HomeMy WebLinkAbout16- Professional Services Agreement - Center for Public Safety Management (CPSM) - Fire Protection Master PlanPROFESSIONAL SERVICES AGREEMENT
THIS AGREEMENT is made and entered into this a1 � day of (\►cxcMh-y- 20_L�L by and
between the CITY OF BOZEMAN, MONTANA, a municipal corporation organized and existing
under the laws of the State of Montana, 121 North Rouse Ave., Bozeman, Montana 59771, hereinafter
referred to as "City," and, Center for Public Safety Management, LLC "Contractor".
In consideration of the mutual covenants and agreements herein contained, the receipt and
sufficiency whereof being hereby acknowledged, the parties hereto agree as follows:
1. Purpose: City agrees to enter this Agreement with Contractor to perform for City
services described in the Scope of Services attached hereto as Attachment "A" and by this reference
made a part hereof.
2. Term/Effective Date: This Agreement is effective upon the date of its execution
and will terminate on the 30th day of n6aj. , 2017. The final deliverable and
associated materials must be presented to the ity on or before the 30th day of
A , 2017.
3. Scope of Work: Contractor will perform the work and provide the services in
accordance with the requirements of the Scope of Services delineated in Attachment A, Scope of
Services. For conflicts between this Agreement and the Scope of Services, unless specifically
provided otherwise, the Agreement governs.
4. Payment: City agrees to pay Contractor the amount specified in a Scope of
Services.
Any alteration or deviation from the described services that involves additional costs above the
Agreement amount will be performed by Contractor after written request by the City, and will
become an additional charge over and above the amount listed in the Scope of Services. The City
must agree in writing upon any additional charges.
5. Contractor's Representations: To induce City to enter into this Agreement,
Contractor makes the following representations:
a. Contractor has familiarized itself with the nature and extent of this Agreement, the
Scope of Services, and with all local conditions and federal, state and local laws, ordinances, rules,
and regulations that in any manner may affect cost, progress or performance of the Scope of Services.
b. Contractor represents and warrants to City that it has the experience and ability to
perform the services required by this Agreement; that it will perform said services in a professional,
competent and timely manner and with diligence and skill; that it has the power to enter into and
perform this Agreement and grant the rights granted in it; and that its performance of this Agreement
shall not infringe upon or violate the rights of any third parry, whether rights of copyright, trademark,
privacy, publicity, libel, slander or any other rights of any nature whatsoever, or violate any federal,
state and municipal laws. The City will not determine or exercise control as to general procedures or
formats necessary to have these services meet this warranty.
6. Independent Contractor Status/Labor Relations: The parties agree that Contractor
is an independent contractor for purposes of this Agreement and is not to be considered an employee
of the City for any purpose. Contractor is not subject to the terms and provisions of the City's
personnel policies handbook and may not be considered a City employee for workers' compensation
or any other purpose. Contractor is not authorized to represent the City or otherwise bind the City in
any dealings between Contractor and any third parties.
Contractor shall comply with the applicable requirements of the Workers' Compensation Act,
Title 39, Chapter 71, MCA, and the Occupational Disease Act of Montana, Title 39, Chapter 71,
MCA. Contractor shall maintain workers' compensation coverage for all members and employees of
Contractor's business, except for those members who are exempted by law.
Contractor shall furnish the City with copies showing one of the following: (1) a binder for
workers' compensation coverage by an insurer licensed and authorized to provide workers'
compensation insurance in the State of Montana; or (2) proof of exemption from workers'
compensation granted by law for independent contractors.
Contractor shall indemnify, defend, and hold the City harmless from any and all claims,
demands, costs, expenses, damages, and liabilities arising out of, resulting from, or occurring in
connection with any labor problems or disputes or any delays or stoppages of work associated with
such problems or disputes.
7. Indemnity/Waiver of Claims/Insurance: For other than professional services
rendered, to the fullest extent permitted by law, Contractor agrees to release, defend, indemnify, and
hold harmless the City, its agents, representatives, employees, and officers (collectively referred to
for purposes of this Section as the City) from and against any and all claims, demands, actions, fees
and costs (including attorney's fees and the costs and fees of and expert witness and consultants),
losses, expenses, liabilities (including liability where activity is inherently or intrinsically dangerous)
or damages of whatever kind or nature connected therewith and without limit and without regard to
the cause or causes thereof or the negligence of any party or parties that may be asserted against,
recovered from or suffered by the City occasioned by, growing or arising out of or resulting from or
in any way related to: (i) the negligent, reckless, or intentional misconduct of the Contractor; or (ii)
any negligent, reckless, or intentional misconduct of any of the Contractor's agents.
For the professional services rendered, to the fullest extent permitted by law, Contractor
agrees to indemnify and hold the City harmless against claims, demands, suits, damages, losses, and
expenses, including reasonable defense attorney fees, to the extent caused by the negligence or willful
misconduct of the Contractor or Contractor's agents or employees.
Such obligations shall not be construed to negate, abridge, or reduce other rights or obligations
of indemnity that would otherwise exist. The indemnification obligations of this Section must not be
construed to negate, abridge, or reduce any common-law or statutory rights of the indemnitee(s)
which would otherwise exist as to such indemnitee(s).
Contractor's indemnity under this Section shall be without regard to and without any right to
contribution from any insurance maintained by City.
Should any indemnitee described herein be required to bring an action against the Contractor
to assert its right to defense or indemnification under this Agreement or under the Contractor's
applicable insurance policies required below the indemnitee shall be entitled to recover reasonable
costs and attorney fees incurred in asserting its right to indemnification or defense but only if a court
of competent jurisdiction determines the Contractor was obligated to defend the claim(s) or was
obligated to indemnify the indemnitee for a claim(s) or any portion(s) thereof.
In the event of an action filed against City resulting from the City's performance under this
Agreement, the City may elect to represent itself and incur all costs and expenses of suit.
Contractor also waives any and all claims and recourse against the City or its officers, agents
or employees, including the right of contribution for loss or damage to person or property arising
from, growing out of, or in any way connected with or incident to the performance of this Agreement
except "responsibility for his own fraud, for willful injury to the person or property of another, or for
violation of law, whether willful or negligent" as per 28-2-702, MCA.
These obligations shall survive termination of this Agreement and the services performed
hereunder.
In addition to and independent from the above, Contractor shall at Contractor's expense secure
insurance coverage through an insurance company or companies duly licensed and authorized to
conduct insurance business in Montana which insures the liabilities and obligations specifically
assumed by the Contractor in this Section. The insurance coverage shall not contain any exclusion
for liabilities specifically assumed by the Contractor in subsection (a) of this Section.
The insurance shall cover and apply to all claims, demands, suits, damages, losses, and
expenses that may be asserted or claimed against, recovered from, or suffered by the City without
limit and without regard to the cause therefore and which is acceptable to the City and Contractor
shall furnish to the City an accompanying certificate of insurance and accompanying endorsements
in amounts not less than as follows:
• Workers' Compensation — statutory;
• Employers' Liability - $1,000,000 per occurrence; $2,000,000 annual aggregate;
• Commercial General Liability - $1,000,000 per occurrence; $2,000,000 annual
aggregate;
• Automobile Liability - $1,000,000 property damage/bodily injury; $2,000,000 annual
aggregate.
• Professional Liability - $1,000,000 per claim; $2,000,000 annual aggregate.
The above amounts shall be exclusive of defense costs. The City of Bozeman, its officers,
agents, and employees, shall be endorsed as an additional or named insured on a primary
noncontributory basis on both the Commercial General and Automobile Liability policies. The
insurance and required endorsements must be in a form suitable to City and shall include no less
than a sixty (60) day notice of cancellation or non -renewal. The City must approve all insurance
coverage and endorsements prior to the Contractor commencing work. Contractor shall notify City
within two (2) business days of Contractor's receipt of notice that any required insurance coverage
will be terminated or Contractor's decision to terminate any required insurance coverage for any
reason.
The City must approve all insurance coverage and endorsements prior to the Contractor
commencing work.
8. Termination for Contractor's Fault:
a. If Contractor refuses or fails to timely do the work, or any part thereof, or fails
to perform any of its obligations under this Agreement, or otherwise breaches any terms or
conditions of this Agreement, the City may, by written notice, terminate this Agreement and
the Contractor's right to proceed with all or any part of the work ("Termination Notice Due
to Contractor's Fault"). The City may then take over the work and complete it, either with its
own resources or by re -letting the contract to any other third party.
b. In the event of a termination pursuant to this Section 8, Contractor shall be
entitled to payment only for those services Contractor actually rendered.
C. Any termination provided for by this Section 8 shall be in addition to any other
remedies to which the City may be entitled under the law or at equity.
d. In the event of termination under this Section 8, Contractor shall, under no
circumstances, be entitled to claim or recover consequential, special, punitive, lost business
opportunity, lost productivity, field office overhead, general conditions costs, or lost profits
damages of any nature arising, or claimed to have arisen, as a result of the termination.
9. Termination for City's Convenience:
a. Should conditions arise which, in the sole opinion and discretion of the City,
make it advisable to the City to cease work on the services provided, City may terminate this
Agreement by written notice to Contractor ("Notice of Termination for City's Convenience").
The termination shall be effective in the manner specified in the Notice of Termination for
City's Convenience and shall be without prejudice to any claims that the City may otherwise
have against Contractor.
b. Upon receipt of the Notice of Termination for City's Convenience, unless
otherwise directed in the Notice, the Contractor shall discontinue services and shall do only
such work as may be necessary to preserve, protect, and maintain work already completed, in
progress.
C. In the event of a termination pursuant to this Section 13, Contractor is entitled
to payment only for those services Contractor actually rendered and materials actually
purchased or which Contractor has made obligations to purchase on or before the receipt of
the Notice of Termination for City's Convenience, and reasonably incurred costs. It is agreed
that any materials that City is obligated to purchase for the Contractor will remain the City's
sole property.
d. The compensation described in Section 13(c) is the sole compensation due to
Contractor for its performance of this Agreement. Contractor shall, under no circumstances,
be entitled to claim or recover consequential, special, punitive, lost business opportunity, lost
productivity, field office overhead, general conditions costs, or lost profits damages of any
nature arising, or claimed to have arisen, as a result of the termination.
10. Limitation on Contractor's Damages; Time for Asserting Claim:
a. In the event of a claim for damages by Contractor under this Agreement,
Contractor's damages shall be limited to contract damages and Contractor hereby expressly
waives any right to claim or recover consequential, special, punitive, lost business
opportunity, lost productivity, field office overhead, general conditions costs, or lost profits
damages of any nature or kind.
b. In the event Contractor wants to assert a claim for damages of any kind or
nature, Contractor shall provide City with written notice of its claim, the facts and
circumstances surrounding and giving rise to the claim, and the total amount of damages
sought by the claim, within ten (10) days of the facts and circumstances giving rise to the
claim. In the event Contractor fails to provide such notice, Contractor shall waive all rights
to assert such claim.
11. Representatives:
a. City's Representative: The City's Representative for the purpose of this
Agreement shall be the Fire Chief or such other individual as City shall designate in writing.
Whenever approval or authorization from or communication or submission to City is required
by this Agreement, such communication or submission shall be directed to Josh Waldo as the
City's Representative and approvals or authorizations shall be issued only by such
Representative; provided, however, that in exigent circumstances when City's Representative
is not available, Contractor may direct its communication or submission to other designated
City personnel or agents as listed above and may receive approvals or authorization from such
persons.
b. Contractor's Representative: The Contractor's Representative for the
purpose of this Agreement shall be Leonard A, Matarese or such other individual as Contractor
shall designate in writing. Whenever direction to or communication with Contractor is
required by this Agreement, such direction or communication shall be directed to Contractor's
Representative; provided, however, that in exigent circumstances when Contractor's
Representative is not available, City may direct its direction or communication to other
designated Contractor personnel or agents.
12. Permits: Contractor shall provide all notices, comply with all applicable laws,
ordinances, rules, and regulations, obtain all necessary permits, licenses, including a City of
Bozeman business license, and inspections from applicable governmental authorities, and pay all
fees and charges in connection therewith.
13. Laws and Regulations: Contractor shall comply fully with all applicable state and
federal laws, regulations, and municipal ordinances including, but not limited to, all workers'
compensation laws, all environmental laws including, but not limited to, the generation and disposal
of hazardous waste, the Occupational Safety and Health Act (OSHA), the safety rules, codes, and
provisions of the Montana Safety Act in Title 50, Chapter 71, MCA, all applicable City, County,
and State building and electrical codes, the Americans with Disabilities Act, and all non-
discrimination, affirmative action, and utilization of minority and small business statutes and
regulations.
14. Nondiscrimination: The Contractor will have a policy to provide equal employment
opportunity in accordance with all applicable state and federal anti -discrimination laws, regulations,
and contracts. The Contractor will not refuse employment to a person, bar a person from employment,
or discriminate against a person in compensation or in a term, condition, or privilege of employment
because of race, color, religion, creed, political ideas, sex, age, marital status, national origin, actual
or perceived sexual orientation, gender identity, physical or mental disability, except when the
reasonable demands of the position require an age, physical or mental disability, marital status or sex
distinction. The Contractor shall be subject to and comply with Title VI of the Civil Rights Act of
1964; Section 140, Title 2, United States Code, and all regulations promulgated thereunder. The
Contractor shall require these nondiscrimination terms of its sub -Contractors providing services under
this agreement.
15. Intoxicants; DOT Drug and Alcohol Regulations/Safety and Training: Contractor
shall not permit or suffer the introduction or use of any intoxicants, including alcohol or illegal drugs,
by any employee or agent engaged in services to the City under this Agreement. Contractor
acknowledges it is aware of and shall comply with its responsibilities and obligations under the U.S.
Department of Transportation (DOT) regulations governing anti-drug and alcohol misuse prevention
plans and related testing. City shall have the right to request proof of such compliance and Contractor
shall be obligated to furnish such proof.
The Contractor shall be responsible for instructing and training the Contractor's employees and
agents in proper and specified work methods and procedures. The Contractor shall provide continuous
inspection and supervision of the work performed. The Contractor is responsible for instructing his
employees and agents in safe work practices.
16. Modification and Assignability: This Agreement may not be enlarged, modified or
altered except by written agreement signed by both parties hereto. The Contractor may not
subcontract or assign Contractor's rights, including the right to compensation or duties arising
hereunder, without the prior written consent of City. Any subcontractor or assignee will be bound
by all of the terms and conditions of this Agreement.
17. Reports/Accountability/Public Information: Contractor agrees to develop and/or
provide documentation as requested by the City demonstrating Contractor's compliance with the
requirements of this Agreement. Contractor shall allow the City, its auditors, and other persons
authorized by the City to inspect and copy its books and records for the purpose of verifying that the
reimbursement of monies distributed to Contractor pursuant to this Agreement was used in
compliance with this Agreement and all applicable provisions of federal, state, and local law. The
Contractor shall not issue any statements, releases or information for public dissemination without
prior approval of the City.
18. Non -Waiver: A waiver by either parry any default or breach by the other party of any
terms or conditions of this Agreement does not limit the other party's right to enforce such term or
conditions or to pursue any available legal or equitable rights in the event of any subsequent default
or breach.
19. Attorney's Fees and Costs: That in the event it becomes necessary for either Party of
this Agreement to retain an attorney to enforce any of the terms or conditions of this Agreement or to
give any notice required herein, then the prevailing Party or the Party giving notice shall be entitled
to reasonable attorney's fees and costs, including fees, salary, and costs of in-house counsel to include
City Attorney.
20. Taxes: Contractor is obligated to pay all taxes of any kind or nature and make all
appropriate employee withholdings.
21. Dispute Resolution:
a. Any claim, controversy, or dispute between the parties, their agents,
employees, or representatives shall be resolved first by negotiation between senior -level
personnel from each parry duly authorized to execute settlement agreements. Upon mutual
agreement of the parties, the parties may invite an independent, disinterested mediator to assist
in the negotiated settlement discussions.
b. If the parties are unable to resolve the dispute within thirty (30) days from the
date the dispute was first raised, then such dispute may only be resolved in a court of
competent jurisdiction in compliance with the Applicable Law provisions of this Agreement.
22. Survival: Contractor's indemnification shall survive the termination or expiration of
this Agreement for the maximum period allowed under applicable law.
23. Headings: The headings used in this Agreement are for convenience only and are not
be construed as a part of the Agreement or as a limitation on the scope of the particular paragraphs to
which they refer.
24. Severability: If any portion of this Agreement is held to be void or unenforceable, the
balance thereof shall continue in effect.
25. Applicable Law: The parties agree that this Agreement is governed in all respects by
the laws of the State of Montana and the parties expressly agree that venue will be in Gallatin County,
Montana, and no other venue.
26. Binding Effect: This Agreement is binding upon and inures to the benefit of the heirs,
legal representatives, successors, and assigns of the parties.
27. No Third -Party Beneficiary: This Agreement is for the exclusive benefit of the
parties, does not constitute a third -party beneficiary agreement, and may not be relied upon or
enforced by a third party.
28. Counterparts: This Agreement may be executed in counterparts, which together
constitute one instrument.
29. Integration: This Agreement and all Exhibits attached hereto constitute the entire
agreement of the parties. Covenants or representations not contained therein or made a part thereof
by reference, are not binding upon the parties. There are no understandings between the parties other
than as set forth in this Agreement. All communications, either verbal or written, made prior to the
date of this Agreement are hereby abrogated and withdrawn unless specifically made a part of this
Agreement by reference.
* * * * END OF AGREEMENT EXCEPT FOR SIGNATURES * * **
IN WITNESS WHEREOF, the parties hereto have executed this instrument the day and year
first above written.
CITY OF BOZEMAN, MONTANA
By N
Chris Kukulski, City Manager
APPR V D AS TO FORM:
By
e Sullivan, Bozeman City Attorney
Center for Public Safety Management, LLC
CONTRACTOR (Type Dame Above)
ByTC�C'�'
Print Name: Leonard A. Matarese
Print Title: Managing Partner
PROPOSAL FOR
FIRE PROTECTION
MASTER PLAN
BOZEMAN, MONTANA
CPSM (F)
CENTER FOR PUBLIC SAFETY MANAGEMENT, LLC
475 K STREET NW SUITE 702
WASHINGTON, DC 20001
WWW.CPSM.US • 800-998-3392
1100 MA
Exclusive Provider of Public Safety Technical Services for
International City/County Management Association
roN
CPSM V_V
Center for Public Safety Management, LLC
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
Imatarese@cpsm.us.
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 some
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 lacona is Senior Manager for Fire/EMS.
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
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 some 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
CP S Center for Public Safety Management, LLC
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
CPSPJ
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 Scares 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
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 VISIONTM -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). VISIONTM 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-
lacona 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,
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
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 1 S5
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
itwombly@cityoftulso.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.orci (423) 975-2852
S. Dover Delaware: Fire & EMS Comprehensive Plan
Mr. Scott Koenig, City Manager
City of Dover
P.O. Box 475
Dover, DE 19903
skoenia@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
SECTION V -SUBCONTRACTORS
CPSM has entered into a strategic partnership with VISIONTM - 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). VISIONTM 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. VISIONTM 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. VISIONTM
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:
Ulib M1 Center for Public Safety Management, LLC
Center for Public Safety Management
Fire Department Study - Document Request List
Agency: Bozeman Fire Department
Municipality: Bozeman, MT
CPSM Contact: Mike lacona, 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 Fire Wise 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
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 twelvemonths 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.
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.
CPSMICenter for Public Safety Management, LLC
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
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 lacona-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.
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
Mr. Matarese is a specialist in public sector administration with particular expertise in public
safety issues. He has 44 years' experience as a law enforcement officer, police chief, public
safety director, city manager and major city Human Resources Commissioner. He was one of the
original advisory board members and trainer for the first NIJ/ICMA Community Oriented Policing
Project which has subsequently trained thousands of municipal practitioners on the techniques
of the community policing philosophy over the past 18 years. He has managed several hundred
studies of emergency services agencies with particular attention to matching staffing issues with
calls for service workload.
Recognized as an innovator by his law enforcement colleagues he served as the Chairman of
the SE Quadrant, Florida, Blue Lighting Strike Force, a 71 agency, U.S. Customs Service anti-
terrorist and narcotics task force and also as president of the Miami -Dade County Police Chief's
Association - one of America's largest regional police associations. He represents ICMA on
national projects involving the United States Department of Homeland Security, The Department
of Justice, Office of Community Policing and the Department of Justice, Office Bureau of Justice
Assistance. He has also served as a project reviewer for the National Institute of Justice and is the
subject matter expert on several ICMA / USAID police projects in Central America. As a public
safety director he has managed fire / EMS systems including ALS transport. He was an early
proponent of public access and police response with AEDs.
Mr. Matarese has presented before most major public administration organizations annual
conferences on numerous occasions and was a keynote speaker at the 2011 annual PERF
conference. He was a plenary speaker at the 2011 TAMSEC Homeland security conference in
Linkoping, Sweden and at the 2010 UN Habitat PPUD Conference in Barcelona, Spain.
He has a Master's degree in Public Administration and a Bachelor's degree in Political Science.
He is a member of two national honor societies and has served as an adjunct faculty member
for several universities. He holds the ICMA Credentialed Manager designation, as well as
Certified Professional designation from the International Public Management Association -
Human Resources. He also has extensive experience in labor management issues, particularly in
police and fire departments. Mr. Matarese is a life member of the International Association of
Chiefs of Police and of ICMA.
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 lacona 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 lacona 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
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
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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
CPSMCenter for Public Safety Management, LLC
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 Y2 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
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Dr. Chelst is an expert in analyzing public safety department's workload and deployment. He
manages the analysis of all public safety data for the Center. He is involved in all phases of The
Center's studies from initial data collection, on-site review, large-scale dataset processing,
statistical analysis, and designing data reports. To date, he has managed over 140 data analysis
projects for city and county agencies ranging in population size from 8,000 to 800,000.
Dr. Chelst has a Ph.D. Mathematics from Rutgers University and a B.A. Magna Cum Laude in
Mathematics and Physics from Yeshiva University. He has taught mathematics, physics and
statistics, at the university level for 9 years. He has conducted research in complex analysis,
mathematical physics, and wireless communication networks and has presented his academic
research at local, national and international conferences, and participated in workshops across
the country.
Senior 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.
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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.
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
EI 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
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
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
MI
Comprehensive Analysis of Fire Services
Dept.
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
MI
Comprehensive Analysis of Public Safety Services
College
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
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
MI
Auth.
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
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
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