Fire Dept Response & Deployment Study
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MEMORANDUM
March 15, 2006
TO:
The Honorable Mayor and City Council Members
FROM:
Michael C. Van Milligen, City Manager
SUBJECT: Fire Department Response & Deployment RFP
Fire Chief Dan Brown is recommending the selection of Matrix Consulting Group to
conduct the Fire Department Response and Deployment Study in the amount of
$55,000.
I concur with the recommendation and respectfully request Mayor and City Council
approval.
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Michael C. Van Milligen ~
MCVM/jh
Attachment
cc: Barry Lindahl, Corporation Counsel
Cindy Steinhauser, Assistant City Manager
E. Daniel Brown, Fire Chief
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CITY OF DUBUQUE, IOWA
MEMORANDUM
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February 15, 2006
TO: Michael C. Van Milligen, City Manager
FROM: E. Daniel Brown, Fire Chief E. De
SUBJECT: Fire Department Response & Deployment RFP
The RFP for the Response & Deployment Study was sent to 24 vendors and advertised
locally in the paper. We received three proposals from Emergency Services Consulting
Inc. of Wilsonville, Oregon, The Matrix Consulting Group of Irving, Texas and a group
consisting of ICMA, The Commission for Fire Accreditation International and IIW
Engineers & Surveyors of Dubuque.
The review committee consisting of Laura Carstens, Ken TeKippe, Dawn Lang, Chris
Kohlman, Scott Neyens, Rick Steines and myself reviewed and discussed the three
proposals.
The cost proposals were opened and the IMCNIIW proposal was for a sum of
$177,717, ESCI proposal was for a sum of $73,638 and The Matrix Consulting Group
cost proposal was for a sum of $55,000.
The decision was made to interview two of the vendors. Emergency Services
Consulting Inc. (ESCI) and the Matrix Consulting Group were scheduled on February 9th
and 10th. The IMCNIIW vendor was not interviewed due to the cost was three times the
budgeted amount and the lack of experience conducting this type of study.
The committee believes that both vendors presented an excellent product and either
one could perform the study to the city's satisfaction. This was confirmed by the
reference checks made on both companies. .
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The committee selected the Matrix Consulting Group because of the following points:
· More focused on the RFP
· Provided more references that included Fire Chief, Deputy Budget Director,
Special Projects Manager, Deputy City Manager and a City Manager.
· Ability to run multiple studies for various response times for various number of
stations.
· Flexible in adjusting analysis in scenarios
· Community input orientated
· Ability to adjust model run times experienced, to account for steep grades and
weather conditions.
· Ability to conduct a large number of "what if' scenarios.
The Matrix Group reference summary is as follows:
· Dan Graves/Fire Chief - Seminole, Florida
o Very good experience, good knowledge of fire business and did job on
time and on budget.
· Jennifer Meyer/Deputy Budget Director - Milwaukee, Wisconsin
o Very pleased with response times, very focused, great presentations,
followed their proposal and met timeline.
· Mark Wasserman/Special Projects Manager - Indio, California
o Did excellent job, worked well with elected officials and highly recommend.
· Ron Olson/Deputy City Manager - Arlington, Texas and Middletown, Ohio
(Mr. Olson was part of two different studies in two different cities involving the
Matrix Group)
o Did great job, very responsive, very knowledgeable and understands
politics and works well with that.
· John Maclean/City Manager - Keene, New Hampshire
o Did great job, on time and worked well with staff,
The budget for this project was set at $50,000. I visited with Dawn Lang about the
overage of the budgeted amount and we believe we can make this up out of the
operating budget with the line item for cot replacement which will have a savings in this
year of $4,000 due to replacing all the cots in next year's budget.
I would like to thank the committee for all their work and help on this project. I concur
with the committee's decision and recommend the Matrix Consulting Group to conduct
the Municipal Fire and Emergency Services Response and Deployment study for
$55,000.
EDB/jl
CITY OF DUBUQUE, IOWA
REQUEST FOR PROPOSALS
MUNICIPAL FIRE AND EMERGENCY SERVICE RESPONSE AND DEPLOYMENT
STUDY
Introduction
The City of Dubuque, Iowa requests proposals from interested vendors to conduct a
redistricting/ relocation/ or addition of city fire stations and feasibility study of the existing
municipal Fire Department and Emergency Services. The study will include response
times throughout the City of Dubuque or other appropriate technology to meet the
firefighting and emergency service needs of Dubuque residents and businesses. The
selected contractor will work with designated City staff and other resources to conduct
the study. The study shall include recommendations as to methods how the City might
meet the need for the availability of advanced response services to Dubuque
businesses and residences within the city limits. The study and recommendations shall
address such options as City partnering or sole service provider in Emergency Medical
Services (EMS) and Fire Fighting services to the citizens of Dubuque. The Study
should include examples of partnerships that can be created with public and private
entities in relation to locating a new station(s) in the city.
For the purposes of this RFP, the terms "vendor", "proposer", and "contractor" refer to
the same party at subsequent stages of the process. A "proposer" is considered to be a
"vendor" who is responding to this RFP. The "contractor" is the "vendor" whose
proposal has been selected and with whom a contract has been established.
The City of Dubuque operates under the 2003 International Fire Code. The City has not
adopted 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"; however, the standard is used as a guide. National
Fire Incident Reporting System (NFIRS) data is available in a sql data used with
Firehouse software.
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GIS
The City of Dubuque has maintained a Geographic Information System since 1996.
Available data layers are shown below. A majority of data was originally converted by a
third party conversion company with updates currently happening in-house and from
Dubuque County. The City utilizes a base map covering roughly 40 square miles which
includes the Dubuque city limits and a 2 - 3 mile fringe area surrounding the City. Data
resides in ESRI shape file format. Data is projected based on NAD 83 Iowa North
datum.
Efforts have been made to insure that street centerline data for left/right to/from ranges
and naming is consistent with the E911 MSAG data. There is no guarantee this is the
case. There may also be issues with how the data was originally converted in that arc's
may not have been converted in a "route" and the direction of arcs using adjacent arc
information may not be consistent.
It is the intent of this RFP that the GIS be used for determining response times and that
they be verified by actual driving times of a selected cross section of examples.
The following GIS layers are available.
Sub-Directory Name Description of Data Data Layers
CityLandbase Data that represents Parcel
features that are Lots
mapped against the land Building Outlines
Zoning
Landuse
CityLimits Data representing city City of Dubuque City
boundaries outlines Limits
Sageville City Limits
Asburv Citv Limits
Districts Data representing Historic districts
various district related Parking
information Precincts
Wards
Economic
Area of Interest
Port of Dubuque
Environmental Creeks
Floodplains
Mississippi River outlines
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Sub-Directo Name
Contours
Descri tion of Data
Topographical data for
the City and the fringe
area. Data was created
in 1996. Approximately
88 points were targeted.
Forty four permanent
monuments were set
during the process. 2'
topographical contours
were created.
Data La ers
Contour lines
Control points
Orthos Orthographic photos The city has been divided
these are stored as tif into a grid of Y. mi. square
images and are an mile segments each
image data source containing an aerial photo.
These segments are
referred to as tiles. The
naming starts from a
center point that is roughly
located in Flora Park. The
naming starts with either
NW, NE,SW or SE,
followed by two numbers.
The direction, is the
direction from the center
point. Photography was
taken in the spring of
1996. Data is represented
in half foot pixels.
Orthos County Orthographic photos Dubuque County has
these are stored as tif produced and made
images and are an available orthographic
image data source photos for the City's
project area.
Photography was taken in
the Spring of 2000. Data
is represented for the
most part as two foot
pixels with some less
populated areas using 4
foot pixels.
Parks Boundary areas of City Parks, neighborhood
various parks parks, qolf courses
Transportation Data related to Street centerlines,
transportation Edqe of pavement,
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Utilities
Data related to Sanitary
Sewer, Storm Sewer,
Water, Fiber Optic
Cable cit of Dubu ue
Data used primarily by
law enforcement
personnel
Bike&Hike Trails,
Keyline bus routes,
Count Roads
Sanitary and Storm Sewer
Manholes, Lines,
detention basins, water
lines, water sto boxes
Police Districts
Fire Districts
Law Enforcement and
Public Safety
COMMUNITY PROFILE
The City of Dubuque is located on the Mississippi River in northeastern Iowa, bordering
Illinois and Wisconsin. The City occupies approximately 30 square miles with a
population approaching 60,000, and is the major retail, medical, educational and
employment center of a tri-state market. The community has a stable and diversified
manufacturing base and a growing service sector. Tourism continues to be a significant
economic force and is growing markedly with the 2003 opening of the $200 million first
phase of the America's River Project.
This study should look at the current fire districts and the anticipated growth over time
as new areas develop. The recent annexation of 700 acres on the west end of the city
will provide response times comparable to or better than what they are currently to that
area, but will not meet the standards for the rest of the city as this develops. As this
study looks at station districts, the adjusting of responses may require the changing of
staffing levels at existing stations.
It should be noted that while the west side, downtown and floodplain areas consist of
level ground or gently rolling hills, much of the City is built on areas of extreme
topography such as bluff edges, steep slopes and valleys. Because of this, much of the
transportation system is not laid-out in a true grid pattern and some of the city's vacant
land is not practical for development. The City of Dubuque Planning Department has
identified primary, secondary growth areas and anticipated land uses for the City of
Dubuque's two-mile extraterritorial jurisdiction.
Primary Growth Areas can be serviced by City utilities. They represent areas that could
at any time be under active development. As set forth in the City of Dubuque's
Comprehensive Plan and Annexation Study, the City will likely annex land within these
primary growth areas.
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Secondary Growth Areas represent transitional areas between rural and urban
development because of their proximity to Primary Growth Areas, ability to be served by
City utility extensions, and their relationship to major transportation corridors. The
Secondary Growth Areas have been divided into two categories: (a) those that can be
served with gravity sewers, and (b) those that can be served by a combination of gravity
sewers and lift stations. A map of the Fringe Area is attached.
The city is bounded on the east by the Mississippi River, with approximately six miles of
riverfront, and on the north, south and west by bluffs, creek valleys, gently rolling hills,
farm fields and some county urban development, including the cities of Asbury and
Sageville.
EXISTING EMERGENCY AND FIRE FIGHTING SERVICES
The Dubuque Fire Department currently provides the following services: Fire
Suppression, Emergency Medical Services (EMS) transport, Hazardous Materials
Response, Vehicle Rescue, High Angle Rescue, Confined Space Rescue, Surface
Water Fire/Rescue, Fire Prevention, Investigation, and Public Education. Dubuque has
a fulltime career department with 89 sworn members and 1 secretary. The department
utilizes 6 stations: Five Engine Companies, Two Ladder Companies, Two Medic
transport units, and a Command Unit.
Minimum staffing is 22 personnel per 24 hour shift. In addition the department
maintains two reserve engines, one reserve ladder, one reserve medic unit, one
HazMat/Command unit and one 28' Fire/Rescue Boat. The Hazmat and 3rd medic unit
are staffed by crews from the ladder company at Fire Headquarters. The Fire/Rescue
Boat is staffed by surrounding fire companies for responses on the Mississippi river.
The Fire Marshal's office has two staff officers that work a 40 hour week Monday
through Friday and respond as needed for incidents during and after normal work hours.
The Department also has a Training Officer and Emergency Medical Supervisor that
work the same schedule as the Fire marshal's office and are able to respond to
incidents as needed. The location of the fire stations and current districts are indicated
on the attached map.
The City of Dubuque has signed a Mutual Aid agreement with surrounding volunteer fire
departments in Dubuque County for fire protection. These departments provide and
receive assistance.
A separate signed Mutual Agreement exists for Emergency Medical Services (EMS)
transport with surrounding volunteer and private companies.
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The Dubuque Fire Department has an intergovernmental Mutual Aid Agreement with
Dubuque County to provide Hazardous Materials response to the entire County. The
county shares part of the annual cost for this service.
The City shares an enhanced 911 dispatch center with Dubuque County. This center
receives 911 calls and dispatches for City Fire, City Police, County Sheriff and County
Volunteer Fire Departments. The City and County also shares a 800 MHz EDACS radio
system and is used by all City and County agencies.
EXISTING MUNICIPAL UTILITIES
The City of Dubuque presently operates municipal water, wastewater, refuse collection
and stormwater management utilities. These utilities continue to expand its services to
new growth areas in the community.
The City does own and operate its own fiber optic institutional network carrying data and
telephone traffic among city and county buildings in the downtown area, but does not
presently offer services or infrastructure to non-government entities via this network.
The City continues to expand its own fiber net to additional government facilities and
includes new telecommunications conduit and innerduct in most major street
construction projects.
Even with recent improvements in technology and communication services, business
and residents in Dubuque report occasional delays, and in some cases uncertain
availability of communication services. New concerns and local government obligations
regarding homeland security have brought sharper focus to the need for redundant,
interconnected networks and diverse back-up communication throughout the Tri-State
Area. As a mid-sized community with many treasures, Dubuque hopes to add state-of-
the-art services to provide quality of life assets.
IMPORTANT DA TES
Proposal Due Date: December 22, 2005
Proposal Award: Anticipated within 60 - 90 days of the Proposal Due Date.
Commencement of Work: Upon receipt of signed contract accompanied by written
notice to proceed.
Study Completed, Final Report Delivered: To the City Manager on or before July 31,
2006.
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PROPOSAL RESPONSE FORMAT
Each proposer must respond with a proposal organized as follows:
Section 1 - Reauired Documents
a. Letter of Transmittal
The proposal shall be accompanied by a letter of transmittal briefly
outlining the firm's understanding of the work and a one-page Executive
Summary of the proposal.
b. Profile of the Firm
The proposal shall be accompanied by a profile including general
information about the firm, its official name, address and principal officers,
and the firm's particular areas of expertise regarding this RFP.
c. Qualifications
The proposal shall contain a listing of past clients and such additional
information as demonstrates its qualifications and successful experience
in the design, implementation and analysis of feasibility studies
comparable to that proposed in response to this RFP.
d. Project Personnel
The proposal shall contain a list of names and background and
qualifications of personnel and subcontractors who will be working on the
proposed project.
e. Fees and Compensation
Accompanying the proposal, in a separate, sealed envelope, shall be a
detailed description of proposed fees and compensation to the contractor
for providing all services and tangible work products included in this
project. Quoted fees shall include all anticipated expenses not to exceed
amounts. Quotation of fees and compensation shall remain firm for a
period of at least 90 days from the RFP submission deadline.
f. References
The proposer shall provide three or more specific municipal client
references, including a contact person and telephone number, for
feasibility studies the firm and/or its subcontractors or team partners have
performed similar to the study proposed in response to this RFP. List the
names of the key personnel for the Dubuque project who have worked on
the referenced projects.
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Section 2 Overview
a. Scope of Services and Project Schedule
The proposal shall contain a summary of the scope of services and
implementation schedule for the proposed project, and shall be founded
upon the following requirements
1. Study Committee
Contractor shall meet with a municipal organization,
management and fire station location feasibility study
committee comprising City staff regarding design and
implementation of the feasibility study. Follow-up
meetings will be scheduled as needed to review progress
and discuss recommended options.
2. Information Gathering
While the City will make available the results of any prior
surveys, reports and other information as might be
beneficial in this project, and can assist to a reasonable
degree in identifying other likely sources of information,
the contractor shall be responsible for gathering and
verifying the accuracy of data upon which the
conclusions and recommendations of the feasibility study
are founded.
3. Role of City Employees
The proposal must detail the proposed role and
obligations, if any, of City of Dubuque employees during
design and implementation of the feasibility study or any
of its research or analysis components.
As options or alternates, the proposer may choose to
indicate specific supplementary services or tasks, which,
if performed by City of Dubuque employees, would
reduce the cost of design and implementation. The
associated cost reductions should be specifically stated
for each such service or task.
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4. Task/Deliverables
The study must include, but is not limited to, the
following:
a. Primary research to identify needs and gauge
support of residential, commercial, industrial and
citizen needs.
b. An analysis of the existing service provided,
including current strategies, system evaluation,
service offerings and efficiencies.
c. An assessment and recommendation as to the
design layout of the city's fire service
infrastructure.
d. Any contractor recommendations in favor of
modifying the current fire service infrastructure
with other services shall include a conceptual
design, map and projected cost estimates.
e. An economic feasibility assessment of financing
and operation of emergency fire services network
where services are to be offered. Projections
should include construction cost and efficiencies.
If more than one approach for this system is
feasible, each one must be reviewed.
f. The contractor shall answer the following specific
questions.
1. What changes to roadways or access to areas
can be made that will enhance responses and
affect fire station locations. An example may be a
connector street from Roosevelt Rd. to Orchard
Dr. area.
2. If the City maintained six fire stations, where
would be the ideal location for all six fire stations in
the year 2013 to minimize response times based
on the assumption that (a) the current 700 acre
annexation will be upheld by the Iowa Supreme
Court, (b) the Southwest Arterial will be built and
most of that corridor will have been annexed into
the City of Dubuque, (c) the major developed
population centers adjoining Dubuque, but now in
the County, like Barrington Lakes, Barony Woods
and Key West, will be in the City of Dubuque.
How should existing personnel resources be
deployed within the new design? How will that
affect response times?
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3. With the same assumptions, if only one or
more of the existing fire stations are relocated to
improve response times, which stations and where
would be the suggested locations?
4. Is there a scenario where there could be
improved or maintained response times and the
elimination of one or more stations?
5. In each of the scenarios, where should the
existing ambulances be housed, within the
confines of a fire station, to minimize response
times? If a third fully-staffed ambulance is added
to the City's response capabilities, within the
confines of a fire station, where would be the best
location for the third ambulance?
At minimum, the economic assessment should
include:
1. Capital cost projection
2. Estimated working capital requirements
3. Estimated operating costs for staff, operations
and maintenance.
4. Funding options other than existing City
resources.
g. A business plan which includes the total cost to
construct, operate and maintain the infrastructure.
The plan shall include, but not limited to:
1. Staffing requirements and job descriptions for
each job
2. Phased build-out plan, including schedule for
completion of each section of the system
h. Reports- Interim and final reports of all research,
analysis and recommendations shall be provided.
The City may require up to 3 oral presentations of
the reports to the City Manager, City Council and
other groups as requested as part of the cost of
this proposal.
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5. The final report shall be submitted to the City Manager by
the July 31,2006 due date.
6. "Go I No-Go" Decision Points and "Dead-end Tracks"
While a considerable amount of foundation research and
analysis will be required before even preliminary
conclusions can be offered, the feasibility study
methodology shall be designed and applied in such a
manner as to maximize efficiency of contractor time and
resources and to minimize the inclusion of generic or
"boilerplate" information which is not applicable to the
specific Dubuque situation.
If in the gathering and analysis of information, the
contractor concludes with reasonable certainty at a
preliminary stage that modifying the city's emergency and
fire service operations is not feasible for the City of
Dubuque, the contractor shall at such point consult with
the City as to whether further investigation is warranted in
the course of the feasibility study. Consequently, to the
extent practicable in achieving accurate data and solid
conclusions, the expenditure of resources in the studying
a "dead-end track" should be suspended. The ongoing
focus of the study should follow only those feasible or
promising tracks or options which survive, or emerge
from, earlier stages of information gathering and analysis.
In the event a point is reached during the study where
every studied option is deemed not feasible, the
contractor shall so inform the City. In such cases, the
City shall have the option of a) continuing the study of
one or more selected options to determine what factors, if
altered, would lead to a positive feasibility
recommendation, or b) truncating the study, authorizing a
final report, and compensating the contractor for all work
and expenses incurred to that point, whereupon the
parties will consider the contract fulfilled.
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7. Proposed Project Schedule
a. The project schedule shall include timetable(s) for
design, information-gathering, information processing
and analysis, and any other major stages or components
of the proposal.
b. Methodology Overview
A brief summary of methodology, tools, processes and
standards to be used in conducting the study and
forming conclusions and recommendations shall be
given to the Methodology Overview component of the
proposal.
Section 3 - Main Bodv of Response
The main body of the proposer's response to this RFP shall contain
such a detailed narrative explanation and rationale as the proposer
deems appropriate to clearly and completely communicate the
proposal, terms of service, methodology and the form and content
of the interim and final work products to be delivered to the City.
Technical or ambiguous terms, abbreviations and acronyms must
be defined.
Unless clearly established elsewhere in the proposal, this section
must include descriptions as to how the proposal addresses and
meets or exceeds the requirements of the City's RFP.
Section 4 - Additional Contract Requirements
a. Exceptions
The proposer agrees that it accepts all conditions and considerations
as outlined within this document unless specifically noted in the
Exceptions section of the proposal. Exceptions to any part of the
requirements stated in this request must be clearly identified as such.
Alternatives must be stated at the point in the response or on a
separate attachment labeled "EXCEPTIONS".
b. Compliance with laws/Standards
The contractors shall abide by all federal, state and local laws,
statutes, ordinances, rules and regulations now in effect or hereinafter
adopted pertaining to this contract or to the facilities, programs, and
staff for which the contractor is responsible. The successful proposer
shall procure all licenses, permits, or other rights necessary for the
fulfillment of its obligation under this contract.
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c. Proof of Required Insurance
The contractor shall provide certificate of insurance coverage meeting
or exceeding the required minimums detailed in Attachment A of this
RFP.
d. Indemnification
Any and all claims that arise or may arise against the Contractor, its
agents, servants and employees as a consequence of any act of
omission on the part of the contractor or its agents, servants,
employees while engaged in the performance of the contract shall in
no way be the obligation or responsibility of the City. The contractor
shall agree to indemnify, hold harmless and defend the City, its officers
and employees against any and all liability, loss costs, damages,
expenses, claims or actions, including attorney's fees which the City,
its officers or employees may hereafter sustain, incur or be required to
pay, arising out of or by reason of any act or omission of the
Contractor, its agents, servants or employees, in the execution,
performance or failure to adequately perform the contractor's or its
agent's, servant's or employee's obligations pursuant to the Contract.
The City shall also be indemnified for any attorney's fees it incurs in
enforcing the indemnification provision or any other indemnification
provision in the contract.
e. Default
Force Maieure: The parties agree that neither party shall be held
responsible for delay or failure to perform when such delay or failure is
due to any of the following unless the act or occurrence could have
been foreseen and reasonable action would have been taken to
prevent the delay or failure: fire, flood, epidemic, strikes, wars, acts of
God, unusually severe weather, acts of public authorities, or delays or
defaults caused by public carriers, provided the defaulting party gives
notice as soon as possible to the other party of the inability to perform.
Inabilitv to Perform: The contractor shall agree to make every
reasonable effort to maintain staff, facilities, and equipment to deliver
services to be purchased by the City. The contractor shall agree to
immediately notify the City in writing whenever it is unable to; or
reasonably believes it is going to be unable to provide the agreed upon
quality and quantity of services. Upon such notification, the City shall
determine whether such inability requires a modification or cancellation
of this Contract.
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Duties to Mitiqate: Both parties shall agree to use their best efforts to
mitigate any damages which might be suffered by reason of any event
giving rise to a remedy hereunder.
In the event the City terminates the contract in whole or in part as
provided above, the City may procure, upon such terms and in such
manner as the City may deem appropriate, services similar to those so
terminated, and the contractor shall agree to be liable to City for any
excess costs for such similar services. The contractor shall agree to
continue the performance of the contract to the extent not terminated
under the provisions of the contract.
The rights and remedies of the City provided in the contract shall not
be exclusive and are in addition to any other rights and remedies
provided by law or under the contract.
f. Non-Discrimination
During the performance of the contract, the contractor shall agree to not
unlawfully discriminate against any employee or applicant for employment
because of race, creed, religion, sex, national origin, disability, age,
marital status, or public assistance status. The contractor will take
affirmative action to ensure that applicants are employed and that
employees are treated during employment, without unlawful discrimination
because of their race, color, creed, religion, sex, national origin, disability,
age, marital status, or public assistance status.
Such action shall include, but not be limited to the following: employment,
upgrading, demotion, or transfer; recruitment or recruitment advertising;
layoff or termination; rates of payor other forms of compensation; and
selection for training, including apprenticeship.
The contractor shall agree, in all solicitations or advertisements for
employees placed by or on behalf of contractor, to state that all qualified
applications will receive consideration for employment without regard to
race, creed, color, religion, sex, national origin, disability, marital status, or
public assistance status.
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g. Payment Terms
There will be no down payment issued to the contractor at contract
signing, nor in advance of services provided. Proposals may include a
payment schedule tied to the phased or modular completion of the
feasibility study, set by clearly measurable performance benchmarks, or a
calendar-based payment schedule of amounts from hourly fees for work
actually performed not to exceed quoted price. If the proposer anticipates
and requests the City to pay some earlier specific fees to a third-party
directly or as a pass-through, other than via the payment schedule above,
such circumstances must be clearly identified in the proposal and
stipulated in the contract prior to signing.
h. Independent Contractors
The contractor, subcontractors and all of their employees shall not be
considered employees of the City of Dubuque while engaged in the
performance of any work or services required herein, and shall be
independent contractors. Any and all claims that may arise under the
Workers Compensation Act of Iowa on behalf of said employees, and any
and all claims made by any third party as a consequence of any act of
omission on the part of the work or service provided to be rendered herein
shall in no way be the obligation or responsibility of the City.
i. Contractor Contact/Questions about the RFP
This RFP was a joint effort of City employees who are members of the
Municipal Organization, Management and Fire Station location study
committee. Proposer communications shall be limited to contacts defined
herein. Failure to comply with this provision may result in disqualification
or evaluation penalty. It shall be the proposer's responsibility to learn all
aspects of the RFP requirements. Should any details necessary for a
clear and comprehensive understanding be omitted or any error appear in
the RFP documents, or should the proposer note facts or conditions
which, in any way, conflict with the letter or spirit of the RFP documents, it
shall be the responsibility of the proposer to obtain clarification before
submitting a proposal.
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Questions concerning this document should be directed in writing or via
fax or email only (no questions will be answered via oral communications)
to:
City of Dubuque
Attn: Dan Brown, Fire Chief
11 West 9th Street
Dubuque, IA 52001
Fax: (563) 589-4209
Email: dbrown@cityofdubuque.org
Questions may be submitted until five (5) business days before the due
date. After that time, no further questions will be accepted.
j. Incurring Costs
The City of Dubuque is not liable for any costs incurred by any proposer in
replying to this Request for Proposals (RFP).
k. Alternate Proposals
Proposers who wish to submit an alternate proposal may do so. If more
than one proposal is submitted, each must be complete and must comply
with the instructions set forth in this RFP. Vendors may submit joint
proposals in partnership with other vendors, in which case the contractual
relationship of the parties in the proposal shall be clearly explained.
I. Permission to Proceed
The contractor must obtain the City of Dubuque's written permission
before commencing any work or procuring any equipment required by this
project.
m. Project Manager
The contractor shall designate and assign to the project a project manager
with overall responsibility for services to be rendered under this proposal.
The Contractor's project manager shall coordinate all activities in the
design, implementation, and reporting of the feasibility study with
designated representatives of the City of Dubuque.
n.Addenda
Addenda are any graphic or written instruments issued by the City of
Dubuque prior to the date for receipt of proposals, which modify or
interpret the document by additions, deletions, clarifications, or
corrections. Addenda will be mailed to all persons or firms who are known
by the committee to have received proposal documents.
16
The original RFP and all addenda will also be posted to the official City of
Dubuque website, www.cityofdubuque.org. No addenda will be mailed
later than 72 hours, nor posted to the website later than 48 hours prior to
the time and date for receipt of proposals except an addendum postponing
or withdrawing the Request for Proposals.
o.ProposalResponse
The proposal, appropriate proposal forms, and any other documents
submitted with the proposal shall be mailed or submitted as one (1)
unbound original plus eight (8) bound copies, plus one (1) sealed
envelope containing project pricing, fees and compensation information to:
City Clerk
City of Dubuque
50 W. 13th Street
Dubuque, IA 52001
All proposal responses must be filed in the Office of the City Clerk no later
than 2:00 p.m. Central Standard Time, December 22, 2005 and must be
labeled: "Municipal Fire and Emergency Service response and
Deployment Study".
There should be no dollars units or total cost in the proposal
document. All cost proposals should be submitted with the proposal
in a separate sealed envelope labeled Project Cost Estimate.
Each vendor assumes full responsibility for delivery and deposit of the
completed proposal package on or before the deadline. The City of
Dubuque is not responsible for any loss or delay with respect to delivery of
the proposals. The City of Dubuque reserves the right to reject any and all
proposals and to negotiate changes with any vendor. The City of
Dubuque is not liable for any cost incurred by any vendor prior to the
execution of an agreement or contract. Nor shall the City of Dubuque be
liable for any costs incurred by the vendor that are not specified in any
contract. The City of Dubuque is an Equal Employment Opportunity
Employer.
p. Proposal Opening
Only properly identified proposals which have been received on time will
be considered. Proposals received prior to the time of opening will be
kept secure and unopened. The City Clerk shall determine when the
specified time has arrived. No proposal received thereafter will be
considered. No responsibility will attach to the City for premature opening
of a proposal not properly addressed and identified.
Proposers are not required to be present at the proposal opening.
17
q. Proposal Clarification Questions and Interview
After reviewing all proposals received in response to this RFP, the City
may develop a list of clarification questions to be addressed by the
proposer. The City will send these questions to the proposer for
clarification. The proposer shall provide a response within ten (10)
working days following the inquiry. The City may also require that a
representative of the proposer meet with the proposal review committee in
Dubuque to discuss or demonstrate aspects of the proposal.
r. Evaluation Criteria
Proposals will be evaluated by the committee based upon the degree and
relevance of the proposer's prior experience, compliance with and
responsiveness to the requirements of this RFP, the proposed
methodology and implementation plan, the end product of the proposal,
and the cost of the proposal.
s. Final Selection
The City Manager will make a recommendation to the City Council for the
selection of a vender taking into account the recommendation of the
proposal review committee.
t. Confidentiality of Information
Any submitted information considered trade secret or confidential to the
proposer must be so labeled and enclosed separately. To the extent
permitted by law, the City and its agents will hold the submitted proposal
and any related materials in confidence if so requested by the proposer,
throughout the evaluation process. However, after the award, all contents
of the selected proposal will be considered public information. All
proposal material supplied, including supporting material and information
disclosed during the proposal process will become the property of the City
and will be retained for internal use. The City reserves the right to retain
all proposals submitted and to use any ideas in a proposal regardless of
whether that proposal is selected. Submission of a proposal indicates
acceptance by the proposer of the conditions contained in this request for
proposals. Once under contract, the contractor rnay be given access to
information that is confidential by law. The contractor will be required to
maintain that confidentiality under the terms of its contract with the City.
18
INSURANCE SCHEDULE C
INSURANCE REQUIREMENTS FOR PROFESSIONAL SERVICES TO THE
CITY OF DUBUQUE
1. All policies of insurance required hereunder shall be with an insurer authorized to do
business in Iowa. All insurers shall have a rating of A better in the current A.M. Best
Rating Guide.
2. All policies of insurance shall be endorsed to provide a thirty (30) day advance
notice of cancellation to the City of Dubuque, except for 10 day notice for non-
payment, if cancellation is prior to the expiration date. This endorsement supersedes
the standard cancellation statement on the Certificate of Insurance.
3. shall furnish a signed Certificate of Insurance to the City of
Dubuque, Iowa for the coverage required in Paragraph 6 below. Such Certificates
shall include copies of the following endorsements:
a) Commercial General Liability policy is primary and non-contributing.
b) Commercial General Liability additional insured endorsement.
c) Governmental Immunities Endorsement.
shall also be required to provide Certificates of Insurance
of all subcontractors and all sub-sub contractors who perform work or services
pursuant to the provisions of this contract. Said certificates shall meet the same
insurance requirements as required of
4. Each certificate shall be submitted to the contracting department of the City of
Dubuque.
5. Failure to provide minimum coverage shall not be deemed a waiver of these
requirements by the City of Dubuque. Failure to obtain or maintain the required
insurance shall be considered a material breach of this agreement.
6. Contractor shall be required to carry the following minimum coverage/limits or
greater if required by law or other legal agreement:
a) COMMERCIAL GENERAL LIABILITY
General Aggregate Limit
Products-Completed Operations Aggregate Limit
Personal and Advertising Injury Limit
Each Occurrence Limit
Fire Damage limit (anyone occurrence)
Medical Payments
$2,000,000
$1,000,000
$1,000,000
$1,000,000
$ 50,000
$ 5,000
19
INSURANCE SCHEDULE C (Continued)
INSURANCE REQUIREMENTS FOR PROFESSIONAL SERVICES TO THE
CITY OF DUBUQUE
This coverage shall be written on an occurrence form, not claims made form. All
deviations or exclusions from the standard ISO commercial general liability form CG
0001 or Business owners BP 0002 shall be clearly identified. Form CG 25 04 03 97
'Designated Location (s) General Aggregate Limit' shall be included.
Governmental Immunity endorsement identical or equivalent to form attached.
Additional Insured Requirement:
The City of Dubuque, including all its elected and appointed officials, all its
employees and volunteers, all its boards, commissions and/or authorities and
their board members, employees and volunteers shall be named as an additional
insured on General Liability including "ongoing operations" coverage equivalent
to ISO CG 20100704.
b) Automobile $1,000,000 combined sinQle limit.
c) WORKERS COMPENSATION & EMPLOYERS LIABILITY
Statutory for Coverage A
Employers Liability:
Each Accident
Each Employee Disease
Policy Limit Disease
$ 100,000
$ 100,000
$ 500,000
$1,000,000
$1,000,000
d) PROFESSIONAL LIABILITY
e) UMBRELLA/EXCESS LIABILITY
Completion Checklist
D Certificate of Liability Insurance (2 pages)
o Designated Location(s) General Aggregate Limit CG 25 04 03 97
D Additional Insured CG 20100704
D Governmental Immunities Endorsement
20
i'IlOlrJCDl SSl 5$6-02:72
INSl.IfIJVI:E ACiEM:Y
STRUT AOORESS
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AqQRD. CERTIFICATE OF LIABILITY INSURANCE .;;:;:"~;;;;'
-"--rl "1i.sCERTIFlCAniZ-I$SUEO AS" MATTER Of INfORMATiON
ONLY AI\W CQNft:R$ l'fQ fUliHTS UfI'OfoI THE CERTIFICA lE
, tIOLOO... nml CIERTlFICATI! DOllS....."". T.AMEtID, EXTEND on
IU.TERrnECOVERAGEAFFOft!:>f:Ufi,Y~
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M'>>I~f1lNTRTRIITT>>C, fI)IIIM Ct; aM O!!li7 "[)csll:::'lA'tED l.(irCltICN$" (;DIEI"l UAIlUTIY ~1.GATEL:lM1T SIl....U. BI:
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(J P'1lOVrllF THTJHY (M) DAV .AmlMrlCE NOTICE Of <:M<<:HLA1:ION TD THlf: CrTY OF PlJBlJQlJE,
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50 W, HTII SnEEr
DUBUQUE. IA 5:2001
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21
IMPORTANT
!IN eenlfl::a.te holce1i$ 3n ADOtl1ONAL NSURED. h"" f"'liI::y\i_) ",...:.11... """'.11'''''' A, O<i~""'fl!
{1J>\hio; ,:u,II",,,ladCHd,j"OI; corer"l dllmlO:Ibe~tehoidern lieu(l(weh Mldors.el'l\@nt($).
If SUl)~OGp.,llON IS WAIVED. subject to tMt9rtris:md ~ndltbnj:. oftN~h:y. ooft;;llo poIir;iws l1"lol'I
n::quifeOl'\~!'Ioon:~tA&t3temerrtor\thiB Cl!I~..,r>oIcoolUrriuhh;:Iu#1tn:lWrl~9
hQ/dc:r... Ii<:.. "r.....dI endu":;i:'lw.:nl(:I-}.
DISCLAIMER
The Cer!jr,....(e gi In..ui.mt:>!: 1.'<; ,I,e ,e-,er&fo aloe dtbla1bn1 doc:ll f>Ol: COlt!l4lturo !lo.>ntr"ct~or
tho MuinO ir1::;l;.mr(::;l, l'lutt...lrio:...,l '''F''.,...",taIliVi! <l( producer. and UlIIl .::ertlfic&te hoJkIor,!lOr dc>a~ il
afflrmalM:ly i:'F m:gclivo::lyilmcnd, I::><\I::nd 01 tllb;orlhi; ~ eflc,.d&CI b~ ,he- pc~ciaa hllte<lttlerellotl
SPECIMEN
..,
22
. AGl:CY NUMEEFt
THIS E~OORSEMENT CHANGES THE POLICY. . PLEASE READ IT CAREFlILL Y.
COMI,'ER~lAl. GENERAl. UAalL1TY
CG 2S 04 03'"
DESIGNATED LOCA T10N(S)
GENERAL AGGREGATE LIMIT
'J ,'"1:5 er.o>Ctsemen: mooifiesims:rram:e provlCec ur..certne tol/owttig:
CCMMERClA:.. C5ENl:.RA:" LlJI.BfLr7Y COVERAGE PART
SCHEDULE
---
n~signat~d Lc.rnion(s):
/
~ i'IlIY !:.NO r.LL CCVE::!En
--------......-..
-~
LOCr.; rQN~ ')
~//
(If lit.! !;!nU)l appears above, infcrm..tlon rr:quirro 11:: COm~It1(l t f$ er. t:temeltt 'Will re sJ10wn in lhe Oedanrti0:n5
<IS appliCC!l'lt: to thiz .,rxlQfsemrmt.)
A. Fer all sums which fhe il'l!llun;!::l heoomes l"Ol1l1y
obUg2:l:1!(f to pay 115 dlirml!;le$ aol.lSed by
'occummee~~ under CO'IERAGE A (SE;;CTION
I). ar.d 'let at rnedlcal upEm$ll$ diused by acci-
cents Lll'ld~r COVE'MGE C ~EcnCN J), wl'lictl
Coo;) De atrlNI1e<1 only to operations II: a ,!iingil!
CE!5ignonetl 1oC<lUCn" shown fn the Sd';cdule
above;
1. A 5eparate De::1grtaIed Loca-Jon Gener.ll
AggreGate limit applIeS te each ::Ieslgnatel1
1ocatlon., ilnl% thai llmll Is equal to the
;!In1tQl,Jl1t l1f the Glimeraf ~regate Wmtt
:shawn In the Oer;hu'3tions.
Z. The Deslg:rwted Lncatlon General A'il~Te1;m
Umit l~ lhe mosl we will plIY fOr the sum of all
dem;i;\Jes wooer COveRAGE A, tl:.teept dililm~
ege!$ J:ecal.l::n: Qf -oodiJy inj~ Qf" "property
Qi:lmGgc' jnd\Jd~ri in the 'prnduct:>-:oc;mplct~d
Cper.!l1iDIlS r.aZlIn;j', 3nG rormedld"al ~nses
under COVERAGE C regiartil.ss cf the."lJlTI-
bt!rof:
iI.,'lol5lJre0:5;
CG Z! 040~'7
b. Clmms nade or ~5Uifs" brougnl; or
e. Per-'lon.:s Dr nrgaoizatlOr\5 mak.ll')g ci..lms.
'rbringing-"~urt:s"'.
1.. Ally pay/Mfll$ made ~r COV~RAGl;; A
fer :;J~m<lg~ or vndef' COVERAGE c: for
rrw.:dG4l ,",)<PE:~e4 ~.1I==u= the De::li!;-
nst9d Lo::::;.tlcn Genlimll ~* Umil: for
ths:l: do!!signzted -locaUt)l'\'. Sudl payment!!
~tJ;a1: I'ICIt A!:Ouoe the General Aggn;!O.9te LimB:
shown in the Dedllr.Woml nor ~hlIlI they ,(I&-
duce any clhflr Designated LoQQtiQn Gen8fllJ
Aggregate Umft for any cthet", de$l;;nated
.Iocation" shown in thl/l SCflf,tjl,lM! liibcw.
4. Thi!" IIm~ Sr)own in the Cecl.anlfiaJ~ ftr Each
OCC;ltref\Clll, F'1l'V Damage and Medical ~
pens!! canti.1ue 10 apply. HoweWf, inS'.e~~(
~jn.;J sut;@(:tto1m Genellll Aggregate Limit
shown in the Oectaatlons, su~Umfu1 will be
subject to tile applleaOIe DesftInated LDC31ion
Genera! AgQregate Wmit.
SPECIMEN
Page 1 qf:2
CJt::-,'li!;ht, l~uranCl"': 3C"vlOO$ Office, Inc" ~~9S
.
23
t!
","
POl.ICY KUMBE.R:
THIS ENDORSEMENT CHANGES THE POLICY. PLEASE READ IT CAREFULLY,
CCMIiERC1AL- GENERAL LIABIUfY
CG 20 10 0104
ADDITIONAL INSURED - OWNERS, LESSEES OR
CONTRACTORS - SCHEDULED PERSON OR
ORGANIZATfON
Trj~ !H'!dar~/1me,nt madifte! in'!ll.Jl'snc<:, provi<:le-d ullcler the ~Z1!f
CCMMF'1CIN GFNFJ:1AL UA31L1TY C:;:VF'i,",GF. ;:1M'"
SC2iEOUl.E
NArn.. r.t .l!.rk;lti<>rlAI I","und PIWS.m(.)
OrOr anizations:
iTh,~ City of Dubuque, im..ludiflg all jt~
i:!hl,;l..l;;-u am! ~fJPolll~i;!d Qfrh;l.;h:. dl :l~
io.!mJl:.Jjl:l:lS tlnct vuh;ntl:H:lr:;. dIll:!.;'; biJdrd5.
';(Jllnniso;.fow; .Jlld!l)r ,mL'mritie:> drd tlte:r
)i)-:lr:llnemCe-fS, ~lIUlu)'~s ~l1d I/l)1unLeers.
Location 15 Of COVeI'ed Ooeratton.!l
Inlom1<l~Q". re.quiNd 10 X>Mclelia thie Scl1oM"ulEl_ ir'1otshO'I'o""l sbO'a,MlI b,; ahov," in N DecIOlr::Jlcoo.
A. S81:bcln U - Who IS An In$urOd l$ amende-o 10
Include tI arl,gOOlltJf\a1I'lSIU1?:lllle PEi'90n(s) or-
~nilativn{JII.)'hl;MO;"tt;~ Sdle<lull:, QutQnlJ
-.ith 1\1I6FiI'C'l tDliill;li'!;yfr;1r"bodt1)' injur:f. "prt)~'!Oliy
ll:.m:3ge" ~ '~lll 4nd :.a..ernang injury"
tauIl'llli, i1 whoht::t h NI1, or:
1. YouractscrlJ'l1irssicns<:Jr
t. Th;!.BC1lloro'T'li'9Soionsofihc>aocarAing::.njo'Our
iXll\iidf:
iflt1epei:!rmal1(c Qfyoll Ol'l'Qoing upcrnOOn:lfQr
the;:w::llliCltll.lllnaured(a) al:heloc3dof1(e: dt:laig-.
MltEodaoo"'l;L
SPECIMEN
CO Z'010 0104
e. 'Nlltl re~j:ec1 \r.:J 1m: ~...lt:li!o llftorded to 1t'esa
atkHt!(Il'lilt InS<Jf&::Il, me ftllio\lo1ng fJ:ldtllooaJ e):cIDo
sflnsllpply;
Tlll$l1$l,Ir.anoe does not awl) to 'botlly il'ljuf)" or
'property dolmagtl" ac..;:ur;,g aii:er:
10 AU woli(, ncIu't!ing ml1lEHifille. plm" Q( ec1Jl!r
"",,,( r"'l"i,toOMJ irl=lll1l:\O.,.iil,," with .uo:;." work
Q~ th::: plojce: (mtlcr jhan :>I!IrvIce, m.!ll~f\l:l"ee
.or re;)llh} Ie be pl:inorm.d by :It 0(1 b<<1iiltf of
thE! adlitil::nai il'UllEid(al at Ihe Il)(l;SIbn of 1I'l!!
il!:tllerOO Qp~rillliQml h.as been com~d: 01'
2. Th3t pnt1100 fl.r "joQUf "lI,I'<)rII;" lJOut of which the
injl.ll)'CT.miil9l\! :,rieeshas ::oeenlllr.U\ In.ln-
tended UM by any pcrt;or. or Jr.ganizstiD1 clhm
1hiln <lnllher ::cnlpill=\'Qr Of I;llboontractor en-
gagej 111 perrOTmlOg' operations. for a ~incjpal
i'lS iI .Ja.rt r;:A 'he same pr~ect
r.: ISO Frnper1iet;. Inc., 2004
Pa!IEI' at1
24
,
J
D
CITY OF DUBUQUE, IOWA
GOVERNMENTAL IMMUNITIES ENDORSEMENT
1. Nonwaiver of Governmental Immunity. The insurance carrier expressly agrees and
states that the purchase of this policy and the including of the City of Dubuque, Iowa
as an Additional Insured does not waive any of the defenses of governmental
immunity available to the City of Dubuque, Iowa under Code of Iowa Section 670.4
as it is now exists and as it may be amended from time to time.
2. Claims Coveraqe. The insurance carrier further agrees that this policy of insurance
shall cover only those claims not subject to the defense of governmental immunity
under the Code of Iowa Section 670.4 as it now exists and as it may be amended
from time to time. Those claims not subject to Code of Iowa Section 670.4 shall be
covered by the terms and conditions of this insurance policy.
3. Assertion of Government Immunity. The City of Dubuque, Iowa shall be responsible
for asserting any defense of governmental immunity, and may do so at any time and
shall do so upon the timely written request of the insurance carrier.
4. Non-Denial of Coveraqe. The insurance carrier shall not deny coverage under this
policy and the insurance carrier shall not deny any of the rights and benefits
accruing to the City of Dubuque, Iowa under this policy for reasons of governmental
immunity unless and until a court of competent jurisdiction has ruled in favor of the
defense(s) of governmental immunity asserted by the City of Dubuque, Iowa.
No Other Chanqe in Policy. The above preservation of governmental immunities shall
not otherwise change or alter the coverage available under the policy.
SPECIMEN
25
POLICY NUMBER
COMMERCIAL GENERAL LIABILITY
THIS ENDORSEMENT CHANGES THE POLICY. PLEASE READ IT CAREFULLY.
ADDITIONAL INSURED - DESIGNATED PERSON OR
ORGANIZATION
This endorsement modifies insurance provided under the following:
COMMERCIAL GENERAL LIABILITY COVERAGE PART.
SCHEDULE
Name of Person or Organization:
The City of Dubuque, including all its elected and appointed officials, all its employees
and volunteers, all its boards, commissions and/or authorities and their board members,
employees, and volunteers.
(If no entry appears above, information required to complete this endorsement will be
shown in the Declarations as applicable to this endorsement.)
WHO IS AN INSURED (Section II) is amended to include as an insured the person or
organization shown in the Schedule as an insured but only with respect to liability
arising out of your operations or premises owned by or rented to you.
Copvriqht. Insurance Services Office. Inc. 1994
CG 20 26 11 85
( END OF REQUEST FOR PROPOSALS:
MUNICIPAL ORGANIZATION, MANAGEMENT AND FIRE STATION LOCATION)
CITY OF DUBUQUE, IOWA
26
City of Dubuque, 10
Fire Stations
and Districts
I
I
LJ
KEY
IV. City of Dubuque
IS/. City of Sageville
IS/. City of Asbury
/\/ Truck Medic Line
-. Mississippi River
p Fire Station Location
Streets
Fire Districts
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Proposal to Conduct a Municipal Fire and
Emergency Service Response and Deployment
Study
CITY OF DUBUQUE, IOWA
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Proposal to Conduct a Municipal Fire and
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Study
CITY OF DUBUQUE, IOWA
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TABLE OF CONTENTS
Proposal Section
LETTER OF TRANSMITTAL
1. PROFILE OF THE FIRM
2. QUALIFICATIONS
3. PROJECT PERSONNEL
4. REFERENCES
5. PROJECT OVERVIEW
6. TASK PLAN
Page
1
2
4
11
16
18
matrixm
consulting group
December 20, 2005
Ms. Jeanne Schneider
City Clerk
City of Dubuque
50 W. 13th Street
Dubuque, IA 52001
Dear Ms Schneider:
The Matrix Consulting Group is pleased to provide our response to the City of
Dubuque's Request for Proposal to conduct a Municipal Fire and Emergency Response
and Deployment Study for the Fire Department. The Matrix Consulting Group is
comprised of highly experienced management consultants specializing in the analysis of
fire I rescue service delivery systems.
Our philosophy in conducting studies such as this one focuses on detailed input
and analysis. Our staff are all professional municipal management analysts who
believe that the use of data in evaluating the need for change is crucial for successful
implementation. Our approach to conducting this study would be characterized by the
following points:
. A principal of the firm is directly involved in the provision of each facet of the
consulting engagement. This includes field interviews and data collection.
. We work closely with the client through interim reports and meetings with staff
and project steering committees at key junctures of the study process.
. We provide detailed analysis for each recommendation.
. We provide thorough implementation assistance to our clients.
Our firm has developed an advanced fire station location model that incorporates
a number of significant advances when compared to other approaches. Our GIS model
and associated analytical approaches can:
. Calculate the projected fractile performance of a fire I rescue response system
based on current and proposed new I alternate station locations.
. Address a large number of potential scenarios for fire station locations. For a
recent client, we were able to test more than 50 potential station location
combinations of existing and proposed locations, staff deployments, etc.
4322 N. Beltline Road. Suite B 112. Irving, TX 75038. 972-871-7950' 972-871-7951 fax
2470 EI Camino Real. Suite 210, Palo Alto. CA 94306. 650.858.0507' 650.858.0509 fax
60 Thoreau Street. Suite 176, Concord, MA 01742' 508.845.8969' 650.858.0509 fax
www.matrixcg.net
. Calculate the projected response time for each of these scenarios.
. Incorporate an estimated impact of concurrent calls. This can be used to adjust
both the projected fractile performance as well as the projected response time
performance.
. Incorporate calls for service experience with the property classification database.
This enables us to develop a projection of future workload to be generated in
each discrete geographical area. This is critical for making fire station location
decisions - to handle annexations, developments, changes of use, etc. that are
forecast for the community.
. Show 4-minute or other travel time projections for all station configurations.
The Matrix Consulting Group is currently completing a project for the cities of
Clive, Urbandale and West Des Moines, Iowa. In this assignment, the project team is
evaluating opportunities to improve collaboration between the three cities and their four
fire / EMS agencies.
OUR UNDERSTANDING OF THE PROJECT
It is our understanding that the City is requesting consulting services to examine
and make recommendations regarding the optimum number and location of fire/EMS
stations and methods on how best to meet the needs for advanced response services.
The specific elements which must be addressed in the study include the following:
. Are there opportunities to improve the response system by modifying the City's
road network? Can connector roads reduce travel times to critical areas of the
City enabling an enhancement of the response system?
. Given a target of maintaining six fire stations, where should those stations be
located and how should personnel be deployed by 2013 to minimize response
times based on the following assumptions:
A 700 acre annexation, under review by the Iowa Supreme Court, will be
upheld and will move forward.
The Southwest Arterial will be built and the adjacent corridor will be
annexed into the City.
Major developed population centers (currently in the County but adjacent
to the City) will be annexed into the City of Dubuque, including: Barrington
Lakes, Barony Woods and Key West.
matrix
consulting group
. Given these assumptions, if only one or more of the stations were relocated to
improve response times and coverage, which stations should be moved and
where should they be placed?
. Is there a scenario where response times or coverage could be improved with
the elimination of one or more fire stations?
. In all of these scenarios, where should existing ambulances be housed to
minimize response times? If a third ambulance is added, where should it be
located in the City? These analyses should assume that they are located within
a fire station.
. The development of economic assessments of each of the scenarios, including:
Capital cost projections.
"Working capital" projections for any recommended projects.
Estimated impacts on operating costs for staff, operations and
maintenance.
Funding options that may exist beyond current City resources.
. Development of a business plan to include the following key elements:
Recommendation of the phased-in approach to developing the improved
response system.
Summary of the financial impacts.
Recommendations regarding the staffing, deployment and position
descriptions for each of the recommended alternatives.
. The project team will also be expected to deliver a series of interim and final
reports. At the end of the process, the selected firm will also make up to three
final presentations to the City Manager and the City Council as part of the overall
scope of services.
This summarizes our understanding of the project. The following section
provides a summary of our approach to conducting this work.
EXECUTIVE SUMMARY OF OUR PROPOSAL
We propose to conduct the study in seven phases or tasks as outlined below:
matrixm
consulting group
Task 1
Task 2
Task 3
Task 4
Task 5
Task 6
Task 7
Conduct Initial interviews with key stakeholders in the City and the
Department to review the primary issues and focus of this study.
Prepare a Detailed Overview of Current Operations. A "Profile" report
will be developed after our initial site visits and discussed with the
Department and the steering committee.
Document Planning Assumptions - The study will consider how the
City's annexation and development plans will affect fire and EMS needs.
We will study the impact of development on the geographic area that
needs to be served as well as on emergency service demand levels.
Conduct Focus Group Meetings - We propose to conduct four to six
focus group sessions with residents and business constituencies. This
will enable us to gather citizen input on the delivery of these key services.
Analyze Station Location Needs - We propose to use advanced GIS
mapping and statistical analytical techniques to develop a station and
apparatus deployment plan for the City. The analysis will be presented so
that the cost-benefit tradeoffs of the options can be easily understood.
Analyze Service Delivery Costs - The objective of this task is to
document current service delivery costs by station and emergency unit.
Prepare the Final Report - We will prepare a draft report for discussion
with the City, the Fire Department and the steering committee. The report
will document our methodology for conducting the study, our findings and
recommendations and a business plan for the City. Upon review of the
draft we will prepare a final report and present the report orally to the City
Manager and the City Council.
We commit to completing the assignment by July 31 2006 or within 90 days of
the study's initiation. We look forward to the opportunity to work with you and welcome
an opportunity to meet with your selection committee. If you have any questions,
please do not hesitate to contact me at 972.871.7950 or at tmiller@matrixcg.net.
Travis Miller
Vice President
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Matrix Consulting Group
matrixm
consulting group
~TYOFDUBUQU~/OWA
Proposal to Conduct a Fire and Emergency Service Response and Deployment Study
1. PROFILE OF THE FIRM
The Matrix Consulting Group is a national management consulting firm which
was formed in 2002. However, the principals of the firm have worked together in this
and other firms for more than 20 years on a wide range of public safety studies. The
Matrix Consulting Group is dedicated solely to the provision of services to local
government with over 60% of our projects relating to public safety services.
The firm has three officers: Richard Brady (President), Travis Miller and Gary
Goelitz (Vice Presidents). Our firm maintains offices in California (where we are
incorporated), Texas, Illinois, Massachusetts and Virginia. The proposed study will be
managed and largely conducted from the Texas office where our project manager,
Travis Miller, is located. To contact our firm, please use the following information:
Project
Communications
Firm Headquarters
Official Communications
Matrix Consulting Group
Travis Miller, Vice President
4322 North Belt Line Road, Suite B-112
Irving, TX 75038
972.871.7950 I tmiller matrixc .net
Matrix Consulting Group
Richard Brady, President
2470 EI Camino Real, Suite 210
Palo Alto, CA 94306
650.858.0507 I rbrad
The firm currently has 12 full time staff and four per diem consultants.
We work closely with our clients to provide detailed analysis that leads to the
implementation of needed change. Key elements of our approach to providing
consulting services to local governments include the following:
.
Principals of the firm manage and serve as field analysts on all of our projects.
.
We are specialists, not generalists. Each member of our proposed project team
has extensive experience conducting fire service, emergency medical and
emergency communications operations and management reviews. Overall, our
firm and project team have worked with approximately 200 fire! EMS agencies.
.
We maximize field time because we recognize that our clients' operational issues
are in their offices, not ours.
.
We take pride in meeting project schedules and exceeding project objectives.
.
A personal commitment by our project team members to assist our clients in
implementing appropriate solutions to organizational and operational issues.
This philosophy has led our clients to improved operations, cost effectiveness
and efficiency as well as, for us, high rates of implementation.
Matrix Consulting Group
Page 1
~TYOFDUBUQU~/OWA
Proposal to Conduct a Fire and Emergency Service Response and Deployment Study
2. QUALlFICA liONS
The Matrix Consulting Group is a full-service local government management
consulting firm comprised of highly experienced management consultants specializing
in the analysis of fire / rescue service delivery systems.
A review of our proposal will show that the Matrix Consulting Group has
extensive experience evaluating fire / rescue and emergency medical services issues.
We have included client references later in this proposal who can attest that we have
consistently provided them with high quality consulting work, on time and within budget.
Our team's fire / rescue experience includes hundreds of projects throughout the United
States. This breadth of experience coupled with the advances we have made in the
analysis of fire station locations will allow our principals to quickly identify and evaluate
the issues facing the City and the Fire Department.
Our firm has developed an advanced fire station location model that incorporates
a number of significant advances when compared to other approaches. Our GIS
modeling and mapping tool and associated analytical approaches can:
. Calculate the projected fractile response time performance of a fire / rescue
system based on current and proposed new station locations.
. Address an almost unlimited number of potential scenarios for fire station
locations. For a recent client, we were able to test more than 50 potential station
location combinations of existing and proposed locations.
. Calculate the projected response time for each of these scenarios.
. Incorporate an estimated impact from concurrent calls. This can be used to
adjust both the projected fractile performance as well as the projected response
time performance.
. Incorporate experience with calls for service to a property classification database.
This enables us to develop a projection of future workload generated by discrete
geographic areas. This is critical in making fire station location decisions in
communities that are growing via annexations and new development.
. Show travel times in a station network in terms of any response target.
The table, below, provides a list of municipalities and counties where we have
conducted fire and EMS studies during the past 10 years. Many of these engagements
addressed issues similar to that requested by Dubuque. The Reference section of this
proposal describes 14 fire/EMS studies conducted by the firm in just the past two years
in more detail and contains client contacts.
Matrix Consulting Group
Page 2
CITY OF DUBUQUE, IOWA
Proposal to Conduct a Fire and Emergency Service Response and Deployment Study
. Alachua Counlv, Florida . Moreno Valley, California
. Albanv, New York . NaDa County, California
. Alexandria, Louisiana . Needham, Massachusetts
. Americus, Georaia . North Miami Beach, Florida
. Anne Arundel Countv, Marvland . Norwalk, Connecticut
. Barnstable, Massachusetts . Oceanside, California
. Belleyue, Washinoton . Oranae Countv, California
. Bellingham Washington . Palm Coast, Florida
. Bremerton, Washinaton . Monterey, California
. Brisbane, California . Paradise, California
. Broward County, Florida . Pasadena, California
. Burlington, Massachusetts . Pebble Beach, California
. Capitola, California . Peoria, Illinois
. Charlotte Cou~ Florida . Phoenix, Arizona
. Chesterfield Counlv, Virainia . Pompano Beach, Florida
. Claremont, California . Putnam County, Florida
. Clayton, Ohio . Redmond, California
. Corte Madera, California . Reno, Neyada
. CUDertino, California . San Clemente, California
. DanYiile, Virainia . San Fernando, California
. Dennis, Massachusetts . San Rafael, California
. Dinuba, California . Santa Clara County, California
. Dixon, California . Sarasota Countv, Florida
. Dublin-San Ramon . Scottsdale, Arizona
. Escondido, California . Seminole, Florida
. Fairborn, Ohio . Snohomish Countv, Washinaton
. GreenYille, North Carolina . Sonoma County, California
. Hiahland, California . South lake, Texas
. Hilton Head, South Carolina . South Pasadena, California
. Indio, California . Stanislaus County, California
. Keene, New HamDshire . Sun Prairie, Wisconsin
. Lansing, Michiaan . Sunnvvale, California
. Lima, Ohio . Tiburon, California
. Lona Beach, California . TiDD Citv, Ohio
. Marioosa County, California . Tulare Countv, California
. McDuffie County, Georaia . Tustin, California
. Meriden, Connecticut . Visalia, California
. Middletown, Ohio . Walton County, Florida
. Milwaukee, WI . Washinaton County, Florida
. Monroe, Washinaton . Wilton, California
. Monterey County, California . York, Pennsylvania
Matrix Consulting Group
Page 3
~TYOFDUBUQU~/OWA
Proposal to Conduct a Fire and Emergency Service Response and Deployment Study
3. PROJECT PERSONNEL
This assignment will be staffed with personnel from our offices in Texas and
Virginia. We propose using three staff members including one of our corporate officers
(Travis Miller, Vice President and leader of our fire I rescue practice), a Senior Manager
with more than 30 years of experience (William Gay), and a Senior Consultant who is
the developer of our fire station location model (Joe Bravo). The three members of the
team have worked together on many projects similar to that requested by the City.
The project team is comprised solely of full-time Matrix Consulting Group staff
members. We are not proposing to conduct this assignment with any other firm or in a
joint venture. This project team is shown in the organization chart, below.
Travis Miller, Vice President
Project Manager I Lead Analyst
William Gay
Senior Manager
Joseph Bravo
Senior Consultant
The paragraphs, which follows, provides summary of the principal project roles
for each person on the project team:
. TRAVIS MILLER is a Vice President with the Matrix Consulting Group. He has
been providing management consulting and analytical services to government for
more than 11 years. This experience includes: work as a budget and economic
analyst for the State of New York (governor's budget office and the Metropolitan
Transportation Authority); as an analyst in the Municipal Finance Department of
Goldman, Sachs; and, most recently as a Senior Manager for a national
consulting firm where Mr. Miller was a consultant to local government
specializing in the analysis of public safety services. Mr. Miller has been involved
with the analysis of hundreds of local government service providers with a
special focus on public safety. Selected recent project have included -
Milwaukee (WI), Clayton (OH), Middletown (OH), Tipp City (OH), Lima (OH),
Fairborn (OH), Farmington Hills (MI), Alpena (MI), Wayland (MA), Lawrence
(MA), Needham (MA), Washington County (FL), Walton County (FL), Lee County
(FL), Tallahassee (FL), Pompano Beach (FL), Palm Coast (FL), Martin County
(FL), Broward County (FL), Fort Lauderdale (FL), Washington County (FL),
Americus (GA), Fulton County (GA), Augusta-Richmond County (GA), Chatham
County (GA), Scottsdale (AZ). Mr. Miller is currently completing a study of the fire
and EMS system for four communities in the Des Moines area. Mr. Miller
graduated from the University of Rochester (NY) with both a BA and MS in Public
Policy Analysis. Mr. Miller would be the project manager, lead analyst and
Matrix Consulting Group
Page 4
~TYOFDUBUQU~/OWA
Proposal to Conduct a Fire and Emergency Service Response and Deployment Study
have overall responsibility for the assignment including project design and
quality control.
. WILLIAM GAY is a Senior Manager with the Matrix Consulting Group. Mr. Gay
has wide-ranging experience in basic social science research, total quality
management programming, management consulting, survey methodology,
program planning, evaluation and training. His consulting accomplishments
range from the development of action and research proposals to the direction of
management studies. Major research projects include a socio-economic analysis
of sub-state regions; development of comparative fire/emergency medical service
and police benchmark system, a fire station location model and police
deployment plans. Mr. Gay also has broad experience in the area of program
evaluation. His evaluation work has focused on the problems of program
implementation, planned change and the feasibility of transferring innovations
among public agencies. His local government management consulting
experiences include studies of police, fire and EMS operations and pay and
classification systems. Illustrative clients served include Albany (NY), Alexandria
(VA), Baltimore (MD), Buffalo (NY), Columbia (SC), Dayton (OH), Fort
Lauderdale (FL),Lansing (MI), Norfolk (VA), North Kingstown (RI), Plymouth
(MA), Richmond (VA) and San Jose (CA). Mr. Gay has a Bachelor degree from
Albright college and a Master's degree from Ohio University. Mr. Gay would be
an analyst for this assignment.
. JOE BRAVO has several years of experience conducting fire and EMS service
delivery assignments. His experience has included fire station location studies,
fire master plans, management and staffing studies of fire and EMS operations
as well as emergency communications and law enforcement studies. These
have included studies for: Clayton (OH), Middletown (OH), Milwaukee (WI), Napa
(CA), Norwalk (CT), Peoria (IL), Portland (OR), Reno (NV), Seminole (FL),
Southlake (TX), Sunnyvale (CA) and Wilton (CA). Mr. Bravo is also responsible
for the development of our expanded GIS modeling capabilities and leads that
practice within the firm. Mr. Bravo obtained both his BA (Political Science) and
MS (Public Policy Analysis) from the University of California, Los Angeles
(UCLA). Mr. Bravo would assist the project team in interviews and data
collection, as well as focus on the GIS analysis.
Matrix Consulting Group
Page 5
CITY OF DUBUQUE, IOWA
Proposal to Conduct a Fire and Emergency Service Response and Deployment Study
TRAVIS MILLER
Vice President, Matrix Consulting Group
BACKGROUND
Travis Miller is a Vice President with the Matrix Consulting Group. He has been
providing management consulting and analytical services to government for 11 years.
This experience includes: work as a budget and economic analyst for the State of New
York (governor's budget office and the Metropolitan Transportation Authority); as an
analyst in the Municipal Finance Department of Goldman, Sachs; and, most recently as
a Senior Manager for a national consulting firm where Mr. Miller was a consultant to
local government specializing in the analysis of public safety services prior to founding
Matrix Consulting Group. Mr. Miller has been involved with the analysis of hundreds of
local government service providers with a special focus on public safety issues.
EXPERIENCE RELEVANT TO THE PROJECT
. Developed comprehensive fire master plans for the following clients. Each
project included evaluation of service levels for both fire protection and
emergency medical services; recommendation of service level standards related
to response times; company staffing; fire flow capabilities; and built-in protection.
Also included development of multi-year facilities plans; capital equipment
requirements; and detailed program recommendations involving prevention
programming and hazardous materials control.
Anne Arundel County, Maryland
Clayton, Ohio
Indio, California
Keene, New Hampshire
Middletown, Ohio
Putnam County, Florida
Tipp City, Ohio
Walton County, Florida
Washington County, Florida
.
Management audits, each of which have included evaluation of fire station
locations; assessment of all departmental programs (e.g., Hazmat; public
education; plan check and development review, etc.); service level analysis for
fire suppression and emergency medical services; financial analysis of all fees
and revenues; and training program evaluation. Also included staffing level
evaluation and revenues; and training program evaluation of all functions and
review of departmental management practices. For example:
Alachua County, Florida
Albany, New York
Barnstable, Massachusetts
Matrix Consulting Group
Page 6
CITY OF DUBUQUE, IOWA
Proposal to Conduct a Fire and Emergency Service Response and Deployment Study
Bellingham, Washington
Chatham County, Georgia
Dennis, Massachusetts
Fairborn, Ohio
Farmington Hills, Michigan
Hall County, Georgia
Hilton Head Island, South Carolina
Lima, Ohio
Martin County, Florida
Meriden, Connecticut
Norwalk, Connecticut
Peoria, Illinois
Pompano Beach, Florida
Tallahassee, Florida
Venice, Florida
Wayland, Massachusetts
. Regional analyses of fire service systems to identify consolidation opportunities;
potential to improve service cost-effectiveness by contracting for service in
specific areas; and assessing the feasibility of multi-agency cooperation in such
areas as training; communications and dispatch; and hazmat response and
control. All projects included an analysis of fire station locations:
Lee County, Florida
City of Thompson and McDuffie County, Georgia
Scottsdale, Arizona
. Station location studies/plans for:
Broward County, Florida
Fort Lauderdale, Florida
Needham, Massachusetts
Palm Coast, Florida
Seminole, Florida
. Emergency medical service feasibility studies which also involved projecting
service demand; recommending service level standards and objectives;
identifying revenue sources and cost recovery strategies. Clients include:
Chesterfield, Virginia
Coral Springs, Florida
Escambia County and Pensacola, Florida
EDUCATION
Mr. Miller received his BA and MS from the University of Rochester (Public Policy).
Matrix Consulting Group
Page 7
~TYOFDUBUQU~/OWA
Proposal to Conduct a Fire and Emergency Service Response and Deployment Study
WILLIAM G. GAY
Senior Manager, Matrix Consulting Group
EXPERIENCE
Mr. Gay has wide-ranging experience in basic social science research, total quality
management programming, management consulting, survey methodology, program
planning, evaluation and training. His consulting accomplishments range from the
development of action and research proposals to the direction of management studies.
Major research projects include a socio-economic analysis of sub-state regions;
development of comparative fire/emergency medical service and police benchmark
system, a fire station location model and police deployment plans. His evaluation work
has focused on the problems of program implementation, planned change and the
feasibility of transferring innovations among public agencies. His local government
management consulting experiences include studies of police, fire and EMS operations
and pay and classification systems. Fire, rescue and EMS clients include projects with:
. Albany, New York
. Alexandria, Virginia
. Baltimore, Maryland
. Bayonne, New Jersey
. Bloomfield, New Jersey
. Broward County, Florida
. Buffalo, New York
. Cheshire, Connecticut
. Chesterfield County, Virginia
. Columbia, South Carolina
. Davey, Florida
. Dayton, Ohio
. Evanston, Illinois
. Fauquier County, Virginia
. Fort Lauderdale, Florida
. Franklin Township, New Jersey
. Hilton Head Island, South Carolina
. Hopewell Township, New Jersey
. Jackson, Mississippi
. Lansing, Michigan
. Los Angeles, California
. Lynchburg, Virginia
. Lynn, Massachusetts
. Martin County, Florida
. Norfolk, Virginia
. North Kingstown, Rhode Island
. Queen Anne County, Maryland
. Plymouth, Massachusetts
. Richmond, Virginia
Matrix Consulting Group Page 8
CITY OF DUBUQUE, IOWA
Proposal to Conduct a Fire and Emergency Service Response and Deployment Study
. San Jose, California
. Sarasota County, Florida
. Scottsdale, Arizona
. St. Joseph, Missouri
. Westerville, Ohio
EDUCATION
Mr. Gay has a Bachelor's degree from Albright College and a Master's degree from
Ohio University.
Matrix Consulting Group
Page 9
CITY OF DUBUQUE, IOWA
Proposal to Conduct a Fire and Emergency Service Response and Deployment Study
JOSEPH J. BRAVO
Senior Consultant, Matrix Consulting Group
BACKGROUND
Joe Bravo is a Consultant in the Matrix Consulting Group. He is our GIS analyst for fire
studies projects and serves this area from our office in Texas. Since joining our firm, he
has specialized in the analysis of fire and EMS functions with a focus on GIS solutions.
EXPERIENCE RELEVANT TO THIS PROJECT
Completed Numerous Management, Operational and Station Location Studies of
Fire I Rescue Departments for the locations listed below. In each case, Mr. Bravo
completed operational profiles, developed and analyzed workloads, and evaluated
performance of organizations based on industry benchmarks, including guidelines
issued by NFPA. Additionally, Mr. Bravo has assisted numerous site optimization
studies for the placement of fire stations. These studies have resulted in the
identification of the need for additional stations, as well as the optimum placement of
these structures. Clients served include:
. Clayton, OH . Des Peres, MO
. Indio, CA . Middletown, OH
. Milwaukee, WI . Napa, CA
. Norwalk, CT . North Kingstown, RI
. Peoria, IL . Pinellas County, FL
. Plymouth, MA . Portland, OR
. Reno, NV . Seminole, FL
. South lake, TX . Sunnyvale, CA
. Wilton, CA . York, PA
EDUCATION
University of California, Los Angeles (UCLA): BA I Political Science; MS / Public Policy
Matrix Consulting Group
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CITY OF DUBUQUE, IOWA
Proposal to Conduct a Fire and Emergency Service Response and Deployment Study
4. REFERENCES
The following list of projects was completed by the Matrix Consulting Group
during the past two years. Most of these projects involved the analysis of station
locations and the deployment of fire and EMS resources similar to that requested in the
Dubuque RFP. For each project we have listed the name of the client, the Matrix
personnel involved in the engagement, a summary of the project and a reference for our
work. We are proud of our work. Please feel free to call any of our clients for
comments on the thoroughness, quality and timeliness of our work.
In addition to the projects listed in the table below, the Matrix Consulting Group is
completing a number of other fire I EMS studies at this time. These include projects in
West Metro Des Moines (IA), North Kingstown (RI), Plymouth (MA) and Pinellas
Suncoast Fire Rescue District (FL). We can also, upon request, provide references for
these projects.
Client Proiect SummarY Reference
Peoria, Illinois The Matrix Consulting Group was retained Randy Oliver
to conduct a comprehensive management, City Manager
Management Study and staffing and operations study for the City
Master Plan for the Fire of Peoria. One of the major issues facing 309-494-8556
Department the City and Department is the growth of
the northern end of the City coupled with
Team Members: the continued demand for service in the
Miller center of the City and the downtown area.
Bravo The project team's analysis focused on an
Other Matrix CG staff assessment of the station network and
provided an assessment of the need for
several future station locations as the
growth in the City continues. The project
team also evaluated other issues including
participation in EMS service delivery,
management of prevention and reflex time
and other resoonse time issues.
Reno, Nevada The Matrix Consulting Group was hired to Trudy Cross
conduct a study of the Reno Fire Internal Audit Manager
Performance Audit of the Department. At the time of the study, the
Fire Department RFD had recently merged with the 775.334.2212
Truckee Meadows Fire Protection District.
Team Members: This merger led to a number of
Miller opportunities to improve management,
Bravo management staffing, unit deployment (to
Other Matrix CG staff deal with rapid growth in the community)
and other issues. Opportunities to
increase staff utilization, enhance the level
of EMS service delivery, improve the use
of data for management and other major
issues were recommended as well.
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Proposal to Conduct a Fire and Emergency Service Response and Deployment Study
Client Proiect Summarv Reference
Bellingham, Washington The Matrix Consulting Group completed William Boyd
this management audit and master plan Fire Chief
Fire Service Master Plan for this city in Northern Washington State.
The agency provides fire and EMS 306-676-6831
Team Members: services to a city of about 79,000 and
Miller EMS services to virtually all of Whatcom
Bravo County. The project has recommended
Other Matrix CG staff alternative mechanisms to finance EMS
and future fire station construction,
changes to management staffing
(including the reduction of training staff)
and various changes in operations and
services.
Seminole, Florida The Matrix Consulting Group was retained Dan Graves
by the City and District of Seminole (in Fire Chief
Analysis of Fire Station Pinellas County) to evaluate current and
Locations and alternative fire station locations. The 727-393-8711
Deployment project team's analysis demonstrated the
effect of adding an additional ALS unit at
Team Members: the main station as well as the impact of
Miller several station relocations (including once
Bravo precipitated by a road construction
project). The project team recommended
the opening of a fifth fire station and the
redeployment of another (road project)
and the movement of existing units to
maximize deployment options for the City
and the surroundina fire district areas.
Milwaukee, Wisconsin The firm was retained by the City of Jennifer Meyer
Milwaukee to conduct a staffing and Deputy Budget Director
Analysis of Suppression deployment analysis of the Fire
and Command Staffing for Department. The primary focus of the 414-286-3182
the Fire Department study was on two major questions: 1) were
there opportunities to reduce command
Team Members: staffing and 2) were there opportunities to
Miller reduce line staffing in suppression. The
Bravo City is under increasing financial pressure
from both internal issues and state
mandated tax caps. We recommended a
reduction of two Deputy Chief positions
and reduction in line staffing from five to
four firefighters on all pieces (except the
technical rescue units). Projected savings
are more than $3.2 million annually.
These recommendations have already
been partially implemented, with City
Council indicating phase in of the rest.
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Proposal to Conduct a Fire and Emergency Service Response and Deployment Study
Client Proiect Summary Reference
Norwalk, Connecticut The Matrix Consulting Group was retained Edmund Schmidt
to conduct this assignment by the City's Mayor's Chief of Staff
Management and Fire Fire Commission. The study focused both
Station Location Study on the management and operations of the 203-854-7701
study and on the need to open a new fire
Team Members: station in the northern end of the City
Miller (previous studies had suggested the need
Bravo to do so). The project team's analysis
showed that more than 95% of calls for
service were within the current network's
4-minute drive-time areas and that
concurrent calls were not impacting
service delivery in the north. However,
future development will require a new
station in the Merritt-7 area.
Indio, California The project team evaluated the current Mark Wasserman
delivery of service by the RVCFD to the Special Projects Manager
Fire Department City. We also examined fire station
Management Study and location and deployment options and have 760-342-6530 x 663
Contract Analysis recommended re-deployment of certain
units, resulting in an annual cost mitigation
Team Members: of over $1 million. The project team also
Miller recommended an increase in inspection
Bravo staffing (with a linked increase in permit
and inspection fees).
Middletown, Ohio The Matrix Consulting Group completed Ron Olson
this comprehensive management study of Currently, Deputy City
Master Plan for the Fire the Division of Fire. The project team was Manager
Department retained during a period of fiscal stress for City of Arlington, Texas
the City and a major focus of the project
Team Members: was to maximize the efficiency of the 817-459-6101
Miller Division while still maintaining targeted
Bravo service levels throughout the City.
Recommendations focused on increasing
the number of medic units in the City while
at the same time allowing minimum
staffing to decline by 1-2 positions per day
(with no staffing cuts). The reduction in
overtime alone was more than $200,000
annually.
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Proposal to Conduct a Fire and Emergency Service Response and Deployment Study
Client Project Summary Reference
Palm Coast, Florida The Matrix Consulting Group was retained Mike Beadle
by the new city of Palm Coast (founded in Fire Chief
Analysis of Fire Station 1999) to conduct a first-ever fire station
Locations and Master location analysis. The City had inherited 386-446-6750
Plan its existing fire stations from a countywide
system and wanted to evaluate current
Team Members: locations as weli as to identify the future
Miller locations required for the rapidly growing
Bravo community. The project team
recommended that the three existing fire
stations be maintained, that two new ones
be built as soon as practical and that a
third new facility be planned for a 3-5 year
planning period (the City anticipates
growing from 35,000 to 60,000 in that time
oeriod)~
Clayton, Ohio The Matrix Consulting Group was retained David Rowlands
by this City of 13,000 to analyze the City Manager
Analysis of Fire Stations current fire station response network as
and Fire I EMS Master weli as to make recommendations for 937-836-3500
Plan placing additional units. A major concern
was the travel time for responding paid-
Team Members: on-cali volunteers to each aiternative
Miller station. The City faces the possibility of a
Bravo major development which could double
the size of the community. The project
team recommended the deveiopment of a
new staffed station in this area when it is
initiated.
--:-
Tipp City, Ohio The Matrix Consulting Group was retained David Collinsworth
by this City of 9,500 to evaluate their City Manager
Analysis of Fire Facilities service delivery approaches and station
and Fire I EMS Master network. The City provides service to 937-667-8425
Plan several townships which increased its
service area ten-fold from the size of the
Team Members: City. The Matrix Consulting Group
Miller evaluated an alternative station location
Bravo and found that there would be a negative
impact from removing the station from the
area where most current paid-on-cali
volunteers live. We recommended that
the current facility be maintained untii a
future date when a decision is made to
move to fuli-time oersonnel.
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Proposal to Conduct a Fire and Emergency Service Response and Deployment Study
Client Proiect Summary Reference
Needham, Massachusetts This project focused on the deployment of Kate Fitzpatrick
personnel, stations and apparatus within Town Manager
Master Plan for the Fire the Town to best meet the fire and EMS
Department service demands. Special consideration 781-455-7512
was given to the unique needs of the
Team Members: Town posed by Route 128, the Charles
Miller River, several radio I TV towers and a new
Bravo college built within the Town (Olin
Engineering College). The project team
also focused on the delivery of fire and
EMS services and on the gaps in current
service delivery. Several alternatives
were developed, analyzed and a final
recommendation was made for short and
lona-term action bv the Town.
Barnstable Fire District, The Matrix Consulting Group was hired to Robert Crosby
Massachusetts evaluate the delivery of service in this fire Fire Chief
district (one of five in the Town of
Management Study and Barnstable). The primary focus of the 508-362-3312
Master Plan for the Fire study was to evaluate current staffing
District levels (which were found to be insufficient
which led to higher than necessary costs)
Team Members: and the need for future station locations
Miller (which could also drive consolidatios~.
between one or more of the districts.
Keene, New Hampshire The Matrix Consulting Group conducted John Maclean
this management study and master plan City Manager
for the City of Keene. The focus of this
Management Study and study was on the location for a 603-357-9804
Master Plan for the Fire headquarters station (maintain a current
Department location and rebuild or make use of a
recently purchased location). The project
Team Members: team also made recommendations to
Miller enhance the utilization of staff, to reduce
Bravo reliance on overtime for responses and to
improve the organization of the
Department's management efforts. The
Matrix Consulting Group was retained by
the City to perform additional work in the
spring of 2005.
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Proposal to Conduct a Fire and Emergency Service Response and Deployment Study
5. PROJECT OVERVIEW
This section of our proposal addresses several key issues from the Request for
Proposal.
1. PROJECT STEERING COMMITTEE AND PROJECT SCHEDULE
The Matrix Consulting Group proposes to conduct the requested study over a 12-
week period in seven tasks as outlined in the schedule below. The study proceeds
from:
. Extensive interviews with policy makers to clearly define study objectives.
. Extensive staff interviews to understand departmental services and operations.
. Detailed data collection and analysis of options to the preparation of a final report
and business plan for the City.
. Throughout this process we propose to work with a steering committed and to
keep the City fully informed about issues and findings as they develop. The
schedule, below, shows ideal review points in the study associated with the
development of products by the project team.
We view this study a joint effort on the part of the City and the Matrix Consulting
Group to develop the best possible fire I EMS study for the City.
Meetings:
1. Kick-Off
2. Review Profile I Planning
3. Review Initial Station Location Issues
4. Review Draft Report
Thereafter: Present Report
2. INFORMATION GATHERING
5 6 7 8 9 10 11 12
The Matrix Consulting Group is responsible for collecting all of the data and
information needed to deliver the services requested in the request for proposal.
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CITY OF DUBUQUE, IOWA
Proposal to Conduct a Fire and Emergency Service Response and Deployment Study
However, the City and the Fire Department will need to provide the project team with
assistance in identifying data sources, interpreting unique data and providing access to
electronic data systems, as appropriate.
At the beginning of the project the team will provide the City with our standard fire
services data collect list customized to reflect the unique nature of this assignment, its
scope of work and the community. This list will be reviewed with the Department in
order to make provision for any adjustments required in our time because of any limits
in data availability and/or quality.
3. ROLE OF CITY EMPLOYEES
The Matrix Consulting Group requires access to staff for a significant part of our
work. While data is critical to developing an objective perspective on issues and
alternatives, staff interviews provide the project team with an important qualitative
dimension to our understanding of services and operations. As a result, the project
team will need the City and Fire Department to have personnel available for interviews.
Furthermore, the City selected department and municipal personnel could be asked to
serve on the proposed steering committee and to review the interim and final reports.
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Proposal to Conduct a Fire and Emergency Service Response and Deployment Study
6. TASK PLAN
This section provides the Matrix Consulting Group's proposed approach to
conducting the scope of services described by the City. The first section provides a
summary of our understanding of the current situation.
1. INTRODUCTION
The City of Dubuque, Iowa is located along the west bank of the Mississippi
River in Dubuque County. The City has a current estimated population of 60,000
residents and covers 26 square miles.
The Fire Department provides fire, rescue, and paramedic emergency medical
transportation services. Line operating personnel are deployed across six stations
throughout the City. Minimum daily staffing in operations is 22 firefighters and fire
officers. They responded to 4,183 emergency calls in 2004. The Fire Department staffs
five engine companies, two ladders and two paramedic ambulances. The Department
operates from the six fire/EMS stations listed below. The stations range in age from
100 years to 35 years old.
Station and Address
#1, Head uarters - 11 West 9 Street
#2 - 2180 JFK Road
#3 - 3155 Central Avenue
#4 - 1697 Universi Avenue
#5 - 689 South Grandview
#6 - 1500 Rhonber
Year Built
1970
1967
1979
1954
1905
1906
The City is requesting consulting services to examine and make
recommendations regarding the number and location of fire/EMS stations and methods
on how best to meet the needs for advanced response services. We will work with the
City to define its emergency response goals. The study will take into consideration the
City's annexation and development plans that could alter service needs. This feasibility
study will analyze and make recommendations regarding:
. The optimal number and location of the fire stations based on current and future
service demands.
. The potential for consolidation and/or expansion of the current network of fire
stations.
. The impact of current station locations and modifications on service levels.
. Methods to meet the need for advance response services.
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Proposal to Conduct a Fire and Emergency Service Response and Deployment Study
. A business plan covering operating and capital costs for the recommendations.
As an illustration of the Matrix Consulting Group's GIS capability to evaluate fire
station locations, we developed a preliminary assessment of response capabilities given
current station locations. Please note that this analysis relies on publicly available GIS
data files and travel time assumptions. We recognize that annexations, additions to the
road network, and different assumptions will alter the results presented below. If
selected by the City to perform the work described in the RFP, these assumptions and
data will be updated to more accurately reflect current operating conditions. The map,
below, is presented as an illustration of the Matrix Consulting Group's GIS capabilities
and fire station location methodology.
City of Dubuque, Iowa
Potential Units Responding at Four
Minutes of Drive Time from Current Station Locations
c/
,
,~
,-'---
')
,
.,''t
L.
~
.~
.
J ,;c' .
.....
~
Legend
. DFD Stations
Streets with # of Units
o
-lUnit
-2Units
3.4Units
-5orm:lr@
.. Mississippi River
Rivers
=:J 2000 Dubuque Boundaries
C=:J OJbuque County Aaces
N
A
Developed by Matrix ConlulUng
Group. Source diu provided by
US CenlUI.
The map, above, shows the number of potential units able to respond to an
emergency scene at four minutes of drive time from current station locations. Note that
while current station locations provide a significant level of coverage at four minutes,
particularly in the center of the City, there are areas in the South, Northwest, and
Northeastern portions of the City where this standard cannot be met.
In addition to maps, the GIS model produces statistics based on the number of
road miles covered within a given drive time. The example below uses a 4-minute drive
time. In the example below, five or more units are able to reach 163 miles of streets in
Matrix Consulting Group
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CITY OF DUBUQUE, IOWA
Proposal to Conduct a Fire and Emergency Service Response and Deployment Study
. A business plan covering operating and capital costs for the recommendations.
As an illustration of the Matrix Consulting Group's GIS capability to evaluate fire
station locations, we developed a preliminary assessment of response capabilities given
current station locations. Please note that this analysis relies on publicly available GIS
data files and travel time assumptions. We recognize that annexations, additions to the
road network, and different assumptions will alter the results presented below. If
selected by the City to perform the work described in the RFP, these assumptions and
data will be updated to more accurately reflect current operating conditions. The map,
below, is presented as an illustration of the Matrix Consulting Group's GIS capabilities
and fire station location methodology.
City of Dubuque, Iowa
Potential Units Responding at Four
Minutes of Drive Time from Current Station Locations
", "-
tl '-.j
0,05 f,
~.,
2 J.... 4
Mile,
Legend
. DFD StatIOns
Streets with # of Units
o
-lUnlt
-2Unrts
--3-4Umts
-5ormlre
.. MississIppi RIVer
-RIvers
c=J 2000 DUbUQue Boundanes
CJ [).Jbuque County Races
N
A
Developed by Matrix ConauUlng
Group. Source data provided by
US Census.
The map, above, shows the number of potential units able to respond to an
emergency scene at four minutes of drive time from current station locations. Note that
while current station locations provide a significant level of coverage at four minutes,
particularly in the center of the City, there are areas in the South, Northwest, and
Northeastern portions of the City where this standard cannot be met.
In addition to maps, the GIS model produces statistics based on the number of
road miles covered within a given drive time. The example below uses a 4-minute drive
time. In the example below, five or more units are able to reach 163 miles of streets in
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Proposal to Conduct a Fire and Emergency Service Response and Deployment Study
Dubuque in a 4-minute travel time period. The 163 miles of streets represent 58% of
the 314 miles of streets in the City. Please note that actual calls for service data would
be added to this analysis.
Detailed road mile coverage statistics are shown in the table below:
Number of Units
from Stations
o Units
1 Unit
2 Units
3 Units
4 Units
5 Units or more
Total
Number of Road
Miles Covered
33.0
64.4
0.8
15.8
5.3
163.0
282.3
Percent 4-minute
Road Covera e
12%
23%
0%
6%
2%
58%
100%
Cumulative 4-Minute
Road Covera e
0%
23%
23%
29%
31%
89%
As shown above, the model predicts that approximately 89% of all road miles in
the City can be reached by at least one unit within four minutes of drive time. Moreover,
approximately 66% of road miles can be reached by two or more units in four minutes.
The preceding analysis highlights the basic analysis that would be performed by
the Matrix Consulting Group. Additional analyses would include assessing the inter-
relationships among multiple stations in the response network, the impact of current and
future station locations on total and average response times, percentage of emergency
calls covered, as well as the projected total and average response times after adjusting
for concurrent calls for service.
2. TASK PLAN
The Task Plan describes the methods that the Matrix Consulting Group will use
to conduct the scope of services desired by the City of Dubuque.
Task 1
Conduct Initial Interviews with City and Fire Stakeholders.
The project team will meet with various stakeholders to develop an
understanding of the key service delivery, financial and operational issues facing the
City in providing fire and emergency medical services. These interviews will include:
.
City Manager
.
City Council
.
Fire Chief
.
Finance Director
.
Planning Staff
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CITY OF DUBUQUE, IOWA
Proposal to Conduct a Fire and Emergency Service Response and Deployment Study
The focus of these interviews will be on the following kinds of issues:
. Station location concerns
. Fire apparatus and ambulance response time expectations.
. The deployment of fire apparatus and ambulances to stations.
. Fire Department service partnerships with public and private entities.
. Development and growth plans including annexations.
. Automatic aid between Dubuque and other communities.
The project team will develop a final project schedule and work plan following
these meetings. The project team will review this schedule with the City Manager, the
Fire Chief and other members of our steering committee.
Task 2
Develop a Summary of Current Services, Workload, Staffing and
Other Key Factors.
In order to conduct this assignment, the Matrix Consulting Group must develop a
detailed understanding of current and projected operations, staffing, deployment,
workload and other key factors. In order to develop this understanding, the project team
will conduct a series of interviews with staff and. will collect data from a number of
sources. We understand that emergency workload information will be available from
NFIRS and that the City's GIS system will be able to provide additional information
about the service area and the service population. The focus of these efforts will be on
the following kinds of information:
.
Demographics of the City including population, population density, location of
intensive call-demand facilities.
.
Current station locations and characteristics/conditions of the stations.
.
Current deployment of personnel and apparatus.
.
Minimum staffing levels for each piece of apparatus.
.
Service level objectives and performance measures used by the City, in the
budget, fire master plan and other documents.
.
Workload for fire / EMS units, including the following examples:
Calls for service by type by address.
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Proposal to Conduct a Fire and Emergency Service Response and Deployment Study
Calls for service by time of day and day of week.
Call processing time (in dispatch).
Call reaction time (from dispatch to en-route).
Call drive time (from en-route to arrival).
Hospital turn-around time for transport vehicles.
Calls by unit by type.
Provision and receipt of mutual aid by call type.
. Collect GIS data sets relating to current boundaries of Dubuque as well as areas
projected for development and annexation.
The project team will develop a "Descriptive Profile" summarizing the results of
these interviews and data collection efforts. The descriptive report will be reviewed with
the City staff, Fire Department staff and the project steering committee to ensure that
we have correctly captured all pertinent information.
Task 3
Document Planning Assumptions for Future Growth and
Development in Dubuque and Neighboring Areas.
In addition to documenting the current operating environment, the project team
must also document key information about the future in the City. This will include the
following data:
. Annexation and development plans for the City.
. Growth and housing construction assumptions for the City.
. Commercial construction assumptions for the City.
. Major projects and land use changes for the City.
. Document major response impediments, major road network changes, etc.
The project team will develop a summary of these data and will review them with
City staff (including Planning), Fire Department staff and the project steering committee.
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Proposal to Conduct a Fire and Emergency Service Response and Deployment Study
Task 4
Conduct Focus Group Sessions to Identify Needs and Gauge
Support for Fire and EMS Services.
The RFP requests responding firms to identify citizen needs and gauge support
for fire and EMS services in the City. The Matrix Consulting Group proposes to conduct
from four to six focus group sessions with residents and business constituencies in the
City. Focus groups, unlike community surveys, are an ideal way to develop depth to an
understanding of key community service level desire and protection issues. We will
work with the City and Fire Department to identify the focus group discussion topics and
the timing of the focus groups. We will also work with the City to identify persons and
groups for participation in the focus group sessions.
A summary of feedback obtained in the focus group meetings would be
developed by the project team and reviewed with the project steering committee. A
summary of the feedback would also be incorporated into the final report.
Task 5
Analyze Current and Future Station Location and Deployment Needs
in the City.
The Matrix Consulting Group has developed an in-house capability for the
analysis of fire station locations. This analytical approach will be based on the following
activities:
. Utilization of state-of-the-art ArcGIS software. The ArcGIS software includes
ArcMap 9.0, Network Analyst, Spatial Analyst and specialized sub-routines that
support the analysis of facility locations.
. Creation of a complete road network of the City including planned annexation
and development areas. Matrix Consulting Group personnel will work with the
City's GIS staff to create the maps.
. Use of the most detailed call for service information available from the Fire
Department. These data will be abstracted from the Department's dispatch and
records management systems. The Matrix Consulting Group will use multiple
years of call and dispatch data in order to reduce the impact of seasonal or
annual outliers. The following information will be analyzed:
Street address of the call.
Call type and priority.
Response times to individual incidents.
. Generating every unique grouping of fire stations based on a finite list of station
location options provided by the City for analysis. Generation of the grouping is
based on a methodology developed by the Matrix Consulting Group. This
methodology will enable the team to check multiple proposed locations and
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CITY OF DUBUQUE, IOWA
Proposal to Conduct a Fire and Emergency Service Response and Deployment Study
combination of locations to ensure that we provide an optimized deployment plan
for the City.
Utilization of the technologies and approaches described above will enable the
Matrix Consulting Group to calculate a large range of response information about the
current system and various alternatives. The response performance information will
include the predicted average response time as well as various "fractile" response times
(Le., area covered at 4, 5 and 6 minute travel time intervals).
The model is then used to calculate the fastest possible response time from each
of alternative location to each unique call address. This analysis generates a database
of expected travel times from each location to each unique address. Once that table is
developed, the project team "weights" the run information by incorporating information
about the frequency with which each address receives a response. This is crucial for
dealing with multiple response addresses (assisted living facilities, medical practices,
group homes, etc.). This process also recognizes that every address does not have an
equal likelihood of generating the need for a response. After the travel time data is
compiled various alternatives can then be tested to determine which may be the
"optimal" solution for the City. The fact that the project team is able to quickly test and
calculate the performance characteristics of many options will enable City policy makers
and staff to evaluate potential trade-offs between the costs (capital and operating) and
the benefits (response time reduction or improved fractile performance) resulting from
each alternative.
The map, on the following page, displays the station overlap capability of our
approach to station location planning which was developed for another community for
which we recently worked. The map displays two emergency response features:
.
First, the colored lines on the map illustrate 4 (red), 5 (blue) and 6 minute (green)
travel time boundaries from five separate station locations.
.
Second, the colored shading (from yellow to red) indicates the clustering and
density of emergency calls in the community.
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CITY OF DUBUQUE, IOWA
Proposal to Conduct a Fire and Emergency Service Response and Deployment Study
Town of North Kingstown
2002 to 2005 Call Density Map With 4, 5, and 6
Min Drive Time From Best 5 Station Option
o 037!ll 75
'5
225
3
Miles
Developed by Matrix
Consulting Group. Source DBta provided by
Town of North Kingstown and RIG IS.
N
+
- -
Matrix Consulting Group
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CITY OF DUBUQUE, IOWA
Proposal to Conduct a Fire and Emergency Service Response and Deployment Study
Town of North Kingstown
2002 to 2005 Call Density Map With 4, 5, and 6
Min Drive Time From Best 5 Station Option
o 0 37!lJ 75
15
225
3
Miles
Developed by Matrix
Consulting Group. Source Dma provided by
Town of Uorth Kingstown and RIGIS.
~
+
- -
Matrix Consulting Group
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Proposal to Conduct a Fire and Emergency Service Response and Deployment Study
An analysis for another client focused on the ability to achieve a seven minute 30
second response time by a first-due structure fire response (15 or more responders on
multiple pieces of apparatus). In this case, the measure was the number of calls that
could be reached in the specified timeframe. The analysis included application of the
performance standard to the current city, the future city and the larger fire EMS service
district.
Proportion of Calls for Service
Reached in 7 Minutes and 30 Seconds or Less
15 or More Fire Responders
Alternatives
Current
Alternative 1
Alternative 2
Alternative 3
Alternative 4
Alternative 5
Inside Ci
100%
100%
100%
100%
100%
100%
Inside "Future" Cit
100%
100%
100%
100%
100%
100%
Inside District
95%
95%
94%
94%
94%
94%
The above example analyzed not only the current capabilities of the department
but also areas that might be annexed to the City. This analysis focused on the
Department's ability to mount an initial structure fire response. Note that all of the
alternatives provide almost the same level of capability as does the current system.
Maps of the quality shown in the previous page would also be developed.
The Matrix Consulting Group developed a methodology for further assessing
station location alternatives by examining the probability adjusted average travel time
for each alternative. This methodology enables the project team and client to get a
more accurate understanding of the impact of fire station location decisions. This
approach takes into consideration the impacts of station location, unit availability and
call concurrency. The following table provides an example of the results of such an
analysis (this table refers to the same example shown above):
Alternative
Impact on
Average
Travel
Time
0%
-8%
+2%
+1%
-4%
+1%
Note that in this analysis there are clear differences between the six alternatives
and the current situation. Several of the alternatives actually resulted in an increased
average travel time while one has a dramatic 8% reduction in travel time. This analysis
enables our clients to make the most informed decisions possible.
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Proposal to Conduct a Fire and Emergency Service Response and Deployment Study
The Matrix Consulting Group has also developed a methodology that enables the
project team and client to consider a large number of scenarios to identify those that
would most likely enhance service levels. The project team used three years of call for
service data in this analysis. An example of this approach is shown below. This table
contains only a small portion of the analysis. The project team evaluated more than 50
scenarios representing multiple 3, 4 and 5-station scenarios.
Average
Total Response Response
Scenario # Time seconds) 4 Min. Fractile 5Min 8Min Time
40 31,309 77% 84% 89% 3.03
33 31,652 78% 84% 88% 3.06
34 32,220 75% 83% 89% 3.11
39 32,538 75% 84% 89% 3.15
23 33,567 73% 82% 87% 3.24
The methodologies described above as well as other techniques would be used
to meet the study objectives of the City. We would analyze current operations and
develop fact-based recommendations regarding the City's fire service infrastructure. In
addition, we will:
. Make recommendations about roadway and access changes that could enhance
responses times to emergencies.
. Evaluate a number of fire station scenarios including 6, 5 station and other
numbers of stations as suggested by the City for analysis. The analysis will be
based on the City's estimated geographic area through the year 2013.
. Make recommendations regarding the location in the current and proposed
stations for both a 2 and 3 ambulance deployment plan.
The project team will present many alternatives for consideration. In addition to
station locations, the project team will also consider the impact of deployment, vehicle
placement and staffing decisions.
Task 6
Analyze the Costs for the Delivery of Emergency Fire, Medical and
Ambulance Services and Prepare a Business Plan.
The scenarios and options will have different fiscal implications for the City. In
order to understand the financial impact of these decisions we will analyze the operating
and capital costs for the deployment of various levels of fire and ambulance service.
This analysis will compare costs for the current deployment plan of the Department (6
stations, 7 fire apparatus, 2 EMS transport units) to other scenarios examined during
the course of the study. The RFP specifically describes a six-station scenario and a
scenario that tests the impact of "the elimination of one or more stations" on response
times. We will analyze these options as well as others that might enable the City to
meet its response goals. As part of the fiscal analysis and development of a business
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Proposal to Conduct a Fire and Emergency Service Response and Deployment Study
plan for the Department the Matrix Consulting Group will:
. Analyze, develop and project operating costs for stations and apparatus.
. Analyze, develop and project operating costs for personnel.
. Develop cost estimates for the construction of new facilities.
. Develop cost estimates for the maintenance of the new facilities.
. Analyze alternate revenue options (e.g., general revenue, bonds, special
assessments, user fees, impact fees as well as grants which might be available).
Leasing options for apparatus and equipment will also be evaluated.
The fiscal analysis will be conducted in two phases:
. First, we will develop a thorough understanding of current costs and the costs to
add new stations (personnel, apparatus, construction and operations). This
information will be compiled in a report for review by the City. It will serve as a
foundation for the City to establish boundaries on the number of stations and
apparatus that should be included in the analysis. Once the boundaries are
established, the project team will proceed with the scenario analysis.
. Second, we will use the fiscal data in conjunction with the station location and
apparatus deployment plan deemed most advantageous to the City to develop
the business plan. The business plan will contain:
Staffing requirements.
Job descriptions for each recommended staff position.
A phased build-out plan that includes a schedule for completion.
A 5-year Fire Department total cost budget projection for the system that
includes personnel, operating, capital (apparatus and equipment) and
capital construction costs.
A financial forecast which evaluates the potential gap between needs and
forecasted revenues through existing sources. An analysis of
opportunities to close the gap would also be developed.
The fiscal analysis will enable City policy makers to easily evaluate the short and
long term financial impact of the various station location, apparatus deployment and
staffing plans evaluated in the study.
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CITY OF DUBUQUE, IOWA
Proposal to Conduct a Fire and Emergency Service Response and Deployment Study
Task 7
Develop a Final Report Summarizing the Results of the Analyses and
Providing Recommendations for the City of Dubuque.
The final Task will be the development of a final report. This will include the
following:
. Detailed analyses of each issue in the report.
. Analysis of all fiscal impacts related to each recommendation.
. Development of an executive summary.
. Development of an implementation plan.
. Meeting with the project steering committee to review the draft report.
. Development of corrections and development of the final report.
. Presentation to City Council if deemed appropriate by the City Manager.
The Matrix Consulting Group will review the draft report with the project steering
committee and Fire Department staff and will then develop a final report. This report will
be presented to the City Council in a venue of the City Manager's determination. We
will make up to three oral presentation of the report to the City Manager, City Council
and other groups, as requested.
Matrix Consulting Group
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