Service LEADs program, and the John Tyler Community Center Total Quality Management Institute program. He has been a member of numerous emergency preparedness, public safety, NIMS, and community readiness workgroups at the regional, state, national levels. He also holds the Chief Fire Officer Designation from the Center for Public Safety Excellence.

Agenda Item #9.4.

16 STRATEGIC PLANNING AND RESEARCH TEAM

FIRE PROJECT MANAGER
RANDA MATUSIAK, Ph.D.

Currently the Special Projects Coordinator for the Department of Public Protection in Volusia County, Florida. In this role, Dr. Matusiak manages data related projects and is responsible for and specializes in data analysis for divisions such as the Volusia County Division of Corrections, Volusia County Emergency Medical Services, and Volusia County Fire Rescue. Data analysis projects encompass current performance measurement, operational resource
assignment and management, and service level planning.

BACKGROUND
Dr. Matusiak holds a B.A. in Psychology from the University of Texas at Austin, an M.A. in Criminal Justice and Criminology from Sam Houston State University (Huntsville, TX), and a Ph.D. in Criminal Justice from Sam Houston State University. After completing her Ph.D., Dr. Matusiak held the position of Assistant Professor at the University of Central Missouri (UCM). While at UCM, she also served as Graduate Program Coordinator for several years. Additionally, Dr. Matusiak served as an Adjunct Instructor for the Department of Criminal Justice at the University of Central Florida.

Dr. Matusiak has been engaged in working with practitioners in a variety of fields since her time at the Texas Regional Center for Policing Innovation (TRCPI) at Sam Houston State University. At TRCPI she was involved with organizing, facilitating, and/or reporting on a number of trainings to include topics ranging from community engagement and community policing to intensive human trafficking task force training. Dr. Matusiak’s original research has been published in peerreviewed scholarly journals such as The Prison Journal, Women in Criminal Justice, and Policing:

An International Journal of Police Strategies & Management

POLICE PROJECT MANAGER
MATTHEW C. MATUSIAK, PH.D.

Currently the undergraduate program director for the Department of Criminal Justice at University of Central Florida, serves as an associate professor for the Department of Criminal Justice at the University of Central Florida and a consultant for CPSM.

BACKGROUND
Dr. Matthew Matusiak holds a B.S. in Criminal Justice from Trine University in Angola, Indiana; an M.S. in Criminal Justice from the University of Central Florida in Orlando, and a Doctor of Philosophy (Ph.D.) in Criminal Justice from Sam Houston State University in Huntsville, Texas. After completing his Ph.D., he has been an Assistant, Association and Director of Criminal Justice Programs at the University of Central Florida.

Agenda Item #9.4.

17 Dr. Matthew Mutasiak has been a participant in several peer-reviewed journal articles on policing, command, and management. He has contributed to a number of books on policing and presented frequently on policing issues.

He teaches several classes at the University of Central Florida and Sam Houston State University related to Criminal Justice. He also is a committee member for three individuals completing their dissertation and thesis.

Agenda Item #9.4.

18 EMERGENCY MANAGEMENT TEAM
ASSOCIATE: FIRE SERVICES AND EMERGENCY MANAGEMENT
DEPUTY CHIEF JAMES L. MAUNEY, (RET.)
Former Deputy Fire Chief, Volusia County, Florida; Former Deputy Operations Supervisor, Volusia County Emergency Management; Former Fire Chief, Lake County Fire & Rescue, Former Director of the Emergency Services Institute; Volusia County Fire Services.

BACKGROUND
Jim has a thirty (30) year career in public safety, beginning as a State Trooper with the Florida Highway Patrol. Since his retirement from Volusia County, Jim has embarked on a post-retirement career where he develops and conducts specialized training that includes incident command and management; wild land/urban interface suppression and defensible communities; design, development, implementation, and evaluation of emergency response exercises; firefighter principles and practices; fire company officer leadership, continuity of operations planning, and hazardous materials. Jim is certified in the Homeland Security Exercise Evaluator Program (HSEEP), and conducts training supported by the Department of Justice, State of Florida, National Wildfire Coordinating Group, FEMA, NIMS.

As an Assistant Chief with Volusia County, FL, Jim trained Florida's first wildland fire crew in 1994; the Volusia County Fire Service Firewalkers. These 30 certified firefighters were trained in wildland firefighting tactics, Florida fuels topography, and weather. In 1998 the team was instrumental in saving lives, businesses, and homes in Volusia County during what is still recognized as "the most complex fire in America's history". During this incident, Jim served as the Area Commander for the 6 weeks, managing resources for 968 individual wildland fires totaling 147,000 acres.

Jim is a subject matter expert in the concepts for determining the risks associated with the wild land/urban interface and Firewise Community development. Jim also has extensive experience in the principles and practices of Emergency Management. During Jim’s career in Emergency Management, he coordinated operations with sixteen (16) municipalities to incidents within the County during fifty (50) plus federally declared disasters. Jim maintains his Florida Department of Law Enforcement certifications and serves as a law enforcement Reserve Sergeant in Lake Helen, Florida.

Jim has completed coursework at the National Emergency Training Center in Emmitsburg, MD, and holds numerous technical and instructor certifications in fire, emergency medical services, law enforcement, emergency management, incident command, Homeland Security, and firearms.

Agenda Item #9.4.

19 EMS TEAM

SENIOR ASSOCIATE-EMERGENCY MEDICAL SERVICES
Matt Zavadsky, MS, BA
Chief Transformation Officer, MedStar Mobile Healthcare

BACKGROUND
Matt Zavadsky currently serves as the Chief Transformation Officer at MedStar Mobile Healthcare, the Public Utility Model EMS agency that provides exclusive emergency and non-emergency EMS and Mobile Integrated Healthcare services for Fort Worth and 14 other cities in North Texas. MedStar provides advanced life support ambulance service to 436 square miles and more than 1 million residents and responds to over 178,000 calls a year with a fleet of 65 ambulances.

MedStar is a dual-accredited, high-performance, high-value EMS system, providing clinical care with high economic efficiency with no taxpayer subsidy and is one of the most recognized EMS agencies in America.

Joining MedStar in 2008 as the Operations Director, Matt has helped guide the continued development and implementation of numerous innovative programs with healthcare partners that have transformed MedStar fully as a Mobile Integrated Healthcare (MIH) provider, including high utilizer, CHF readmission reduction, observational admission reduction, hospice revocation avoidance, 9-1-1 nurse triage programs and partnerships with home health agencies. He is also the co-author of the book “Mobile Integrated Healthcare – Approach to Implementation” published by Jones and Bartlett Publishing.

Matt has 42 years’ experience in EMS and holds a master’s degree in Health Service Administration with a graduate certificate in Health Care Data Management. He is a frequent speaker at national conferences and has done consulting in numerous EMS issues, specializing in mobile integrated healthcare, high-performance EMS system operations, public/media relations, public policy, EMS economic models and EMS research. Matt is the Immediate Past President of the National Association of EMTs and chairs their EMS Economics Committee. He is also Adjunct Faculty for the University of North Texas Health Science Center, Department of Health Management and Policy, as well as an appointed committee member to the NFPA 450 and 451 Committees, the Joint Commission’s Home Care Professional and Technical Advisory Committee (PTAC), the Lewin Group’s Hospital Outpatient Quality Reporting (HOQR) Program Stroke and AMI Expert Work Group, developing metrics for use in value-based purchasing measures for emergency departments.

Agenda Item #9.4.

20 ASSOCIATE: EMERGENCY MEDICAL SERVICES
Executive Director, JASON BRADY, MBA, MICP, NRP, CCEMT-P, CSSBB Executive Director, Emergency Medical Services for University Hospital – Newark, NJ; Former Director of EMS for Volusia County, Florida; Former Director of Emergency Medical Services, Macon, GA; Former Special Operations Paramedic Grady EMS, Atlanta GA Former Deputy Fire Chief, Lawrenceville, VA; Former Senior Paramedic, Brunswick County, VA Former Chief Flight Paramedic West Chicago, IL; Former Director of Operations, RMT Schaumburg, IL.

BACKGROUND
Director Brady has a thirty (30) year career in public service, and currently serves as the Executive Director of EMS for University Hospital – Newark, NJ where he provides executive leadership to ground ALS / BLS 911 operations, NJ State Police Medivac program (JEMSTAR), FBINewark SWAT Blue Team – medical coordination unit, New Jersey Task Force Operations, EMS Urban Heavy & Technical Rescue Operations, New Jersey Port Authority Operations for both Liberty International Airport and the Newark Seaport. Additionally, Director Brady overseas The Northern New Jersey Medical Coordinating Center (MCC) which involves medical surveillance activities for over 35 hospitals, and lastly Director Brady overseas the UHEMS Special Operations Group (SOG) with special emphasis on preparedness, emergency operational strike teams that are multidisciplinary. The city of Newark is 26 square miles with a population of approximately 300K residents and is Home to Rutgers University & The New Jersey Institute of Technology. University Hospital EMS has approximately 300 Full-Time Staff Members, forty-five (45) Ambulances, and answers over 110K calls for service annually.

From July of 2019 through July of 2021 Director Brady served as the Director of EMS for Volusia County Florida. In this roll Director Brady modernized fleet operations, championed for advanced equipment, training and employee engagement. Director Brady’s time made a lasting impact with significant innovative practices to allow Volusia County EMS to reach both operational and clinical high performance that meets best practices nationally. Volusia County’s service area includes 1200 Square Miles with both Urban, Rural and Wildland interfaces.

Volusia County operates approximately 55 ambulances, has nearly 250 uniformed personnel and responses to approximately 75K calls for service annually.

Prior to Director Brady’s appointment in Volusia County in 2019, he served as the EMS Director of Navicent Health (formerly known as The Medical Center of Central Georgia). This agency is a hospital Based 911 EMS agency. Navicent Health is the second largest Hospital in Georgia and is a primary tertiary center with Level 1 Trauma Center. Navicent EMS provided coverage to an area of just over 1200 square miles that encompassed four (4) counties. Navicent Health EMS answers approximately 80K calls for service a year with a fleet size of 37 ambulances including three Neonatal Specialty Transport ambulances in support of Navicent’s Children’s Hospital which responded to calls for service for twenty-Six counties across Central and South GA. During his Seven Years as Director of EMS Director Brady working in collaboration with the Mercer University School of Medicine championed Telemedicine for Rural Counties with little access to direct primary care that resulted in state legislation to allow Ambulances within the State to be considered a presentation cite for the purpose of state Medicaid reimbursement.

Agenda Item #9.4.

21 Prior to his appointment with Navicent Health, Director Brady served as Deputy Chief of the Lawrenceville Fire Department & Senior Paramedic for Brunswick County EMS. This agency is over 100 years old and has a rich history in Southern Virginia. During Chief Brady’s time he helped to elevate and modernize the first responder program and served as a senior Paramedic for Brunswick County Residents.

Prior to his appointment in Brunswick County Director Brady served as a Critical Care Flight Paramedic, eventually being promoted to Chief Flight Medic, and overseeing his own HEMS base of operations in Eastern and Central Illinois.

ASSOCIATE: FIRE AND EMS
CHIEF RONDALL L. EARLY, MPA, EFO, NREMT-P
Fire Chief, Wake Forest, North Carolina

BACKGROUND
Chief Early has more than 30 years of fire and EMS experience as a practitioner, middle manager, and Chief Officer in the planning, organizing, leading, and administration of Fire and EMS department operations. Since 2008, Chief Early has commanded the Town of Wake Forest, NC Fire Department. The Town of Wake Forest fire department is a combination fire department that provides fire suppression, basic life support emergency medical services first response, hazardous material response, fire prevention, emergency management oversight, and fire and emergency medical services training programs. The department serves the Town of Wake Forest and a surrounding unincorporated fire district.

Prior to his appointment in Wake Forest, Chief Early served the Portsmouth, VA Fire and EMS Department for twenty years. In Portsmouth, Chief Early rose through the ranks from firefighter to Chief Officer, working in all areas of this department as a practitioner, company officer, and middle manager assigned to engine and ladder companies, EMS transport, and professional development. Chief Early’s final assignment in Portsmouth prior to leaving for Wake Forest was as the Division Commander for Emergency Medical Services, where he oversaw the department’s EMS transport operation, EMS billing, training, and administration of this departmental division.

Chief Early holds a Master of Public Administration degree from Troy University, is a 2011 graduate of the National Fire Academy’s Executive Fire Officer Program, holds the certification of Nationally Registered Emergency Medical Technician-Paramedic, and holds the rank of 2nd Lieutenant with the North Carolina Civil Air Patrol in charge of Emergency Services.

Agenda Item #9.4.

22 PROJECT SCHEDULE
Milestone 1 – Full execution of the agreement
Agreement will identify Project Launch date.

Milestone 2 – Project Launch
We will conduct an interactive telephone conference with local government contacts. Our project leads will launch the project by clarifying and confirming expectations, detailing study parameters, identifying agency point of contacts and commencing information gathering.

Milestone 3a – Information Gathering and Data Extraction – 30 Days Immediately following project launch, the operations leads will deliver an information request to the department. This is an extensive request which provides us with a detailed understanding of the department's operations. Our experience is that it typically takes an agency several weeks to accumulate and digitize the information. We will provide instructions concerning uploading materials to our website. When necessary, the lead will hold a telephone conference to discuss items contained in the request. The team lead will review this material prior to an on-site visit.

Milestone 3b – Data Extraction and Analysis – 14 Days
Also, immediately following the project launch the Data Lead will submit a preliminary data request, which will evaluate the quality of the Computer Aided Dispatch (CAD) system data. This will be followed by a comprehensive request for data from the CAD system to conduct the response and workload analysis. This request requires a concerted effort and focused response from your department to ensure the timely production of required for analysis. Delays in this process will likely extend the entire project and impact the delivery of final report. The data team will extract one year’s worth of Calls for Service (CFS) from the CAD system. Once the Data Team is confident the data are accurate, they will certify that they have all the data necessary to complete the analysis.

Milestone 3c – Data Certification – 14 days
Milestone 4a – Data Analysis and Delivery of Draft Data Report – 30 days Within thirty days of data certification, the analysis will be completed and a draft, unedited data report will be delivered to the department for review and comment. After the data draft report is delivered, an on-site visit by the operations team will be scheduled.

Milestone 4b – Departmental Review of Draft Data Report – 14 days The department will have 10 days to review and comment on the draft unedited data analysis.

During this time, our Data team will be available to discuss the draft report. The Department must specify all concerns with the draft report at one time.

Milestone 4c – Final Data Report – 10 days
After receipt of the department's comments, the data report will be finalized within 10 days.

Milestone 5 – Conduct On-Site Visit – 30 days
Subject matter experts will perform a site visit within 30 days of the delivery of the draft data report.

Milestone 6 – Draft Operations Report – 30 days
Within 30 days of the last on-site visit, the operations team will provide a draft operations report to the department point of contact. Again, the department will have 10 days to review and comment.

Milestone 7 – Final Report 15 days
Once the department’s comments and concerns are received by CPSM the combined final report will be delivered to the city within 15 days.

TOTAL ELAPSED TIME: 105 – 170 days
Agenda Item #9.4.

23 THE CPSM APPROACH TO FIRE AND EMS
CPSM has used decades of research drawn from around the world to approach fire and EMS studies that engage our client team to deploy using standards and data, not tradition and collective memory.

Following a project commitment, the CPSM team will conduct a project launch with our client team members via Zoom. The purpose of this launch is to clarify expectations, identify key players, and begin the process of data collection and quantification. We will look at the dispatch or department personnel that can provide access to the raw Computer Aided Dispatch (CAD) data that underpins many of our findings and recommendations. We will look toward our client team to upload policies, procedures, past plans, standards of cover, risk assessments, and other relevant information.

CPSM will also establish when and how often regular contacts will be made with our client team and who should be involved. We want to make sure your expectations and our work product blend. Along the way, if situations change, we can use the data we begin gathering on the first day to drill down and perhaps identify problems before they negatively impact the department.

Data…. why data?
CPSM has found that there are tremendous amounts of data collected on a daily, even hourly basis in many departments. The challenge is how to access that data; how to clean that data; how to quantify that data; and how to present the product so that everyone understands.

CPSM does not use hypotheticals. We don’t use “national averages” upon which to base our client team’s individual recommendations and findings. We begin analyzing your data to establish your performance and paint a complete picture of how you are deploying with the accompanying results.

It is critical to have data and one of the biggest challenges for departments because rarely do they have the depth of our analytical team and its decades of research and trademarked processes. If we are going to recommend changes and if our client team is going to make change – they need data to measure how it impacted their outcomes. It’s not good enough to say, “this is what happens wherever.” We need to provide you with the tools and launch point so that you can measure and report to your stakeholders – citizens, elected officials, appointed officials, and staff – how those changes affected the outcome.

No city, county or community ever imagines just skipping the annual audit. It’s usually a mandate in the charter or state law. Yet we find few communities are willing to extend the same effort to delve into the operations of their largest emergency response departments whose actions can literally be life and death. Our process is the same for each community so that we can build national data reporting tables and compare you to demographics, but we create our recommendations and findings based on your individual performance. The CAD system is also the official record of public safety services for communities. Like minute books for the city clerk, it is the record of times and actions taken by your response community. The information at dispatch needs to be collected; it needs to be correct; and it should be a resource to assist with decision making daily.

CPSM ensures this information and system is working and correct before we proceed to other facets of our work.

Agenda Item #9.4.

24 Begins at dispatch
Armed with the data and information we gather; we start your project at the dispatch center.

Benchmarks have been established for dispatch centers across the country in National Fire Protection Association Standards (NFPA 1220, NFPA 1221, NFPA 1710, NFPA 1720, etc.). Many of those same benchmarks and standards have also been adopted by the Association of PublicSafety Communications Officials-International (APCO).

The dispatch protocols are continually being studied, particularly with the adoption of Priority Fire, Medical, and Police dispatch. The systems look at collecting what is happening, where, and alerting the right response to the right location for a positive outcome.

Time is critical when it comes to fire and EMS emergencies. Research has continued to show that most of the fire and EMS responses do not require lights and sirens. However, the information gathering component is the same whether it is a “Code” Emergency run or a non-emergency response. The alert must be answered, the information processed, and then the correct response mode determined using data gathering that has begun in the dispatch center.

Adult Out-Of-Hospital Chain of Survival
The American Heart Association has looked at survival processes for Sudden Cardiac Arrest and quantified “beating, breathing, and bleeding” survival analytics. For each minute that passes after the onset of Sudden Cardiac Arrest (SCA), the chance of survival decreases for each minute that passes without intervention.

That is why we will look at your community training, your prevention in EMS and first response, how long the dispatch takes to process the call, how long it takes for turnout, and how long it takes for response. The key for SCA and emergency EMS responses is to arrive at the patient side or begin intervention via the dispatch center to the caller who has identified the onset of the medical issue within 10 minutes.

With fire response, “flashover” or the rapid combustion of all contents in a room of origin as they ignite – often producing explosive power – occurs within 8 to 10 minutes of ignition. Obviously, many factors can increase that time – particularly sprinkler ordinances, code inspection, code enforcement, use of non-combustible materials – and we will look at all of those. We will quantify how severe is the fire problem, how often is the fire confined to point, room, building, or area of origin and make recommendations on how deployment and equipment might improve the outcomes.

Research has found, particularly with the pandemic, that businesses impacted by fire or disasters fail to survive and return to business in more than 30% of the incidents. If damage is severe or closure is prolonged, those numbers move towards 70, 90, and 100%. For that reason – NOT HAVING FIRES – is the best goal for a fire department. How a department achieves that goal is Agenda Item #9.4.

25 directly related to inspections, code enforcement, plan review, adherence to codes, sprinkler systems, and community engagement.

The time for a fire (or EMS) call to occur and for an alarm to be raised can vary from community to community. In urban, rural, and remote areas, it can be lengthy periods of time before a fire is noticed or a patient discovered. That time may significantly impact the outcome. So what could be done? This is where we will look at sprinklers, alarm systems, home alert devices and other tools as well as how they might be integrated into your system.

Agenda Item #9.4.

26 For call answering, we will benchmark your time against the latest editions of NFPA and APCO standards. In 2022, that time process changed. If your dispatch is not performing at these levels – or if they are not using metrics to constantly evaluate performance (particularly in emergencies requiring
rapid response), your team needs to be able to
intervene. CPSM finds many communities and dispatch
centers do not regularly look at this critical step on the successful outcome matrix.

Our data team will next look at turnout time – is it
excessive and then report to our operations team so
that they can delve into the “whys.” The same goes for
travel time which will be reviewed by our expert
Geographic Information and Data division. Are your
stations properly located? How might changes or new
stations impact time? Why are key performance goals
not being achieved and are there ways to positively
improve deployment and response?
Dispatch and data – they establish the basic platform
from which our other work and team members will
engage.

Operations Review
Our operations team will be receiving the data report as will our client team. We want to ensure we have the information correct; the unit designation and other specifics in language understood and used by our client team; and that everyone is agreed on the interpretations of CAD factual performance.

Our operations SME’s will be reviewing the information you upload while the data team performs its work. We will review your contracts, your agreements for mutual and automatic aid, your building codes, your enforcement reports, your standard of cover, risk assessment, and other documented policies.

Policy, procedure, Standard Operating Policies, and Standard Operating Guidelines direct the staffing and deployment of fire and EMS departments. However, many departments find it difficult to keep up with changes and demands while balancing calls for service and other tasks assigned to the department. Is your department keeping up with key personnel issues and are you conducting the necessary mandatory training required for emergency responders in fire and EMS?
Using information analyzed by the data team, an operational assessment by CPSM technical experts will be conducted to evaluate the deployment of emergency resources. We will quantify the workload – which is different from calls for service. Workload is the TIME it takes for all responders to manage a call for service. A call is simply an aggregate number that often lacks the detail to determine what demand it placed on an agency. We will quantify workload by station, by unit, by time of day, and by season.

The CPSM team will evaluate equipment, maintenance, records, policies, procedures, mapping, implemented technology and innovations, facilities, training, and staff to create recommendations for future service delivery.

Agenda Item #9.4.

27 The team may meet with elected and appointed officials as well as identified community leaders to determine the outcome they are seeking from deployment of resources.

Risk Assessment
Many agencies express a desire to benchmark and meet NFPA standards like 1710 and 1720.

However, what they fail to conduct are all-hazard, all risk analysis. Both standards base deployment of resources on a linear approach to deployment of emergency resources.

A department needs to conduct an all-hazard, all risk assessment to locate stations, assemble the proper and necessary number of responders, and equip those responders with the proper tools to manage each hazard and risk.

The Operations team will look at the Community Risk Reduction (CRR) program that should be identifying and seeking solutions for all the emergencies for which a department has a high probability for a response. While the possibilities for emergency response by a department may be limitless, engaging in true Community Risk Reduction activities can “narrow” those possibilities to a more manageable list of probabilities.

Knowing and understanding those probable risks for your community is the key to a successful CRR program. What are the types of calls for service that have the greatest potential for causing harm in your community? That harm could be deaths or injuries or sickness for large groups of individuals, e.g., large apartment complexes or nursing homes or assisted living communities or entire communities. It could have an adverse economic impact such as a devastating fire involving the primary employer for the community.

Increasingly, we’re seeing the harm that comes to communities from a wide variety of sources such as flooding, wildfires, hazardous material accidents, earthquakes, severe weather events, and mass shooting events.

Where should your department be placing its
Community Risk Reduction emphasis? Preventing
fires is certainly a component of Community Risk
Reduction, but it’s not the only threat of harm to
your community and it’s not the only type of
emergency to which your department will respond.

CPSM has worked with fire officials in the United
Kingdom who have been researching the impact of
CRR and change to “Standards of Response
Coverage” (SOC) since 2000. The data shows that a
robust CRR prevents fire (and EMS) incidents from
occurring thereby improving the efficiency,
effectiveness, and safety to the community as well
as for responders.

Now, you might be asking yourself this question, “How are we supposed to do all of that and still is your department doing those activities because we have always done them, or because they make a difference?”
Is there a different way to do these activities that will provide at least the same result or maybe even a better one?
Obviously, a fire department cannot continue to add tasks to its workload without additional resources, e.g., time, money, and people. So, it’s imperative that a department’s Community Agenda Item #9.4.

28 Risk Reduction is focused on reducing the risk of harm for the greatest number of those probable situations for your community.

Best Practices
The CPSM Operations team review will incorporate best practices and analysis on each of the following for your department:
• Review each division and functional area of the department to include Fire Operations, Training, Community Risk Reduction, Emergency Management, EMS, fleet services, facilities, and provide planning recommendations based on NFPA and CPSE consensus standards.
• Analysis of each division and functional area of the department with a focus on the overall performance of the functional area and the management framework will include the following analysis areas:
▪ Governance and Administration
o Analyze Organizational Structure/Leadership Model
o Analyze Organizational Guidelines, Policies and Procedures o Analyze Operational Staffing and Deployment
o Analyze Programmatic Staffing and Deployment
▪ Planning and Management Processes
o Analyze Department Strategic Planning Process
o Analyze performance measurements/goals.
▪ Analyze Department Programs that support/link to Fire and EMS operations (to include administrative services, training and education, community risk reduction, emergency management, mutual aid, and other service delivery programs). • Conduct a comprehensive review of the city’s current Insurance Services Office, Public Protection Classification rating classification and accompanying Fire Suppression Rating Schedule.
• Analyze the current functional and operational service delivery model for fire and EMS services, contracted services, and provide planning recommendations on the fire and EMS service delivery model based on NFPA and CPSE consensus standards. • Analyze current operational deployment of resources, the current operational staffing deployment model and provide recommendations based on NFPA and CPSE consensus standards.
• Conduct a Community Risk Assessment utilizing NFPA benchmarking and the 3-Axis Risk Calculation that links to the staffing and deployment of resources. If the department has current OVAP building scores, we will include those in the assessment. • Evaluate the department’s health and safety programs. Covid has shown the importance of comprehensive programs and a recent report by ICMA and the Center for Public Safety Excellence, Inc. (CPSE, Inc) showed this was of significant importance to responders. •
Agenda Item #9.4.

29 Summary
The operations team will conduct an analysis of the Fire and EMS operational functions and guidelines of the department, the Fire and EMS operational service delivery model, review of contracted services in the unincorporate areas, and all internal and external factors influencing service delivery.

The internal information gathering process (work conducted during CPSM review of information provided through the document request, meetings, and the on-site visit) will include:
• Examination and analysis of the factors that enhance/impact the department’s current service delivery model
• Examination and analysis of operational guidelines and their connection to the current service delivery model
• Discussion of the organization’s strengths, weaknesses, opportunities, and threats as it relates to deployment of resources and response times
• Analysis of Fire Management Zones
• Analysis all-hazards that will lead to the completion of a Community Risk Assessment • Analysis of Standard of Cover Concepts
• Exploration and analysis of various mission driven specialty fire protection and other response duties such as EMS ground transport, emergency management operations, and technical rescue
Presentation of Data and GIS Mapping
CPSM will present the data analysis in a series of tables and charts depicting the outcomes of the analysis. Using GIS we will conduct an analysis on call demand concentration of fire, EMS, and non-emergency calls. The results of the GIS analysis are presented in GIS mapping illustrations. Examples are identified in the following Tables and Figures:

Agenda Item #9.4.

30 Call Types
Call Type Number of Calls Calls per Day Call Percentage Breathing difficulty 9,366 25.7 8.7
Cardiac and stroke 13,665 37.4 12.7
Fall and injury 14,747 40.4 13.7
Illness and other 29,426 80.6 27.3
MVA 7,280 19.9 6.7
Overdose and psychiatric 5,146 14.1 4.8
Seizure and unconsciousness 11,070 30.3 10.3
EMS Total 90,700 248.5 84.1
False alarm 1,646 4.5 1.5
Good intent 526 1.4 0.5
Hazard 893 2.4 0.8
Outside fire 2,101 5.8 1.9
Public service 1,815 5.0 1.7
Structure fire 993 2.7 0.9
Fire Total 7,974 21.8 7.4
Canceled 9,235 25.3 8.6
Total 107,909 295.6 100.0
Density of Fire and EMS Calls
Agenda Item #9.4.

31 240-Second Travel Time Bleed Map, City-wide Analysis 90th Percentile Response Time of First Arriving Unit, by Call Type (Minutes) Call Type Dispatch Turnout Travel Total
Number of
Calls
Breathing difficulty 2.4 2.0 7.3 10.6 8,053
Cardiac and stroke 2.8 1.9 7.3 10.9 11,685
Fall and injury 3.3 2.0 9.0 13.0 12,304
Illness and other 3.1 2.0 9.2 12.8 23,551
MVA 2.2 1.7 7.1 10.1 6,116
Overdose and psychiatric 10.2 2.0 8.5 18.2 3,701
Seizure and unconsciousness 3.0 1.9 7.9 11.6 9,840
EMS Total 3.1 1.9 8.4 12.2 75,250
False alarm 2.7 1.9 9.8 13.2 1,495
Good intent 3.0 1.8 9.8 12.7 410
Hazard 3.1 1.8 9.8 14.1 630
Outside fire 2.3 1.6 7.4 10.4 1,723
Public service 3.0 1.9 9.1 12.7 1,044
Structure fire 2.9 1.6 6.0 9.2 639
Fire Total 2.8 1.8 8.9 12.2 5,941
Total 3.0 1.9 8.4 12.2 81,191
Agenda Item #9.4.

32 Call Demand by Hour of Day
EMS Transport Analysis
Call Type Number of Calls Conversion
Non-transport Transport Total Rate
EMS response 756 3,582 4,338 82.6
MVA 131 167 298 56.0
EMS Total 887 3,749 4,636 80.9
Fire & Other Total 1,504 197 1,701 11.6
Total 2,391 3,946 6,337 62.3
Call Type
Average Time Spent per Run Number of
Runs On
Scene
Traveling
to Hospital
At
Hospital Deployed
EMS response 11.2 11.7 21.8 51.3 3,584
MVA 12.1 16.1 27.0 62.9 185
EMS Total 11.3 11.9 22.0 51.8 3,769
Fire & Other Total 12.4 18.1 29.5 71.7 201
Total 11.3 12.2 22.4 52.8 3,970
Agenda Item #9.4.

33 EMS
Emergency Medical Services
EMS agencies across the country are being stressed to the limit. Staffing shortages, skyrocketing expenses, rising response volumes - many for low-acuity responses - supply chain disruptions and economic models that only reimburse for ambulance transport are converging to cause failures for EMS systems in many communities.

CPSM’s EMS subject matter experts are rising to these challenges since many are actively working through these issues every day! Some are internationally recognized for their approach to rationale, data-driven, and patient-centered approaches to effective and efficient service delivery.

We start each project with a detailed analysis of EMS call data to provide a comprehensive review of emergency medical services including a detailed analysis of workloads and response times. The analysis of the workload begins with an in-depth study of the types of calls handled and their severity. The goal is to identify the fundamental nature of the emergency medical challenge faced by the community and the EMS agency. We pay special attention to the most critical emergencies such as heart attacks and serious vehicular accidents. We also look at the clinical, operational, financial, and patient experiential performance of the EMS agency, whether it’s fire-based, 3rd service governmental, hospital-based, or contracted. being provided and evaluate the options and impacts of providing EMS care at the EMT, Intermediate or Paramedic levels.

For each EMS call type, we determine the time spent on-scene and the number of personnel who worked the scene. The data is aggregated to determine an overall average total time spent on EMS calls. We also determine how much EMS calls contribute to the workload of first response and transport resources. We illustrate any dramatic variations by time of day and day of week, as well as seasonal variations.

While data related to responses, response times and clinical performance are important, in today’s environment, they are not the only things to be considered for the delivery of EMS.

Alternate delivery models such as community paramedicine, treat and non-transport programs, transport to alternate destinations, and resourceful economic models are solutions that CPSM’s SME’s have helped implement in many communities as mitigation factors to improve EMS delivery and effectiveness.

Our operations team for EMS will go beyond simply looking at the TIME your service took to respond and drill down to determine cost analytics. We would note that most requests for proposals do not include this step, but it may be important to conduct a full 360 degree review of your EMS services. Examples of those are:

Agenda Item #9.4.

34 Total Annual Cost
Cost per Unit Hour
Total costs ÷ Produced or Scheduled Unit Hours
Cost per Response
Total costs ÷ Responses
Cost per Transport
Total costs ÷ Transports
Cost per Capita
Total costs ÷ Population Served
Fixed vs. Variable Cost Categorization
Cost to manage the service | Stair step costs | Cost to run a call Creating a clinical report card
EMS is an expensive and
challenging component
of service delivery for
communities. Like fire,
finding employees is
becoming more and
more difficult. We will
look at recruitment,
retention, training,
human resources, pay
scales, and other
information that may be
impacting your team.

EMS is also about
managing using key
performance indicators
(KPI’s). As we identified
in this section, just
looking at response time
fails to provide a
complete picture of
how your service is
responding, how it will
respond, and what
investments need to
occur to enable it to
achieve a high
performing status.

Included in our review is
a look at your payer mix,
your collection process,
and what are your costs
for service.

Agenda Item #9.4.

35 FIRE/EMS ANALYSIS OF RESOURCE EXHAUSTION
Fire departments often speak of the “worst case scenario” or “resource exhaustion” when developing staffing and deployment plans. A comprehensive all-hazard Standard of Response Coverage plan requires resource exhaustion to be addressed. An agency can never staff for the worst-case scenario because whatever situation can be envisioned, there can always be a more serious event that can be planned.

What is needed to make staffing and apparatus decisions is a clear understanding of what levels of demand can reasonably be expected over specific periods of time in a specific jurisdiction. For example, what are the busiest calls for service times over a one-year period and what levels of staffing and apparatus were needed to handle this workload? To answer this question requires a detailed analysis of calls for service, broken down minute by minute, identifying which units were busy and how many units remained available to respond to a new call for service. More sophisticated analysis can take into consideration available mutual aid resources.

There is significant variability in the number of calls from hour to hour and the frequency of simultaneous or overlapping calls. One special concern relates to the fire resources available for the highest workload hours. We tabulate the data for each of 8760 hours in the year. We identify how often the fire department will respond to more than a specified number of calls in an hour.

In studying call totals, it is important to remember that an EMS run typically lasts, on average, a different amount of time than a fire category call and this will vary depending upon whether EMS transport is provided.

Example of “Resource Exhaustion Analysis”
What follows is an example of a CPSM study of a fire department with 17 units staffed all the time. For most of these high-volume hours, the total workload of all units combined is equivalent to 3 or fewer units busy the entire hour. For the ten highest volume hours, 0.1% of the hours, the total workload exceeded 3 hours. These high-volume hours occurred between 10 a.m. and 9 p.m.

The hour with the most work was between 1000 and 1100 on September 12, 2009. The 21 calls involved 34 runs (a “call” is an incident and a “run” is a unit response). The combined workload was 417 minutes. This is equivalent to 7 firefighting units being busy the entire hour. However, in the city there are 17 units staffed all the time. During the worst portion of the hour, there were always at least 5 units still available to respond immediately. Only 5 of the 17 units were busy more than 30 minutes during this hour.

The hour with the most calls was between 1400 and 1500 on October 13, 2009. The 23 calls involved 28 runs. The combined workload was 379 minutes. This is equivalent to between 6 and 7 firefighting units being busy the entire hour. However, in the city there are 17 units staffed all the time. During the worst portion of the hour, there were always at least 7 units still available to respond immediately. Only 3 of the 17 units were deployed more than 30 minutes during this hour.

Agenda Item #9.4.

36 Frequency Distribution of the Number of Calls
Number of
Calls in an Hour Frequency
0-5 6397
6-10 2263
11-15 98
16 or more 2
Observations:
▪ A total of 6,397 hours (73%) in a year have received 0-5 calls. ▪ A total of 2,263 hours (25.8%) in a year have received 6-10 calls. ▪ A total of 100 hours (1.2%) in a year have received 11 or more calls.

Top Ten Hours with the Most Calls Received
HOURS Number
of Calls
Number
of Runs
Total Busy
Deployed
13-Oct-2009 1400 23 28 379
12-Sep-2009 1000 21 34 417
20-Jun-2009 2000 15 16 252
02-Feb-2009 1900 15 16 213
10-Jul-2009 1000 14 15 226
15-Feb-2009 1900 14 20 317
29-Jul-2009 1700 14 18 274
23-Feb-2009 1100 14 15 180
17-Mar-2009 1500 14 17 193
01-Mar-2009 1800 13 14 185
Agenda Item #9.4.

37 Deployed Minutes by Unit for the Hour between 10 a.m. and 11 a.m. on 12-Sep-2009
Station 1 2 3 4 5 6 7 9 10 11 12 13 14 Number of
Units
Unit E1 E2 T2 E3 T3 E4 T4 E5 E6 E7 T7 E9 E10 E11 E12 E13 E14 Busy Free 0-5 3.3 1 16
5-10 1.9 0.7 5 3 14
10-15 3.1 5 5 3.7 0.6 4.8 5 7 10
15-20 5 4.3 5 0.5 5 5 4.4 4 8 9
20-25 4.4 1.1 4.4 5 3.8 5 5 7 10
25-30 5 5 5 5 5 5 12
30-35 4.6 5 5 5 2.7 5 12
35-40 5 5 3.1 5 5 1.3 6 11
40-45 5 5 5 1.2 0.7 0.7 4.9 5 1.6 9 8
45-50 5 5 5 1.8 5 1.8 1.9 1.6 5 4.9 1.7 11 6
50-55 0.9 5 5 4.5 3.3 5 5 2.5 0.8 2.5 5 5 12 5
55-60 5 5 5 0.8 3.1 5 4.1 5 5 5 5 11 6
Total 12.5 12.3 0.0 40.6 40.5 23.1 11.3 0.0 4.1 14.3 11.8 34.8 8.4 39.6 43.2 16.5 19.0 Note: The numbers in the cells are the deployed minutes within the 5-minute block. The cell values greater than 2.5 are coded as red.

Observations:
▪ Between 10 a.m. and 11 a.m. on September 12, 2009, the fire department responded to 21 calls and dispatched 34 units to these calls.
▪ In the city, there are 17 units staffed all the time. During the worst portion of this hour, there were always at least 5 units still available to respond immediately. Only 5 of the 17 units were deployed more than 30 minutes during this hour.

Agenda Item #9.4.

38 Workload by Unit and Call Type for the Hour between 10 a.m. and 11 a.m. on 12-Sep-2009
Observations:
▪ Engine companies E3, E11 and E12 were deployed more than 40 minutes during this hour. ▪ Truck T3 was deployed more than 40 minutes during this hour. ▪ Eleven units were deployed less than 20 minutes. Two units responded to no calls.

Overlapped Call Analysis
Scenario Frequency Percent
No Overlapped Call 1,536 48.5
Overlapped with another call 1,113 35.2
Overlapped with two calls 388 12.3
Overlapped with three calls 102 3.2
Overlapped with four or more calls 26 0.8
Observations:
▪ 48.5 percent of emergency incidents had no overlapped call. ▪ 35.2 percent of emergency incidents overlapped with another call. ▪ 12.3 percent of emergency incidents overlapped with two calls. ▪ 4.0 percent of emergency incidents overlapped with three or more calls.

Agenda Item #9.4.

39 COMMUNITY FOCUSED PLANNING
Using the forensic data and operational analysis, CPSM can advance your department to the next level with a community focused, community engaged strategic plan development. While not part of our basic work, this next step directs your fire and EMS for the future. We can include a pricing for this additional step if requested.

A project team comprised of highly capable experts with developing strategic plans, particularly experienced with fire, rescue, EMS, and strategic plan development, will take the hand-off from our data and operations experts.

CPSM utilizes current and former fire, rescue, and EMS chief officers who have prior experience serving as practitioners, line officers, and middle managers. This ensures that our staff have extensive relevant knowledge, hands-on experience, and understanding of all aspects of fire, rescue, and EMS operations. Their expertise has been applied to similar projects that CPSM has performed for its clients. Our comprehensive fire, rescue, and EMS analyses have yielded thousands of recommendations for enhancing the effectiveness and efficiency of department management, operations, staffing, training, data management, fleet management, community relations, and more.

CPSM’s proposed project professionals will be available to support the project as needed through completion. CPSM’s subject matter experts have a long history with the firm, which means staff turnover is not a significant concern. Based on our experience, a dedicated, consistent project team works more efficiently and effectively, ensuring both continuity of project knowledge and budget management. Because we have a stable workforce, our project team members have a history of collaborating on similar projects.

CPSM performs all work using in-house resources and does not subcontract any portion of the work scope. The firm has adequate in-house subject matter experts to perform multiple concurrent public safety studies at any time.
• Establishment of near - and long-term goals (1-5 years). • Exploration of various strategic alternative approaches to accomplish the goals in the identified plan years.

From the planning process, specific Core Strategies will be developed and are accompanied by several components that deliver overall strategies and key measurements and include:
• Core Strategies: necessary to help achieve goals and outcomes. The core strategies must be applied to all situations both when the organization is working externally within the Community (outward focus) and when we are working internally within the organization (inward focus).
• Desired Outcome: Describes where the organization wants to be. • Success Indicators: Describes how the organization will know when they are moving toward achieving the strategy.
• Performance/Key Measures: Are the concrete actions that validate the indicators Following the data and operations’ team, our Strategic Plan Expert will arrangeaninitialvirtual meetingwith key staffof the department to discuss the scope of work of this project, as well as begin the stakeholder dialogue that will drive the project’s success.

Agenda Item #9.4.

40 CPSM will utilize our earlier work with particular emphasis on key tables, charts, and further GIS analysis to expand on demand, concentration, resource exhaustion, and opportunities for improvement.

We will involve key community members (identified by our client team) to engage and extract knowledge. Elected officials, appointed officials, other departments, and community leaders will engage to ensure expectations and goals match.

Agenda Item #9.4.

41 PROPOSED FEES
The quotation of fees and compensation shall remain firm for a period of 90 days from this proposal submission.

CPSM will conduct the analysis of the fire department for $44,694 exclusive of travel. The project would be billed in three installments: 40% upon contract signing; 40% with delivery of the draft fire data analysis; and the remaining 20% with delivery of the draft final report. Following delivery of the draft reports, the city will have 30 days to provide comments as to accuracy, and a final report will be delivered within 30 days of the comment period.

For each city that is added to this proposal, the price is reduced $2,700 for each as well as for St.

Helena.

Because of the possibility of Covid restrictions, CPSM will bill travel expenses at actual cost with no overhead or administrative fees applied. Should travel be restricted, CPSM has found work can be done using web-based platforms if necessary, but that charrettes and focus groups lose some of the robust participation developed through in-person interaction.

Deliverables
Draft reports will be provided for department review in electronic format.

To be ecologically friendly, CPSM will deliver the final report in computer readable material either by email, CD or both. The final reports will incorporate the operational findings? as well as data analysis. Should the municipality desire additional copies of the report, CPSM will produce and deliver whatever number of copies is requested, which will be invoiced at cost.

Should the local government desire additional support or in-person presentation of findings, CPSM will assign staff for such meetings at a cost of $2,500 per day/per person plus travel expenses.

CONCLUSION
Part of ICMA’s mission is to assist local governments in achieving excellence through information and assistance. Following this mission, Center for Public Safety Management, LLC acts as a trusted advisor, assisting local governments in an objective manner. CPSM’s experience in dealing with public safety issues combined with its background in performance measurement, achievement of efficiencies, and genuine community engagement, makes CPSM a unique and beneficial partner in dealing with issues such as those being presented in this proposal. We look forward to working with you.

Agenda Item #9.4.

42 PAST & CURRENT ENGAGEMENTS

LOCALITY ST PROJECT DESCRIPTION
Edmonton AB Comprehensive Analysis of Fire Services.

Leduc AB Fire Consolidation Plan
Leduc AB Comprehensive Analysis of Fire Services.

Kenai AK Comprehensive Analysis of Fire Services
Anniston AL Comprehensive Analysis of Police Services
Auburn AL Comprehensive Analysis of Fire Services
Auburn AL Comprehensive Analysis of Police Services
Dothan AL Comprehensive Analysis of Police Services
Casa Grande AZ Comprehensive Analysis of Police Services Florence AZ Comprehensive Analysis of Police Services
Lake Havasu City AZ Comprehensive Analysis of Police Services Lake Havasu City AZ Comprehensive Analysis of Fire Services Florence AZ Comprehensive Analysis of Police Services
Pinal County AZ Comprehensive Analysis of Sheriff’s Office Prescott AZ Comprehensive Analysis of Fire Services
Prescott AZ Comprehensive Analysis of Police Services
Queen Creek AZ Police Strategic Plan
Queen Creek AZ Comprehensive Analysis of Fire services
Scottsdale AZ Comprehensive Analysis of Police Services Tucson AZ Comprehensive Analysis of Police Services
Youngtown AZ Comprehensive Analysis of Police Services
Alameda CA Comprehensive Analysis of Fire Services
Alameda CA Comprehensive Analysis of Police Services
Burbank CA Analysis of Investigations Workload / Staffing Carlsbad CA Comprehensive Analysis of Police Services
El Centro CA Comprehensive Analysis of Police Services
Fairfield CA Comprehensive Analysis of Police Services
Greenfield CA Comprehensive Analysis of Police Services Hermosa Beach CA Comprehensive Analysis of Fire services Hermosa Beach CA Comprehensive Analysis of Police Services Laguna Woods CA Review of Sheriff’s Office Service
Milpitas CA Comprehensive Analysis of Police Services
Morgan Hill CA Comprehensive Analysis of Police Services Morgan Hill CA Comprehensive Analysis of Fire Services
Palm Desert CA Comprehensive Analysis of Fire Services
Palo Alto CA Comprehensive Analysis of Fire Services
Agenda Item #9.4.

43 Placentia CA Comprehensive Analysis of Police Services Rohnert Park CA Comprehensive Analysis of Police Services San Diego County CA EMS Study
San Jose CA Fire Study Review
San Jose CA Police Study Review
San Mateo CA Dispatch Operations Review
Santa Ana CA Comprehensive Analysis of Police Services
Santa Clara CA Comprehensive Analysis of Police Services Santa Cruz CA Comprehensive Analysis of Police Services Santa Monica CA Police Chief Selection
Santa Rosa CA Performance Measurement Analysis
Stockton CA Comprehensive Analysis of Police Services
Stockton CA Comprehensive Analysis of Fire Services
Union City CA Comprehensive Analysis of Fire Services
Whittier CA Comprehensive Analysis of Police Services
Woodlands CA Police Chief Selection
Yuba City CA Comprehensive Analysis of Fire Services
Yuba City CA Comprehensive Analysis of Police Services
Federal Heights CO Comprehensive analysis of Police Services Federal Heights CO Comprehensive analysis of Fire Services Littleton CO Comprehensive Analysis of Fire Services
Steamboat Springs CO Comprehensive Analysis of Fire Services Cheshire CT Police Management Review
Southington CT Comprehensive Analysis of Fire Services
Dover DE Comprehensive Analysis of Police Department
Dover DE Comprehensive Analysis of Fire Services
Alachua FL Expert Witness Law Enforcement Issues
Tamarac FL Analysis of Sheriff’s Contract Services
Inverness FL Comprehensive Analysis of Fire Services
Delray Beach FL Comprehensive Analysis of Police Services Delray Beach FL Comprehensive Analysis of Fire Services Dunedin FL Police Consolidation Review
Hollywood FL Police Internal Affairs Review
Indian River Shores FL Public Safety Staffing Analysis
Indian River Shores FL Public Safety Study
Jacksonville Bch FL Police Chief Selection
Jupiter FL Police and Fire
Hobe Sound FL Public Safety Consolidation
Kenneth City FL Comprehensive Analysis of Police Services Miami Beach FL Comprehensive analysis of Fire Services
Naples FL Presentation
North Port FL Comprehensive Analysis of Police Services Agenda Item #9.4.

44 Orlando FL Expert Witness Law Enforcement Issues
Land O' Lakes FL Comprehensive analysis of Fire Services New Port Richey FL Sheriff Budget Analysis
Pompano Beach FL Comprehensive Analysis of Police Services Venice FL Comprehensive Analysis of Fire Services
Kingsland GA Comprehensive Analysis of Fire Services
Kingsland GA Fire Consolidation St Marys
Woodbine GA Police Consolidation Study
Garden City GA Preliminary Analysis Public Safety Merger Johns Creek GA Analysis of Fire Services
Kingsland GA Fire Consolidation Study
Sandy Springs GA Comprehensive Analysis of Police Department St. Marys GA Fire Consolidation Study
Boone IA Public Safety Consolidation
Boone IA Performance Measurement of Municipal
Hayden ID Comprehensive Analysis of Police Services
Jerome ID Analysis of Police Services
Algonquin IL Performance Measurement Analysis
Glenview IL Comprehensive Analysis of Police & Fire Services Glenview IL Comprehensive Analysis of Police Services
Glenview IL Dispatch Operations Review
Highland IL Comprehensive Analysis of Fire Services
Highland Park IL Comprehensive Analysis of Fire Consolidation Highwood IL Comprehensive Analysis of Fire Consolidation Lake Bluff IL Analysis of Fire Consolidation
Lake Bluff IL Fire Data Review
Lake Forest IL Analysis of Fire Consolidation
Lake Zurich IL Comprehensive Analysis of fire services
Naperville IL Workload, Staffing & Schedule Design
Roseville IL Comprehensive Analysis of Police Services
Skokie IL Police Study
Western Springs IL Comprehensive Analysis of Police Services Indianapolis IN Police Workload & Deployment Services
Plainfield IN Comprehensive Analysis of Police Services Topeka KS Preliminary review of Fire Department
Northborough MA Comprehensive Analysis of Police Services Northborough MA Comprehensive Analysis of Fire Services Cambridge MD Performance Measurement Study
Annapolis MD Comprehensive Analysis of Police Services
Ocean City MD Dispatch Operations Review
Ann Arbor MI Comprehensive Analysis of Fire Services
Auburn Hills MI Comprehensive Analysis of Fire Services Agenda Item #9.4.

45 Auburn Hills MI Comprehensive Analysis of Police Services Benton Harbor MI Public Safety Consolidation
Chesterfield MI Comprehensive Analysis of Police Services Lansing MI Comprehensive Analysis of Police Services
Lansing MI Comprehensive Analysis of Fire Services
Detroit MI Police Department Review
Douglas MI Comprehensive Analysis of Police Services
Flint MI Comprehensive Analysis of Fire Services
Flint MI Comprehensive Analysis of Police Services
Grand Rapids MI Comprehensive Analysis of Police Services Grand Rapids MI Comprehensive Analysis of Fire Services Kingsley MI Comprehensive Analysis of Fire Services
Interlochen MI Comprehensive Analysis of Fire Services
Grosse Pointe MI Public Safety Consolidation
Grosse Pointe MI Public Safety Consolidation
Hamtramck MI Police Study
Grand Rapids MI Comprehensive Analysis of Police & Fire Services Grand Rapids MI Analysis of Police Services Consolidation Kentwood MI Analysis of Fire Services Consolidation
Flint MI Comprehensive Analysis of Police Services
Flint MI Comprehensive analysis of Fire Services
Novi MI Comprehensive Analysis of Police Services
Novi MI Comprehensive analysis of Fire Services
Kalamazoo MI Police Workload / Contract for Services Analysis Petoskey MI Public Safety Consolidation
Plymouth MI Fire Services Consolidation
Plymouth MI Fire Service Analysis
Royal Oak MI Comprehensive Analysis of Police Services
Royal Oak MI Comprehensive Analysis of Fire Services
Saginaw MI Comprehensive Analysis of Police Services
Saginaw MI Comprehensive Analysis of Fire Services
Vicksburg MI Financial Analysis of Fire Authority
Saint Joseph MI Public Safety Consolidation
Sturgis MI Public Safety Analysis
Troy MI Comprehensive Analysis of Police Services
Troy MI Review of Fire Administration and Inspections
Wyoming MI Comprehensive Analysis of Police Services 2012 Wyoming MI Comprehensive Analysis of Fire Services 2012 Wyoming MI Comprehensive Analysis of Police Services 2009 Wyoming MI Comprehensive Analysis of Fire Services 2009 Mankato MN Public Safety Study
Moorhead MN Comprehensive Analysis of Fire Services
Agenda Item #9.4.

46 Saint Cloud MN Police Strategic Planning Review
Saint Cloud MN Comprehensive Analysis of Police Services Brentwood MO Comprehensive Analysis of Police Services
Saint Louis MO Comprehensive Analysis of Fire Services
Saint Louis MO Comprehensive Analysis of Police Services Saint Louis MO Standard of Response / risk assessment
Bozeman MT Fire Protection Master Plan
Bald Head Island NC Public Safety Staffing Review
Bald Head Island NC Public Safety Consolidation
Chapel Hill NC Comprehensive Analysis of police services Cornelius NC Fire Consolidation Study
Davidson NC Fire Consolidation Study
Greenville NC Comprehensive Analysis of Fire Services
Oxford NC Comprehensive Analysis of Fire Services
Oxford NC Comprehensive Analysis of Police Services
Rocky Mount NC AED Grant assistance
Rocky Mount NC Comprehensive Analysis of Police Services Grand Island NE Comprehensive Analysis of Police Services Grand Island NE Comprehensive Analysis of Fire Services South Sioux City NE Fire Services Strategic Plan
East Brunswick NJ EMS Study
Oradell NJ Comprehensive Analysis of Police Services
Paterson NJ Comprehensive Analysis of Police Services
South Orange NJ Comprehensive Analysis of Police Services Westwood NJ Comprehensive Analysis of Police Services
Bernalillo NM Comprehensive Analysis of Fire Services
Las Cruces NM Comprehensive Analysis of Fire Services
Las Cruces NM Comprehensive Analysis of Police Services Ruidoso NM Comprehensive Analysis of Police Services
Boulder City NV Police Organizational Study
Henderson NV Comprehensive Analysis of Police Services
Las Vegas NV Comprehensive Analysis of Fire Services
North Las Vegas NV Fire Workload Analysis
Bria Cliff Manor NY Analysis of police consolidation
Garden City NY Comprehensive Analysis of Fire Services
Long Beach NY Comprehensive Analysis of Fire and EMS services Armonk NY Comprehensive Analysis of Police Services
Oneonta NY Comprehensive Analysis of Fire and EMS services Oneonta NY Fire Apparatus Review
Orchard Park NY Comprehensive Analysis of Police Services Ossining NY Analysis of police consolidation
Ossining NY Analysis of police consolidation
Agenda Item #9.4.

47 Rye NY Police Chief Selection
Watertown NY Comprehensive Analysis of Fire Services
Cincinnati OH Police Dispatch Review
Dayton OH Police Internal Affairs Review
Huron OH Comprehensive Analysis of Police Services
Huron OH Comprehensive Analysis of Fire Services
Independence OH Comprehensive Analysis of Police Services Independence OH Comprehensive Analysis of Fire Services Sandusky OH Fire Study
Sandusky OH Police Study
Broken Arrow OK Comprehensive Analysis of Police Services Broken Arrow OK Comprehensive Analysis of Fire Services Edmond OK Comprehensive Analysis of Police Services
Jenks OK Comprehensive Analysis of Police Services
Jenks OK Comprehensive Analysis of Fire Services
Muskogee OK Comprehensive Analysis of Police Services
Tulsa OK Comprehensive Analysis of Fire Services
Bend OR Comprehensive Analysis of Police Services
Grants Pass OR Comprehensive Analysis of Fire Services
Grants Pass OR Comprehensive Analysis of Police Services Grants Pass OR Public Safety Strategic Plan Development Ontario OR Comprehensive Analysis of Police Services
Ontario OR Comprehensive Analysis of Fire Services
Mohnton PA Comprehensive Analysis of Police Services
Mohnton PA Police Chief Selection
Ephrata PA Comprehensive Analysis of Police Services
Farrell PA Comprehensive Analysis of Police Services
Jamestown PA Comprehensive Analysis of Police Services
Wrightsville PA Comprehensive Analysis of Police Services Lancaster PA Police Study
Berwyn PA Comprehensive Analysis of Police Services
East Providence RI Comprehensive Analysis of Fire Services East Providence RI Expert Witness Fire Issues
Beaufort SC Review of Fire Service Contract
Beaufort SC Comprehensive Analysis of Police Services
Beaufort SC Comprehensive Analysis of Fire Services
Walterboro SC Comprehensive Analysis of Public Safety Dept.

Rapid City SD Comprehensive Analysis of Fire Services
Germantown TN Comprehensive Analysis of Fire Services
Johnson City TN Comprehensive Analysis of Fire Services Johnson City TN Comprehensive Analysis of Police Services Smyrna TN Comprehensive Analysis of Police Services
Agenda Item #9.4.

48 Smyrna TN Comprehensive Analysis of Fire Services
Addison TX Comprehensive Analysis of Fire Services
Addison TX Comprehensive Analysis of Police Services
Baytown TX EMS Study
Belton TX Comprehensive Analysis of Police Services
Belton TX Comprehensive Analysis of Fire Services
Belton TX Police Chief Selection
Belton TX Fire Chief Selection
Buda TX Comprehensive Analysis of Police Services
Cedar Park TX Comprehensive Analysis of Police Services Conroe TX Fire Services Analysis and Standard of Response Frisco TX Comprehensive Analysis of Fire Services
Highland Village TX Fire Review
Hutto TX Comprehensive Analysis of Fire Services
Lucas TX Fire and EMS Analysis
New Braunfels TX Fire Study
New Braunfels TX Police Study
Prosper TX Comprehensive Analysis of Police Services
Round Rock TX Comprehensive Analysis of Fire Services
Sugarland TX Fire Department Overtime Analysis
Sugarland TX Comprehensive Analysis of Fire Services
Victoria TX Comprehensive Analysis of Police Services
Washington City UT Comprehensive Public Safety Analysis Hampton VA Police Chief Selection
Leesburg VA Comprehensive Analysis of Sheriff Services
Leesburg VA Comprehensive Analysis of Fire Services
Bonney Lake WA Comprehensive Analysis of Police Services Lacey WA Comprehensive Analysis of Fire Services
Snoqualmie WA Police Workload & Deployment Analysis
Spokane Valley WA Comprehensive Analysis of Police Services Vancouver WA Comprehensive Analysis of Police Services
Vancouver WA Police Chief Selection
Menomonie WI Sheriff Office Study
Wauwatosa WI Comprehensive Analysis of Fire Services
Wauwatosa WI Comprehensive Analysis of Police Services
Jackson WY Police Consolidation Review
Laramie WY Comprehensive Analysis of Police Services
Jackson WY Police Consolidation Review
Agenda Item #9.4.

Report to the City Council
Regular City Council - 13 Jun 2023
Agenda Section: CONSENT ITEMS
Subject: Recommended approval of a Resolution authorizing modifications to the Business Assistance Program guidelines to permanently forgive all business assistance loans that meet the eligibility, job creation and retention requirements.

CEQA
Determination:

Not a CEQA project
Prepared By: Lesley Milton, Asst. to the City Manager
Reviewed By: Mandy Kellogg, Administrative Services Director Approved By: Anil Comelo, City Manager

BACKGROUND
During 2nd Quarter for Fiscal year 2022 the City received a Community Development Block Grant (CDBG) award from the State Housing and Community Development Department for $500,000 to be used for a Business Assistance Program for the purpose of establishing a business assistance revolving loan fund, to provide flexible low interest forgivable loans to small and medium sized businesses in the City of St. Helena to offset the negative impacts of COVID-19 and assist with financial recovery and business expansion. The City’s Website for business assistance is available here:
https://www.cityofsthelena.org/finance/page/business-assistance-program.

DISCUSSION
Eligible loan amounts range from $35,000 to $105,000 and repayment terms were to be based on the capacity of the business to repay the loan and the use of the loan funds. In certain circumstances loans may exceed the $105,000 allowable amount on a per case basis. As proposed, the program was intended that portions or all of the loans could be forgiven if full-time equivalent jobs were created or retained for at least period of three months. Staff is requesting that that the City Council consider modifying the program guidelines to permanently forgive all business assistance loans that meet the eligibility, job creation and retention requirements.

Agenda Item #9.5.

The intent of this action is to further assist existing or inspired businesses to open or expand offerings in St. Helena. The current economic climate has not improved since the emergency order was lifted in March of 2023 and by modifying program guidelines to forgive loan applications, this may provide incentives to potential new businesses to open in our downtown corridor as part of the City’s downtown revitalization efforts.

FISCAL IMPACT
There is no fiscal impact associated with modifying the program guidelines. Business Assistance Program funds were provided to the City under the Community Development Block Grant program and was designed with the intent to forgive the loans if jobs had been retained or created for a period of at least three months.

RECOMMENDED ACTION
Approve a Resolution authorizing modifications to the Business Assistance Program guidelines to permanently forgive all business assistance loans that meet the eligibility, job creation and retention requirements.

ATTACHMENTS
Attachment 1_ Resolution for Business Assistance Program Modification Attachment A Business Loan Program Flyer
Attachment B Business Assistance Loan Application
Agenda Item #9.5.

CITY OF ST. HELENA
RESOLUTION NO. 2023 -
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ST.

HELENA AUTHORIZING MODIFICATIONS TO THE BUSINESS

ASSISTANCE PROGRAM GUIDELINES TO PERMANENTLY

FORGIVE ALL BUSINESS ASSISTANCE LOANS THAT MEET

THE ELIGIBILITY AND JOB CREATION RETENTION
REQUIREMENTS.

RECITALS
A. During 2nd Quarter for Fiscal year 2022 the City received a Community Development Block Grant (CDBG) award from the State Housing and Community Development Department for $500,000 to be used for a Business Assistance Program for the purpose of establishing a business assistance revolving loan fund; and B. The low interest forgivable loans can be provided to small and medium sized businesses in the City of St. Helena to offset the negative impacts of COVID-19 and assist with financial recovery and business expansion; and C. Loan repayment terms were to be based on the capacity of the business to repay the loan and the use of the loan funds; and
D. As proposed, the program was intended that portions or all of the loans could be forgiven if full-time equivalent jobs were created or retained for at least period of three months; and
E. Staff is requesting that that the City Council consider modifying the program guidelines to permanently forgive all business assistance loans that meet the eligibility and job creation retention requirements.

RESOLUTION
NOW, THEREFORE, the City Council of the City of St. Helena resolves as follows:

1. The City Council approves the modifications to the Business Assistance Program guidelines to permanently forgive all business assistance loans that meet the eligibility and job creation retention requirements.

Approved at a Regular Meeting of the St. Helena City Council on June 13, 2023, by the following vote:

Agenda Item #9.5.

Mayor Paul Dohring: __________
Vice Mayor Eric Hall: __________
Councilmember Anna Chouteau: __________
Councilmember Lester Hardy: __________
Councilmember Billy Summers: __________
APPROVED: ATTEST:
________________________ ________________________
Paul Jamison Dohring, Mayor Cindy Tzafopoulos, City Clerk Agenda Item #9.5.

City of St. Helena
1572 Railroad Avenue, St. Helena, CA 94574
Business Loan Program
Contact Jeff Lucas, Program Consultant
Community Development Services
3895 Main St. Kelseyville, CA 95451
707‐279‐1540
[email protected]
Mandy Kellogg, Administrative Services
Director
City of St. Helena
1572 Railroad Ave. St. Helena, CA 94574
707‐968‐2649
[email protected]
Purpose The City of St. Helena offers business loans funded with Community Development Block Grants (CDBG). The purpose of these business loans is to provide flexible financing to businesses which, in turn, create jobs.

Funding Source State Housing and Community Development Department (HCD) Community Development Block Grant (CDBG).

Loan Amount From $35,000 to $105,000 * depending on funds available.

Interest Rates As low as 1.0%, based on the cash flow needs of the borrower and the risk level of the loan.

Collateral Junior lien positions are possible, a personal loan guarantee is required.

Repayment
Schedules/Terms
A deferral of payments is possible based on income and expense projections. The loan term can exceed the life of the asset.  The repayment schedule is based on the capacity of the business to repay the loan and the use of loan funds.

Forgiveness City may consider forgiveness of a portion of the loan principal amount if full time equivalent jobs are retained for two years.

Loan Fees None
Job Creation One full time equivalent job per $35,000 loaned, with 51% of the jobs to be filled by members of the low to moderate income group.

Use of Funds Purchase of equipment, inventory, real property, working capital, debt consolidation. Construction is less preferable due to Davis Bacon Labor Law requirements.

Agenda Item #9.5.

1 BUSINESS LOAN APPLICATION

1. Applicant Name:
_________________________________________________________ Name of Business:
_________________________________________________________ Sole Proprietorship: _________ S Corporation:________
Partnership: _________ C Corporation:________
LLC/LLP: ________
Mailing Address:___________________________________________________________ Street Address: ____________________________________________________________ Business Telephone: ____________________ Email: _____________________ Home Telephone: ___________________
Cell Phone: ___________________
Fax: ___________________
Project Address:
__________________________________________________________ Federal Employer Identification Number:
________________________________________
Assessor's Parcel Number for Business and/or Project Site: ______________________ (Needed for ALL businesses no matter if renting or owning) SAM Unique ID # ________________________ (see instructions in application)

2. Loan Amount Requested: $ _______________
Uses of Funds:

Purchase of Real Estate $ ____________________
Purchase of Existing Business
Furniture, Fixtures & Equipment ____________________
Inventory ____________________
Advertising & Promotion ____________________
Operating Capital ____________________
Other (specify) ____________________
Construction Uses
Renovation/New Construction ____________________
Leasehold Improvements ____________________
Infrastructure (curbs, gutter, sidewalks, etc.) ____________________ TOTAL $ ____________________
Agenda Item #9.5.

2 3. Ownership
All owners of 20% or more of the applicant business are listed below:

Name ______________________________
Home Address ______________________________
City, State, Zip ______________________________
Phone ______________________________
Social Security # ______________________________
% of Ownership ______________________________
U.S. Citizen Yes ______ No______
Name ______________________________
Home Address ______________________________
City, State, Zip ______________________________
Phone ______________________________
Social Security # ______________________________
% of Ownership ______________________________
U.S. Citizen Yes ______ No______
For corporations, please list corporate officers, titles and who will be signing loan documents.

Name Corporate Title Signing Loan Documents
(Yes or No)
(If additional space is needed, please use reverse side of this page.)

4. Have any of the persons listed above ever been charged with, or convicted of any criminal offenses, other than a minor motor vehicle violation?
Yes No
If yes, please explain:
__________________________________________________________________________ __________________________________________________________________________

5. Has the applicant or any person listed above been in receivership or filed bankruptcy? Yes No
If yes, please explain:
__________________________________________________________________________ __________________________________________________________________________

6. Has the applicant or any person listed above had any credit problems in the last 5 years? Yes No
If yes, please explain:
__________________________________________________________________________ __________________________________________________________________________ Agenda Item #9.5.