HomeMy WebLinkAboutCPSM Fire Study RFP Proposal Bozeman_Price Included 29 SEP 16
P R O P O S A L F O R
FIRE PROTECTION MASTER PLAN
BOZEMAN, MONTANA
CENTER FOR PUBLIC SAFETY MANAGEMENT, LLC
475 K STREET NW SUITE 702
WASHINGTON, DC 20001
WWW.CPSM.US • 800-998-3392
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
September 28, 2016
Mr. Josh Waldo, Fire Chief
Bozeman Fire Department
P.O. Box 1230
Bozeman, MT 59771
Dear Chief Waldo,
The Center for Public Safety Management, LLC, the exclusive provider of public safety technical
assistance for the International City/County Management Association, is pleased to submit this
proposal for a Fire Protection Master Plan for the City of Bozeman, Montana. The CPSM
approach is unique and more comprehensive than ordinary accreditation or competitor studies.
In general, our analysis involves the following major outcomes:
An evaluation of current Bozeman Fire Department services, capabilities, response times,
staffing, fire station locations, apparatus and information management systems utilizing
nationally recognized standards, including NFPA, ICMA, CPSE, ISO, OSHA, FLSA, IFSTA, UL
and APCO along with associated state and local guidelines;
Recommend future service enhancements that reflect the anticipated community
changes, growth and annexation;
Conduct a community risk assessment that supports the standard of cover (SOC)
evaluation consistent with the Commission on Fire Accreditation (CFAI), 6th edition process;
Produce GIS data layers that will assist the Department in analyzing future trends and
service demand patterns;
Conduct a data-driven forensic analysis to identify actual workload that provides
implementation alternatives with defined action-based benchmarks;
Conduct a comprehensive review of existing community plans, transportation models and
growth management policies that will insure that future fire and EMS service demands and
the associated service networks are aligned with these planning projections.
This proposal is specifically designed to provide the local government with a thorough and
unbiased analysis of emergency services and provide a road map that can assist Bozeman
officials to anticipate the future service demands in your community. We have developed a
unique approach by combining the experience of dozens of subject matter experts in the areas
of emergency services. The team assigned to the project will have hundreds of years of
practical experience managing emergency service agencies, a record of research, academic,
teaching and training, and professional publications, and extensive consulting experience
completing hundreds of projects nation-wide. The team assembled for you will be true “subject
matter experts” not research assistants or interns.
ICMA has provided direct services to local governments worldwide for almost 100 years, which
has helped to improve the quality of life for millions of residents in the United States and abroad.
I, along with my colleagues at CPSM, greatly appreciate this opportunity and would be pleased
to address any comments you may have. You may contact me at 716.969.1360 or via email at
lmatarese@cpsm.us.
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Sincerely,
Leonard A. Matarese, ICMA-CM, IPMA-HR
Director, Research and Project Development
Center for Public Safety Management. LLC
THE ASSOCIATION & THE COMPANY
International City/County Management Association (ICMA)
The International City/County Management Association (ICMA) is a 101-year old, non-profit
professional association of local government administrators and managers, with approximately
11,000 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 its citizens in an efficient and effective manner.
ICMA advances the knowledge of local government best practices its website icma.org,
publications, research, professional development, and membership.
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, EMS, Emergency Management,
9-1-1- Dispatch and Homeland Security. The Center also represents local governments at the
federal level and is involved in numerous projects with the Department of Justice and the
Department of Homeland Security.
In 2014 Center for Public Safety Management, (CPSM) spun out as an LLC 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. 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 254 such studies in 39 states and provinces and 190
communities ranging in size from 8,000 population Boone, IA to 800,000 population Indianapolis,
IN.
Thomas Wieczorek is the Director of the Center for Public Safety Management. Leonard
Matarese serves as the Director of Research & Program Development. Dr. Dov Chelst is the
Director of Quantitative Analysis. Chief Michael Iacona is Senior Manager for Fire/EMS.
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SECTION I – STATEMENT OF UNDERSTANDING
In developing the Fire Protection Master Plan for the Bozeman Fire Department, the CPSM TEAM
will be composed of specifically selected technical experts who have broad based experience
in managing Fire and EMS service delivery systems in municipal settings and specific experience
in developing strategic and fire master plans. We have worked extensively in the western United
States and understand the differences in service delivery and community expectations in this
setting.
The CPSM team will utilize a strategic and measured approach in the evaluation of the current
service delivery system including staffing, workload, deployment strategies, station locations,
performance outcomes and related support functions (training, prevention, fleet maintenance,
radio communications, employee development, labor relations and organizational
management).
We will consult and utilize a full array of local planning documents (Transportation Master Plan,
Community/Comprehensive Plan, Water Facility Plan, the County 911 Strategic Plan and
Emergency Operations Plan) in guiding our efforts. In this analysis we will utilize these strategic
forecasts to provide benchmarks in predicting the future service needs that can result from
anticipated growth and economic development of the community. We will also consider the
physical environment, natural and manmade physical barriers, terrain, climate and proximity to
the wildland interface in developing service considerations that address all possible situations.
We will also incorporate the impacts of Montana State University and the expanding service
demands it creates.
The team may meet with elected and appointed officials as well as identified community
leaders to determine the outcome they are seeking from the deployment of resources.
Observations and recommendations will be developed around key performance and analysis
areas in the completion of the report and include:
Comprehensive Data Analysis
- Incident Type Workload
- Response Time
- Unit Workload
- Analysis of Busiest Hour
Governance and Administration
- Organizational Structure
- Organizational Leadership
- Staffing and Deployment
- External Relationships
Organizational Behavior/Management/Processes
- Time Allocation of Staff
- Organizational Communication and Labor Relations
- Strategic Planning
- Performance Measurement
Financial Resources (Operating and Capital Resources)
Programs (To include fire suppression, EMS, fire prevention, public education, fire
investigation, technical rescue, hazardous materials, emergency management, and other
service delivery programs)
Risk Assessment/All hazards approach to community protection
ISO/Accreditation Benefit Analysis
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Using GIS technology, we will review the current fire station locations and the deployed
equipment in making recommendations for the future. Key to making these determinations will
be response time for dispatched units call density and the appropriate screening of calls to
differentiate true emergencies from non-emergent service calls.
The CPSM data team has created a methodology for determining resource utilization that
quantifies the maximum and minimum deployment of personnel and equipment. It is unlike any
other approach currently used by consultants and is indicative of the desire by CPSM to deliver
the right resources at the right time.
SECTION II – TECHNICAL CAPIBILITIES
CPSM maintains a full-time data assessment TEAM that has extensive capabilities in extracting
and presenting statistical analysis regarding Fire and EMS activities. In addition, using Q-GIS we
can conduct an analysis of fire station locations that will march out the optimal locations for
future fire station sites in the 15-year timeframe requested. Under the direction of Dr. Dov Chelst
our team will produce a series of unique analysis regarding workload, unit response activities,
call distribution, unit and station workloads, response times, call durations, unit availability, fire
loss analysis, fire by occupancy type, EMS call types, emergency and non-emergent call
volumes and a whole host of activity reports that create a comprehensive understanding of
workload and community risk. A key component to our deployment modeling strategy is to
identify emergent and non-emergent workloads. This is essential if future planning because this
analysis will provide factually based options to alter response patterns on the basis of the severity
of the call type Through this type of analysis we provide the forensic support to adjust and
modify deployment strategies on the basis of risk. This is the essence of the standard of cover
(SOC) concept. Every call is not the same and the ability to interrogate the caller at the 911 call
center and make tactical determinations based of proven and clinical findings will then allow a
”Smart Deployment Strategy” that optimizes resources to improve efficiencies.
Fire departments often speak of the “worst case scenario” or “resource exhaustion” when
developing staffing and deployment plans. In reality, 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. We also take into consideration available mutual aid resources and the
expansion of boundary-drop agreements.
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
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EMS transport is provided. The following are some of the graphic representations utilized in our
analysis.
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
Mapping Option and Graphic Representations
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Overlapping 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
OVAP Scores and Risk Assessment Mapping
CPSM, with the International City-County Management Association (ICMA) has been active in
the Vision 20/20 processes to move fire and EMS from tactical response to strategic prevention
strategies. Our team and subject matter experts incorporate decades of research from the
United Kingdom and Canada (Merseyside Fire/Rescue and Nanaimo Fire Rescue Department)
that has shown prevention is the future of the fire service. The concepts and programs first
created in the UK have been introduced through Vision 20/20 and incorporated as annex
material in NFPA material. New standards that will codify the approaches are in progress and
should be intimately programmed with fire departments looking toward the future such as the
Bozeman Fire Department.
The CRR material turns a “Standard of Cover” from a one-dimensional document outlining how
a department responds today based on past performance into a three-dimensional document
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that identifies how a department will NOT have to respond in the future using both past as well
as current performance.
CPSM will incorporate its strategic partnership with VISION™ -Risk Assessment by Emergency
Reporting of Bellingham, Washington. Under this arrangement CPSM can offer a cloud based
assessment of the various occupancy types in Bozeman to determine individual and community
OVAP Scores (Occupancy Vulnerability Assessment Profile). VISION™ supports the CPSE
accreditation process (6th edition), and no software installation is necessary
The resulting data study CPSM completes will gather and analyze data on the efficiency and
effectiveness of the current deployment on the emergency runs and service calls. Resource
utilization will be quantified for concentration, location, and unit utilization.
The study will also analyze fire call data to provide a comprehensive review of how fire services
are delivered to the community including a detailed analysis of workloads and response times.
The analysis of the workloads should begin with an in-depth study of the types of calls handled
and their severity. The goal of this data gathering would be to explicate the fundamental nature
of the fire challenge faced by the Fire Department.
The study will pay special attention to fires reported in residences or buildings. Some examples
of questions to be answered as a part of the study include: What was the average response
time of the first arriving fire suppression unit capable of deploying extinguishing agent? How long
did the engine companies work at the scene? What was the frequency of fire loss and how does
this compare to national trends?
For each call type, we will determine the time spent on-scene and the manpower personnel
who worked the scene. This data will be aggregated to determine an overall average total time
spent on fire calls per 24-hour period and by shift for each engine company. It will document
any dramatic variations by time of day and day of week as well as seasonal variations. It will also
require the review the department’s non-emergency productive hours that fire personnel carry
out between emergency calls. The study will also analyze data to determine the proportion of
calls and the associated workload that arise within the community’s borders compared to
mutual aid calls.
Response time is an important statistic in emergency service systems. We will determine:
Average response time of first arriving fire suppression unit capable of deploying
extinguishing agent.
Distribution of response times for different call categories
Response time for the second arriving engine company, where possible
The frequency of extended response time and their locations
SECTION III – PERSONNEL QUALIFICATIONS
For this project, CPSM has assembled a premier team of experts from a variety of disciplines and
from across the United States. The goal is to develop a Fire Protection Master Plan that will
produce the outcomes necessary to provide critical emergency services and support functions
that are consistent with the community’s anticipated growth, its desires and financial
capabilities. The team will consist of a Project Manager (Matarese), two Team Leaders (Fire-
Iacona and Data-Chelst) and at least eight other senior public safety Subject Matter Experts and
Data Analysist selected from our team specifically to meet the needs of the community. We are
proposing the following team members include; Tom Wieczorek, Peter Finely, David Martin,
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Sarah Weadon, Ryan Johnson and Gerard Hoetmer. As requested, the resumes for all TEAM
members are included in the Appendix attached at the end of this proposal.
The management organizational chart for the
project includes the following Key Team Members
PROJECT MANAGER
Leonard Matarese,
MPA
FIRE TEAM LEADER
Michael Iacona, MPA
DATA TEAM LEADER
Dov Chelst, Ph.D.
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SECTION IV – REFERENCES
CPSM has conducted over 250 Fire, EMS and Police studies throughout the United States and
Canada. A complete listing of these projects are referenced in the attached Appendix. In
addition, the following references are included with specific and recent project work that is
similar to what is being proposed for Bozeman.
1. Leduc, Alberta, CA: Fire and EMS Master Plan
Ms. Joyce Tustian, Director
WMC (Western Management Consultants)
10609 124 Street NW
Edmonton, Alberta T5N 1S5
tustian@wmc.ca (780) 401-2822
2. Sugar Land, Texas: Fire Master Plan and Efficiency Study
Mr. Mike Goodrum, Assistant City Manager
City of Sugar Land
2700 Town Center Blvd. N.
Sugar Land, TX 77479
mgoodrum@sugarlandtx.gov (281) 275-2342
3. Tulsa, Oklahoma: Comprehensive Fire and EMS Study
Mr. James Twombly, City Manager
City of Tulsa
175 East 2nd Street
Tulsa, OK 74103
jtwombly@cityoftulsa.org (918) 576-5199
4. Johnson City, Tennessee: Fire Master Plan
Chief Mark Scott, Fire Chief
Johnson City Fire Department
603 Bert Street
Johnson City, TN 37601
mscott@johnsoncitytn.org (423) 975-2852
5. Dover Delaware: Fire & EMS Comprehensive Plan
Mr. Scott Koenig, City Manager
City of Dover
P.O. Box 475
Dover, DE 19903
skoenig@dover.de.us (302) 736- 7005
6. Kenai, AK: Fire Master Plan
Chief Jeff Tucker, Fire Chief
Kenai Fire Department
105 S. Willow Street
Kenai, AK 99611-7745
jtucker@ci.kenai.ak.us (907) 283-7666
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SECTION V – SUBCONTRACTORS
CPSM has entered into a strategic partnership with VISION™ - Risk Assessment by Emergency
Reporting of Bellingham, Washington. Under this arrangement CPSM can offer a cloud based
assessment of the various occupancy types in Bozeman to determine individual and the
community OVAP Score (Occupancy Vulnerability Assessment Profile). VISION™ supports the
CPSE accreditation process (6th edition), and no software installation is necessary. It integrates
with existing data, allowing you to compare your data to other agencies. VISION™ will be
offered as part of the CPSM package along with training on the use of this system that may be
re-formatted and updated by Bozeman personnel after the project is completed. VISION™
makes it simple to do the following:
Calculate response times and plan resource deployment.
Record the location and potential impact of hazardous materials.
Determine the required fire flow needed to stop a fire at origin.
Evaluate potential medical emergencies involving mass casualties.
SECTION VI – CHANGE IN SCOPE
Any changes in scope or modification, either additions or deletions from the original proposal
can be addressed through an “amendment process” which reflects the change in work and
any pricing adjustment, if needed.
SECTION VII – CONTRACTOR’S
EXPECTATIONS OF CITY STAFF
CPSM will work directly with City staff in the generation of information and CAD data upon
which analysis will be developed. We will provide an information request that spells out the
specific information that will be up-loaded to a secure cloud based storage area to which
specific Bozeman personnel will be given access. The information request will include the
following:
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Center for Public Safety Management
Fire Department Study - Document Request List
Agency: Bozeman Fire Department
Municipality: Bozeman, MT
CPSM Contact: Mike Iacona, Manager, Fire and EMS
E-mail: miacona@cpsm.us
Telephone: (928) 853-4336
In order to make the study process as easy as possible for your agency CPSM submits this
Document Request list. CPSM would like to review these documents in advance of our onsite
visit. Please upload this information to the FTP document depository provided.
This information will familiarize our study team with your agency’s structure, assets and
operations. Any questions regarding the listed items can be directed to the above-referenced
CPSM contact person. CPSM looks forward to working with your agency on this important
project. CPSM realizes that not all of the documents requested you may have, or may apply. If
there is a document you do not have, please let CPSM know.
The Document Request list follows:
1. Fire Dept. Organizational charts (hierarchal, functional, and positional)
2. City organizational chart showing where the fire department fits
3. Strategic Plan Document
4. Fire and EMS Response Matrix (including both emergent (hot) and non-emergent (cold)
responses).
5. Fire Department Risk Management Plan
6. Fire Department Community Risk Assessment Plan
7. Fire Department Wildfire Plan
8. Community FireWise Program/Community Wildfire Protection Plan
9. Jurisdiction map with fire station locations marked
10. Street address of each fire department facility
11. Standard of Coverage Document
12. Fire Department Performance Measures and last two quarters of performance.
13. Copy of municipal ordinance adopting the most current fire prevention code
14. Mission Statement/Values Statements
15. Department roster including vacancies
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16. Annual reports (last two years)
17. Current and previous 2 years’ department budgets
18. Overtime reports specifying work performed and dollar amount expended (last fiscal
year)
19. Description of operational work schedules (also indicate if driven by contract, ordinance,
or other)
20. Daily staffing assignment by station; unit and daily minimum staffing policy.
21. Volunteer staffing schedule (if applicable).
22. Rules and regulations, uniform, civilian, volunteers (i.e. Rule Book)
23. Policies and Procedures, uniform, civilian, volunteers (i.e. Book of S.O.P.’s)
24. Department training schedule providing topics covered and training hours (calendar
year)
25. List of department training certification requirements and the local or state
ordinance/legislation the certification is linked to.
26. Motorized vehicle list (fire apparatus, ambulance units, staff cars): including, make,
model, age, odometer reading (miles)
27. Inter-local agreements, i.e. dispatching, 911, mutual aid
28. Insurance Service Organization (ISO) rating and most recent report
29. Response area map illustrating:
Station location with consignment of motorized equipment
Age, size and condition of building, maintenance costs
30. Current collective bargaining agreements, if applicable (uniform and civilian)
31. EMS transport provider information: EMS contract, transport fee schedule and any
response criteria (performance measures)
32. Volunteer recruitment and placement process
33. Volunteer retention strategies and retention data
In addition, we require the city to provide twelve months of data extracted from both your CAD
and NFIRS systems. The data should be in any machine-readable format (e.g. Excel, comma-
delimited) and contain detailed information about each call for service and responding units. In
developing the community and occupancy risk assessment and OVAP scores, Bozeman
personnel will be required to enter occupancy information into the Vision-Risk Assessment data
entry template. This information is generally contained in fire company inspection and fire pre-
planning documents. We will also request that city staff set up appointments for those key
personnel who will be interviewed during a 2-day site visit. We would also request a meeting
room to conduct these interviews. A proposed interview schedule will be provided.
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SECTION VIII – PROJECT APPROACH
CPSM differs from many of its competitors because of its approach to studies from a
management perspective with a high emphasis on community driven decision making. CPSM
team members have served on NFPA committees that have established recommendations for
staffing and response time criteria for the fire service. Central to the NFPA guidelines is the
necessity that fire departments first conduct a risk analysis of their community and that final
staffing decisions and deployment strategies reflect the “Authority Having Jurisdiction”
approvals and financial considerations.
CPSM begins its projects with a forensic analysis of the raw Computer Aided Dispatch (CAD)
data. This information when analyzed thoroughly can provide a factual basis to guide future
decisions regarding service levels both for the current service demand and the future projected
demand. The CAD system and dispatching process is also instrumental in determining the
severity of the call and the mode and type of response that is most appropriate. Our analysis
has shown that upwards of 50 percent of the fire and EMS response activities in most fire
department are non-emergent and service related calls that do not require and expedited
response. In many systems the volume of non-emergent responses is taxing the capacity of
these systems. However, if proper screening and call prioritization is done effectively, there is
added capacity in the system which can be significant.
From this forensic analysis of the data, CPSM will develop performance data for the Bozeman
Fire Department and City of Bozeman that serve as the basis for an Operational Analysis and
Response Coverage. The forensic analysis also enables the development of mapping to
demonstrate calls for service for each of the city’s current stations, pictorially present response
performance and serves as base maps for overlaying of demographic data that is very useful in
Community Risk Reduction Efforts (CRR as outlined by Vision 20/20).
CPSM will provide a holistic analysis that evaluates the essential support functions for delivering
fire and EMS services. We evaluate the organization structure, training and employee
assessment processes and fire prevention and code enforcements efforts. We will elevate the
logistical support mechanisms of the system, looking at fire station facilities, vehicle
maintenance, radio communications, coverage and interoperability. We also look at the
interaction with mutual aid and automatic response partners and the use of volunteers in the
system. In Bozeman we will look specifically at the impacts of the Montana State University and
the types of interactions that exist regarding emergency response, communications, evacuation
planning, code enforcement and operational familiarization with the unique and critical
occupancies on campus (i.e., stadiums and arenas, laboratories, hazardous material storage
areas, student and faculty communications systems, video cameras, etc.)
SECTION IX – PROJECT TASKS
Milestone 1 – Full execution of the agreement:
Agreement will identify Project Launch date.
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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:
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:
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, station location and workload analysis. The data team will
extract one-years’ 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:
Milestone 4a – Data Analysis and Delivery of Draft Data Report
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.
Milestone 4b – Departmental Review of Draft Data Report:
The department will have 10 days to review and comment on the draft unedited data analysis. The
Department must specify all concerns with the draft report at one time.
Milestone 4c – Final Data Report:
After receipt of the department's comments, the data report will be finalized within 10 days.
Milestone 5 – Conduct On-Site Visit:
Subject matter experts will perform a site visit within 30 days of the delivery of the draft data report.
Milestone 6 – Draft Operations Report:
Within 30-45 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:
Once the Department’s comments and concerns are received by CPSM the combined final report
will be delivered to the city within 15 days.
Milestone 8 – Report Presentation: TBD
SECTION X – DELIVERY SCHEDULE
The proposed schedule for delivery of the project is anticipated to be between 110 and 140
days from the execution of the agreement. We anticipated delivery of the Draft Data Report
approximately 60 days after execution of the agreement. The Draft Master Plan Document will
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be provided with 30-45 days after acceptance of the Data Report. The Final Report will be
provided within 10 Days after the final review by the City of the Draft Report. A Final Presentation
of the Plan to the City Commission can be scheduled at any time after acceptance of the Final
Master Plan Document.
TOTAL ELAPSED TIME: 110-140 DAYS
SECTION XI – PRICE PROPOSAL
The quotation of fees and compensation shall remain firm for a period of 90 days from this
proposal submission.
CPSM will conduct the Fire Protection Master Planning process for the Bozeman Fire Department
for $67,643- all exclusive. The following break-out of the staff hours and travel cost are as follows;
Leonard Matarese-Project Manager 90 Hours @$100/HR $10,000
Thomas Wieczorek-Principal/SME 50 hours @$100/HR $5,000
Dr. Dov Chelst-Data Team Leader 65 Hours @$100/HR $6,500
Mike Iacona-Fire Team Leader 130 Hours @$75/HR $9,750
Peter Finley-Fire SME 80 Hours @$60/HR $4,800
Gerard Hoetmer SME 80 Hours @$60/HR $4,800
Data Analysis (multiple employees) 100 hours @$50/HR $5,000
Graphic/Mapping-David Martin 20 Hours @ $75/HR $1,500
Editing/Printing/Postage (misc. rates) $3,000
VISION-Risk Assessment (Contract Rate) $3,000
Q-GIS Station Location (Contract Rate) $5,000
Travel (site visit and final presentation) $6,500
Sub-Total $64,850
5% Mgt. Fees/Overhead $3,243
Total Cost $68,093
The project would be billed in three installments: 40% upon signing the contract; 40% with
delivery of the fire and EMS draft data analysis; 20% with delivery of the final reports. 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.
Deliverables”
Draft reports for the Data Report and Fire Protection Master Plan will be provided for department
review in electronic format.
The final report will be provide as specified; Ten (10) bound copies, and an electronic copy of
the Comprehensive Fire Master Plan and all related material (including GIS maps of the
recommended station sites and service demand levels). An electronic PowerPoint version of the
Final City Commission Presentation will also be provided prior to the meeting date.
Should the city desire to adjust this proposal or the specification of deliverables, CPSM would be
pleased to address any additions or deletions to the attached proposal through an amendment
process and adjust the attached pricing accordingly.
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APPENDIX
TEAM RESUMES AND PRIOR PROJECTS
PROJECT MANAGER
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 particular expertise in public
safety issues. He has 44 years’ experience as a law enforcement officer, police chief, public
safety director, city manager and major city Human Resources Commissioner. He was one of the
original advisory board members and trainer for the first NIJ/ICMA Community Oriented Policing
Project which has subsequently trained thousands of municipal practitioners on the techniques
of the community policing philosophy over the past 18 years. He has managed several hundred
studies of emergency services agencies with particular attention to matching staffing issues with
calls for service workload.
Recognized as an innovator by his law enforcement colleagues he served as the Chairman of
the SE Quadrant, Florida, Blue Lighting Strike Force, a 71agency, U.S. Customs Service anti-
terrorist and narcotics task force and also as president of the Miami-Dade County Police Chief’s
Association – one of America’s largest regional police associations. He represents ICMA on
national projects involving the United States Department of Homeland Security, The Department
of Justice, Office of Community Policing and the Department of Justice, Office Bureau of Justice
Assistance. He has also served as a project reviewer for the National Institute of Justice and is the
subject matter expert on several ICMA / USAID police projects in Central America. As a public
safety director he has managed fire / EMS systems including ALS transport. He was an early
proponent of public access and police response with AEDs.
Mr. Matarese has presented before most major public administration organizations annual
conferences on numerous occasions and was a keynote speaker at the 2011 annual PERF
conference. He was a plenary speaker at the 2011 TAMSEC Homeland security conference in
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 Association-
Human Resources. He also has extensive experience in labor management issues, particularly in
police and fire departments. Mr. Matarese is a life member of the International Association of
Chiefs of Police and of ICMA.
15
OPERATIONS ASSESSMENT TEAM – FIRE UNIT
SENIOR MANAGER OF FIRE AND EMS
CHIEF MIKE IACONA, MPA (RET.)
Retired Fire Chief/Director Flagstaff Fire Department, Flagstaff Arizona; former Director and Fire
Chief, Orange County, Florida Fire Rescue Department.
BACKGROUND
Chief Iacona has 38 years of fire service experience, with the last 18 years as Fire Chief. He
recently retired as the fire chief for the City of Flagstaff, Arizona a position he had held since
2002. Prior to this, he was the Director of Orange County Fire Rescue, Florida, which included
oversight of the County’s emergency management functions. In addition to duties associated
with fire chief, he has served in various capacities, rising through the ranks from to fire
fighter/paramedic to chief fire officer. Mike has led a fire training division, was the Chief of
Operations, served as Emergency Manager in EOC Operations, was Chief Negotiator in multiple
IAFF Contract deliberations. He has supervised the development of several fire master plans, was
a volunteer fire fighter coordinator, led multiple fire code adoption processes, was in charge of
personnel and payroll functions and implemented fire impact fees. He also has wildland fire
experience, supervising a fuel management program, the adoption of a Wildland Interface
Code, and the adoption of a Community Wildfire Protection Plan (CWPP).
Chief 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.
DIRECTOR, CENTER FOR PUBLIC SAFETY MANAGEMENT, LLC
THOMAS WIECZOREK
Retired City Manager Ionia, MI; former Executive Director Center for Public Safety Excellence
BACKGROUND
Thomas Wieczorek is an expert in fire and emergency medical services operations. He has
served as a police officer, fire chief, director of public safety and city manager and is former
Executive Director of the Center for Public Safety Excellence (formerly the Commission on Fire
Accreditation International, Inc.). He has taught a number of programs at Grand Valley State
University, the National Highway Traffic Safety Administration (NHTSA), and Grand Rapids Junior
College. He has testified frequently for the Michigan Municipal League before the legislature
and in several courts as an expert in the field of accident reconstruction and fire department
management. He is the past-president of the Michigan Local Government Manager’s
Association; served as the vice-chairperson of the Commission on Fire Officer Designation; and
serves as a representative of ICMA on the NFPA 1710 career committee.
He most recently worked with the National League of Cities and the Department of Homeland
Security to create and deliver a program on emergency management for local officials titled,
“Crisis Leadership for Local Government Officials.” It has been presented in 43 states and has
been assigned a course number by the DHS. He represents ICMA on the NFPA 1710 and 1730
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Standards Committees and is a board member on the International Accreditation Service, a
wholly owned subsidiary of the International Code Council.
He received the Mark E. Keane “Award for Excellence” in 2000 from the ICMA, the Association’s
highest award and was honored as City Manager of the Year (1999) and Person of the Year
(2003) by the Rural Water Association of Michigan, and distinguished service by the Michigan
Municipal League in 2005.
SENIOR ASSOCIATE
GERARD J. HOETMER, MPA
Retired Executive Director of Public Entity Risk Institute, Fairfax, Virginia
BACKGROUND
Gerry Hoetmer is an expert in fire services, emergency management, and risk management. He
served as the founding executive director of the Public Entity Risk Institute, a nonprofit
organization that provided training, technical assistance, and research on risk management
issues for local government and other public and quasi-public organizations. During his tenure as
executive director he was a member of the National Academy of Sciences Disaster Roundtable.
Prior to his position as executive director at PERI, Mr. Hoetmer worked at ICMA for 19 years, most
recently as the director of research and development. He has written extensively on local
government emergency management, the fire service, code enforcement, and risk
management issues.
Seminal works include the first report to Congress on fire master planning and the first edition of
Emergency Management: Principles and Practices for Local Government. In addition to
providing expert testimony before Congress and local arbitration boards on fire staffing and
scheduling issues, Mr. Hoetmer represented ICMA on the NFPA 1500 Standard on Occupational
Safety and Health; NFPA 1201, the Standard for Providing Emergency services to the Public; and
the NFPA 1710, Standard for the Organization and Deployment of Fire Suppression Operations,
Emergency Medical Operations, and Special Operations to the Public by Career Fire
Departments. Mr. Hoetmer has developed and conducted training programs and seminars at
FEMA’s Emergency Management Institute and the National Fire Academy in Emmitsburg,
Maryland.
He holds a Bachelors from the State University of New York, New Paltz and the Master of Public
Administration degree from the University of Colorado at Denver.
ASSOCIATE
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
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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
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 a number of 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 a number of 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.
DATA ASSESSMENT TEAM
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
18
research at local, national and international conferences, and participated in workshops across
the country.
Senior Public Safety Subject Matter Expert
DAVID MARTIN, PH.D.
Senior Researcher in the Center for Urban Studies, Wayne State University
BACKGROUND
Dr. Martin specializes in public policy analysis and program evaluation. He has worked with
several police departments to develop crime mapping and statistical analysis tools. In these
projects he has developed automated crime analysis tools and real-time, dashboard-style
performance indicator systems for police executive and command staff. Dr. Martin teaches
statistics at Wayne State University. He is also the program evaluator for four Department of
Justice Weed and Seed sites. He is an expert in the use of mapping technology to analyze calls
for service workload and deployments.
PUBLIC SAFETY DATA ANALYST
SARAH WEADON, B.A.
BACKGROUND
Sarah Weadon has over 15 years’ experience consulting with local, state, and federal
government agencies in the areas of data and geospatial analysis, database and application
development, and project management. She has worked with over 40 public safety agencies
across the U.S. and Canada, providing data and geospatial analysis of response times, call
trends, and station locations. Her skill in understanding the results of the analyses in the broader
context of each client’s budget, political, and overall reality, supports the development of
practical, actionable recommendations. Ms. Weadon holds a Bachelor’s degree in Classical
Languages.
Public Safety Data Analyst
RYAN JOHNSON, B.A.
BACKGROUND
Ryan Johnson is a new addition to the CPSM data analyst team, specializing in the analysis of fire
data. He has helped complete fire analysis projects for several cities and has handled ad hoc
requests for modeling optimum staffing levels for police departments. Ryan brings experience in
financial data analysis from the telecom expense industry, where he was the lead analyst for
four clients; 3 fortune 500 companies and the Top Architectural Engineering Firm in the country.
He also brings experience in spatial analytics from his time with Homeland Security. Ryan has a
B.S. in Economics from Georgia State University and he is completing his M.A. in Economics from
Rutgers University.
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PRIOR PROJECTS
Locality
State
Project
Leduc County AB Fire Consolidation Plan
Edmonton Intl Airport AB Comprehensive Analysis of Fire Services.
Leduc, Canada AB Fire/EMS Master Plan.
Kenai AK Fire Master Plan
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 AZ Comprehensive Analysis of Police Services
Lake Havasu AZ Comprehensive Analysis of Fire 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 Police Services
Burbank CA Analysis of Investigations Workload / Staffing
Carlsbad CA Comprehensive Analysis of Police Services
El Centro 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
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
San Jose CA SWOT Analysis of Police and Fire Services
San Mateo Co. CA Dispatch Operations Review
Santa Ana CA Comprehensive Analysis of Police Services
Santa Clara CA Comprehensive Analysis of Police Services
Santa Monica CA Police Chief Selection
Sonoma County CA Performance Measurement Analysis
Stockton CA Comprehensive Analysis of Police Services
20
Stockton CA Comprehensive Analysis of Fire Services
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
BCCMA FL Analysis of Sheriff’s Contract Services
Citrus County 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 Beach FL Police Chief Selection
Jupiter FL Police and Fire
Jupiter Island FL Public Safety Consolidation
Kenneth FL Comprehensive Analysis of Police Services
Miami Beach FL Comprehensive analysis of Fire Services
North Port FL Comprehensive Analysis of Police Services
Orange County FL Expert Witness Law Enforcement Issues
Pasco County FL Comprehensive Analysis of Fire Services
Pompano Beach FL Comprehensive Analysis of Police Services
Venice FL Comprehensive Analysis of Fire Services
Camden County GA Comprehensive Analysis of Fire Services
Kingsland GA Fire Consolidation Study
Camden County GA Police Consolidation Study
Garden City GA Preliminary Analysis Public Safety Merger
Johns Creek GA Analysis of Fire Services
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 Operations
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
21
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
Roselle IL Comprehensive Analysis of Police Services
Western Springs IL Comprehensive Analysis of Police Services
Indianapolis IN Analysis of 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
Algonquin 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
Auburn Hills MI Comprehensive Analysis of Police Services
Benton Harbor MI Public Safety Consolidation
Chesterfield Twp. MI Comprehensive Analysis of Police Services
Delta Township MI Comprehensive Analysis of Police Services
Delta Township MI Comprehensive Analysis of Fire Services
Detroit Public Schools 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
Grand Travers Fire
Dept.
MI Comprehensive Analysis of Fire Services
Green Lake Twp. MI Comprehensive Analysis of Fire Services
Grosse Pointe MI Public Safety Consolidation
Grosse Pointe Park MI Public Safety Consolidation
Kentwood MI Comprehensive Analysis of Police & Fire Services
Kentwood MI Analysis of Police Services Consolidation
Kentwood MI Analysis of Fire Services Consolidation
Mott Community
College
MI Comprehensive Analysis of Public Safety Services
Novi MI Comprehensive Analysis of Police Services
Novi MI Comprehensive analysis of Fire Services
Oshtemo Township MI Police Workload / Contract for Services Analysis
Petoskey MI Public Safety Consolidation
Plymouth MI Fire Services Consolidation
Plymouth MI Future Service Analysis
Royal Oak MI Comprehensive Analysis of Police Services
22
Royal Oak MI Comprehensive Analysis of Fire Services
Saginaw MI Comprehensive Analysis of Police Services
Saginaw MI Comprehensive Analysis of Fire Services
So. Kalamazoo Fire
Auth.
MI Financial Analysis of Fire Authority
St. 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
St. Cloud MN Police Strategic Planning Review
St. Cloud MN Comprehensive Analysis of Police Services
Brentwood MO Comprehensive Analysis of Police Services
St. Louis MO Comprehensive Analysis of Fire Services
St. Louis MO Comprehensive Analysis of Police Services
St. Louis MO Standard of Response Cover and Risk assessment
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
Ruidoso NM Comprehensive Analysis of Police Services
Las Cruces NM Comprehensive Analysis of Fire Services
Las Cruces 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
23
Briar 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
North Castle 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 Town NY Analysis of police consolidation
Ossining Village NY Analysis of police consolidation
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 Comprehensive Analysis of Police Services
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
Cumru Township PA Comprehensive Analysis of Police Services
Cumru Townsjip 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
Lower Windsor Twp. PA Comprehensive Analysis of Police Services
Tredyffrin Township PA Comprehensive Analysis of Police Services
East Providence RI Comprehensive Analysis of Fire Services
East Providence RI Expert Witness Fire Issues
Beaufort SC Comprehensive Analysis of Fire Services
Beaufort SC Comprehensive Analysis of Police Services
Walterboro SC Comprehensive Analysis of Public Safety
Department
Germantown TN Comprehensive Analysis of Fire Services
Johnson City TN Fire Services Master Plan
24
Johnson City TN Comprehensive Analysis of Police Services
Smyrna TN Comprehensive Analysis of Police Services
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
Prosper TX Comprehensive Analysis of Police Services
Round Rock TX Comprehensive Analysis of Fire Services
Sugarland TX Fire Department Overtime Analysis
Sugarland TX Comprehensive Fire Master Plan
Victoria TX Comprehensive Analysis of Police Services
Washington City UT Comprehensive Public Safety Analysis
Hampton VA Police Chief Selection
Loudoun County VA Comprehensive Analysis of Sheriff Services
Loudoun County VA Comprehensive Analysis of Fire 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
Wauwatosa WI Comprehensive Analysis of Fire Services
Wauwatosa WI Comprehensive Analysis of Police Services
Jackson Hole WY Police Consolidation Review
Laramie WY Comprehensive Analysis of Police Services
Teton County WY Police Consolidation Review