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Contract 27401
CITY SECRETARY CONTRACT NO. STATE OF TEXAS § KNOW ALL BY THESE PRESENTS: COUNTY OF TARRANT § CONTRACT FOR PROFESSIONAL MANAGEMENT CONSULTING SERVICES This contract is made by and between the City of Fort Worth, Texas, a municipal corporation situated in Tarrant and Denton Counties, Texas, hereinafter called "City", and TriData Corporation, hereinafter called"Consultant, both parties acting herein by and through their duly authorized representatives. I Scope of Services 1.1 Consultant agrees to perform in accordance with the highest professional standards the following professional management consulting services: An evaluation and analysis of the Fort Worth Department, as more specifically described in the attached Exhibit "A" (RFP). An evaluation and analysis of the Fort Worth Fire Department, as more specifically described in the attached Exhibit "A" (TriData's Proposal), which is hereby incorporated into this contract for all purposes. "Consultant will conduct its analysis and present its findings in two phases: In Phase One, Consultant will review Fire Department Operations for efficiency and effectiveness. All possible expenditure reductions will be identified and reported as findings to the City. In Phase Two, Consultant will identify any additional measures to be implemented that in its opinion are necessary to improve Fire Department service delivery. Recommendations for any additions will be fully costed and prioritized. Any related ofd settino reductions shall be identified and reported to City 2. Compensation; Payment Schedule 2.1 The maximum fee to be paid to Consultant for all services performed hereunder shall be $397,530, hereinafter"Consultant's Fee". 2.2 Payment shall be made provided for in Attachment "A" attached hereto. Retainage in the amount of 10% shall be withheld until submission and acceptance of the final report to be prepared by Consultant. 2.3 Consultant shall submit monthly invoices to the City for payment of the sums reference in Section 2 (b). 2.4 It is understood that this Contract contemplates the provision of full and complete consulting services for this project, including any and all necessary changes or contingencies to complete the work as outlined in Section 1, "Scope of Services," for the fee described in Section 2.a. 3. Tenn Unless terminated pursuant to paragraph 4 below, this Contract shall be completed on or before August 15, 2002. The time to complete may be extended by agreement of the parties in writing. 4. Termination 4.1 The City may terminate this Contract for its convenience by notice in writing to Consultant. Upon receipt of such notice, Consultant shall immediately discontinue all services and work and the placing of all orders or the entering into contracts for all supplies, assistance, facilities and materials in connection with the performance of this Contract and shall proceed to cancel promptly all existing contracts insofar as they are chargeable to this Contract. If the City terminates this Contract under this Section 4.1, the City shall pay Consultant for services actually Performed in accordance herewith prior to such tennination, less such payments as have been previously made, in accordance with a final statement submitted by Consultant documenting the performance of such work. 4,2 The City may terminate this agreement for cause in the event Consultant fails to perfonn in accord with the requirements contained herein. In such event City shall give Consultant written notice of Consultant's failure to perform, giving Consultant seven (7) calendar days to come into compliance with the contract requirements. If Consultant fails to come into compliance with this contract, City shall notify Consultant in writing and this contract shall be terminated as of the date of such notification. In such event, Consultant shall not be entitled to any additional compensation 4.3 In the event no funds are appropriated and budgeted by the City in any fiscal period for any payments due hereunder, City will notify Consultant of such occurrence and this Contract shall terminate on the last day of the fiscal period for which appropriations were made without penalty or expense to City of any kind whatsoever, except as to the portions of the payments herein agree upon for which funds shall have been appropriated and budgeted. City has informed Consultant that, concurrently with approval of this Contract, City will appropriate and budget 100% of the funds specified in this Contract, so- that all funds will be appropriated and budgeted prior to the commencement date of this Contract. 4.4 Upon termination of this Contract for any reason, Consultant shall provide the City with copies of all completed or partially completed documents prepared under this contract. 5. Indemnification and Release 5.1 Consultant shall indemnify and hold the City and its officers, agents and employees harmless for any loss, damage, liability or expense for damage to property and injuries, including death, to any person, including but not limited to officers, agents or employees of Consultant or subcontractors, which may arise out of any negligent act, error or omission in the performance of Consultant's professional services. Consultant shall defend at its own expense any suits or other proceedings brought against the City, its officers, agents and employees, or any of them, resulting from such negligent act, error Z:7 or omission; and shall pay all expenses and satisfy all judgments which may be incurred by or rendered against them or any of the in connection therewith resulting from such negligent act, error or omission. 5.2 In addition to the indemnification requirement above, Consultant releases Fort Worth from any liability for injury or property damage incurred during this contract, unless such injury or property damage was the result of intentional conduct committed by an employee of the City. Consultant shall not permit any employee, officer, and agents of the Consultant or any employees, officers or agents of any subcontractor to perform any activity under this contract without first executing release containing such g tl provisions. 6. Insurance Consultant shall carry insurance in the following types and amounts for the duration of this agreement, and furnish certificates of insurance along with copies of policy declaration pages and policy endorsements as evidence thereof: 6.1 Workers' Compensation and Employers' Liability coverage with limits consistent with statutory benefits outlined in the Texas Workers' Compensation Act (Chapter 401, Texas Labor Code) and minimum policy limits for Employers Liability of $100,000 bodily injury per accident, $500,000 bodily injury disease policy limit and $100,000 per disease per employee. 6.2 Commercial General Liability as follows: $1,000,000 each occurrence $2,000,000 aggregate limit 6.3 Business Automobile Liability Insurance for all owned, non-owned and hired vehicles as follows: $500,000 Bodily Injury per person, each accident $250,000 Property Damage $2,000,000 aggregate or $1,000,000 each accident on a combined single limit basis 6.4 General Requirements for Insurance 6.4.1 Consultant shall be responsible for deductibles and self-insured retentions, if any, stated in policies. All deductibles or self-insured retentions shall be disclosed on the certificates of insurance required above. 6.4.2 All insurance, other than workers compensation, shall be written on an occurrence basis. 6.4.3 If insurance policies are not written for amounts specified above, Consultant shall carry Umbrella or Excess Liability Insurance for any differences in amounts specified. If Excess Liability Insurance is provided, it shall follow the form of the primary coverage. 6.4.4 Consultant shall not commence work under this Agreement until it has obtained the required insurance and until the Contract Manager has reviewed Such insurance. Consultant shall not allow any subcontractor to commence work until required insurance has been obtained and approved. Approval of insurance by the City shall not relieve or decrease the liability of the Consultant. 6.4.5 Insurance shall be written by companies licensed to do business in the State of Texas at the time the policy is issued and shall be written by companies with a rating of A- or better in the current A.M. Best Key Rating Guide or have reasonable equivalent financial strength and solvency. 6.4.6 The City of Fort Worth shall be an additional insured as their interests may appear on the Commercial General Liability and Business Automobile Liability. 6.4.7 Consultant shall produce endorsements to each affected policy to effectuate the following: 6.4.7.1 The City of Fort Worth is named as an additional insured on all policies (except Workers' Compensation) with a mailing address of Attn.: Purchasing Manager, Purchasing Division, 1000 Throckmorton, Fort Worth, Texas 76102. 6.7,4.2 The insurance company is obligated to notify Purchasing Manager. Purchasing Division, 1000 Throckmorton, Fort Worth, Texas 761021, of any non- renewal, cancellations or material changes an any policy at least forty-five (45) days prior to change or cancellation, 6.7.4.3 That the "other" insurance clause shall not apply to the City where the City of Fort Worth is an additional insured shown on the policy. It is intended that policies required in this Agreement, covering both the City and Consultant shall be considered primary coverage as applicable. 6.7.4.4 The City shall be entitled, upon request and without expense, to receive copies of policies and endorsements thereto and may make any reasonable requests for deletion or revision or modification of particular policy terms, conditions, limitations, or exclusions except where policy provisions are established by law or regulations binding upon either of the parties hereto or the underwriter on any such policies. 6.7.4.5 Consultant shall not cause any insurance to be canceled nor permit any insurance to lapse during the term of this Agreement or as required in this Agreement.. 6.7.4.6 The City reserves the right to review the insurance requirements of this section during the effective period of the Agreement and to make reasonable adjustments to insurance coverage and their limits when deemed necessary and prudent by the City based upon changes in statutory law, court decision or the claims history of the industry as well as of the Consultant. 6.7.4.7AII certificates shall include a clause to the effect that the policy shall not be reduced, restricted or limited until thirty (30) days after the City has received written notice. 6.7.4.8 Consultant shall provide owner thirty (30) days written notice of erosion of the aggregate limit below the per occurrence limits outlined above. 6.4.8 Actual losses not covered by insurance as required by this Agreement shall be paid by Consultant Independent Contractor Consultant shall perform all work and services hereunder as an independent contractor and not as an officer, agent or employee of the City. Consultant shall have exclusive control of, and the exclusive right to control, the details of the work performed hereunder and all persons performing same and shall be solely responsible for the acts and omissions of its officers, agents, employees and subcontractors. Nothing herein shall be construed as creating a partnership or joint venture between the City and the Consultant, its officers, agents, employees and subcontractors; and the doctrine of respondeat superior shall have no application as between the City and the Consultant. 8. Disclosure of Conflicts Consultant warrants to the City that it has made frill disclosure in writing of any existing or potential conflicts of interest related to the services to be performed hereunder. Consultant further warrants that it will make prompt disclosure in writing of any conflicts of interest that develop subsequent to the signing of this Contract. 9. Right to Audit 9.1 Consultant agrees that the City shall, until the expiration of three (3) years after final payment under this Contract, have access to and the right to examine any directly pertinent books, documents, papers and records of the Consultant involving transactions relating to this Contract. Consultant agrees that the City shall have access during normal working hours to all necessary Consultant facilities and shall be provided adequate and appropriate workspace in order to conduct audits in compliance with the provisions of this section. The City shall give Consultant reasonable advance notice of intended audits. 9.2 Consultant further agrees to include in all its subcontractor agreements hereunder a provision to the effect that the subcontractor agrees that the City shall, until the expiration of three (3) years after final payment under the subcontract, have access to and the right to examine any directly pertinent books, documents, papers and records of such subcontractor involving transactions to the subcontract, and further that City shall have access during normal working hours to all subcontractor facilities and shall be provided adequate and appropriate work space in order to conduct audits in compliance with the provisions of this paragraph. City shall give subcontractor reasonable advance notice of intended audits. 10. Prohibition of Assignment Neither party hereto shall assign, sublet or transfer its interest herein without the prior written consent of the other party, and any attempted assignment, sublease or transfer of all or any part hereof without such prior written consent shall be void. 11. M/WBE Goals; Nondiscrimination 11.1 In accord with City of Fort Worth Ordinance No. 11923, as amended by City of Fort Worth Ordinance No. 13471, the City has goals for the participation of minority and woman business enterprises in City contracts. Consultant acknowledges the M/WBE goal established for this contract and its commitment to meet that goal. Any misrepresentation of facts (other than a negligent misrepresentation) and/or the commission of fraud by the Consultant may result in termination of this agreement and debarment from participating in City contracts for a period of time of not less than (3) years. 11.2 As a condition of this Contract, Consultant covenants that it will take all necessary actions to insure that, in connection with any work under this Contract, Consultant, its associates and subcontractors, will not discriminate in the treatment or employment of any individual or groups of individuals on the grounds of race, color, religion, national origin, age, sex or physical handicap unrelated to job performance, either directly, indirectly or through contractual or other arrangements. 12. Choice of Law; Venue 12.1 This contract shall be construed in accordance with the internal law of the State of Texas. 12.2 Should any action, whether real or asserted, at law or in equity, arise out of the terms of this Contract, venue for said action shall be exclusively in the District Court in Tarrant County, Texas. EXECUTED on this, the_ &, day of January, 2002. ATTEST: CITY OF ORT WORTH By: _ City Secretary b Vatson Assistant City Manager APPROVED AS T FOB AND LEGALITY: Assisftani City Attorney TriData Corporation, Inc. By: IeLll Printed Name: Contract Authorization Title: a lk . o- CITY OF FORT WORTH PURCHASING DIVISION Request For Proposals (RFP) for Fire Department Analysis Reference RFP No.01-0311 PROPOSAL.SUBMISSION DEADLINE: FRIDAY, SEPTEMBER 28 2001 AT 1:30PM CENTRAL STANDARD TIME ******* No LATE PROPOSALS WILL BE ACCEPTED PROPOSALS SHALL BE DELIVERED TO: PROPOSALS SHALL BE MAILED To: CITY OF FORT WORTH'PURCHASING DIVISION CITY OF FORT WORTH LOWER LEVEL PURCHASING DIVISION 1000 THROCKMORTON STREET PO Box 17027 FORT WORTH, TEXAS 76102 FORT WORTH, TEXAS 76102 NAME AND ADDRESS OF COMPANY NO PRE-PROPOSAL SUBMITTING PROPOSAL: CONFERENCE IS SCHEDULED FOR ADDITIONAL INFORMATION CONCERNING THIS RFP PLEASE CONTACT: MIKE LOWRY, PURCHASING SUPERVISOR (817) 871-8384 RETURN THIS COVER SHEET WITH PROPOSAL Contact Person: Phone: { } Fax: { Signature: Printer! Nerve: ACKNOWLEDGMENT OF ADDENDA: #1 #2 #3 #4 #5 Fire Department Analysis The City of Fort Worth("City")is soliciting responses to a Request for Proposal ("RFP") for an evaluation of the Fort Worth Fire Department("FWFD"). Contained herein are the guidelines and instructions for responding to this solicitation. Section I General Provisions 1.0 SUBMISSION OF PROPOSAL 1.1 One original and eight (8) copies of all proposal documents shall be submitted in sealed packages. Proposer's name and address should be marked on the outside of the envelope. Facsimile transmittals or offers communicated by telephone will not be accepted or considered. Proposals that are not submitted in sealed packages will not be considered. 1.2 Mailed proposals shall be sent to: CITY OF FORT WORTH PURCHASING OFFICE ATTN: MICHAEL LOWRY, PURCHASING SUPERVISOR P.O.BOX 17027 FORT WORTH,TX 76102 1.3 Proposals may also be delivered in person to: CITY OF FORT WORTH PURCHASING OFFICE (Southwest comer of the Lower Level) ATTN: MICHAEL LOWRY, PURCHASING SUPERVISOR 1000 THROCKMORTON FORT WORTH,TX 76102 2.0 DELIVERY OF PROPOSALS Proposals must be received in the Office of Purchasing no later than 1:30 PM, Friday, September 28, 2001. The Proposer is responsible for the means of delivering the proposal documents to the locations listed in 1.2 or 1.3 on time. Delays due to any instrumentality used to transmit the proposal including delay occasioned by the Proposer or the City's internal mailing system will be the responsibility of the Proposer. The proposal must be completed and delivered in sufficient time to avoid disqualification for lateness due to difficulties in delivery. The clock in City of Fort Worth Purchasing Division is the official clock for determining whether proposals are submitted timely. Late proposals will not be accepted under any circumstances. Fire Department Analysis 3.0 PROPRIETARY INFORMATION 3] If Proposer does not desire proprietary io[ormabmu in the proposal to be disclosed, it is required to kdeodFv all proprietary bufonmodnn in the proposal. This idend[��km niU be done by individually marking each page with the words "Proprietary loforozudoo" on which such proprietary io{honubou is found. If the Proposer falls to keoiiFv proprietary information, it agrees that by submission of its proposal that those sections shall be deemed non-proprietary and made available upon public request. 3.2 Proposers are advised that the City' to the extent permitted by }ax/' will protect the confidentiality o[their proposals. Proposers are advised to consider the implications of the Texas Public lofbnmadoo Act, particularly oftcc the proposal process has ceased and the Contract has been awarded. WbUc there are provisions in the Tczua Public lo§oonadon Act to protect proprietary inboonaduo` where the Proposer can meet certain evidentlary standards, please be advised that a determination on whether those otuuducdo have been met will not be decided by the City of Fort Worth Purchasing Office, but by the Office o[the Attorney General nf the State o[Texas. In the event u request for public information is noudc. the City will notify the Proposer., who may then request un opinion from the Attorney General pursuant to 552.3O5' Texas Government Code. The City will not make u request of the Attorney General. 4.0 COMPLETION OF PROPOSAL Proposals oho\| be completed in uconnjoncc with the requirements of this RFP and paragraph of Section III. Statements made by a Proposer shall also be without ambiguity, ,. and with adequate elaboration, where necessary, for clear understanding. 5'0 CLAIMFICATIONS AND ISSUANCE OF ADDENDA Any cxplooudoo' c|acifioutino' or interpretation desired byu Proposer regarding any part of this RFP must be requested in writing to the City of Fort Wndb Organizational Analysis Unit at least seven (7) days prior to the published submission deadline, as referenced in Qccdoo l' paragraph 2 of this I0PP. If the City, in its sole discretion, dctcooioom that a ' clarification is required, such clarification sbuD be issued in writing. loterpn:tadnna, corrections or changes to dzeIlFP made in any other manner other than writing are not binding upon the City~ and Proposers mbul\ not rely upon such interpretations,uoocotimos or changes. Oral explanations orinstructions given before the award o[the Contract are not binding. RequeotmfbrexpluoadunsnrolarificubonazuuybefbxedtotheCityofFoctWortb Organizational Analysis Unit ut (0l7) 87l-6l34. The fax must clearly identify the Request for Proposal Title and the name of the Assistant bmthe City Manager, Paul Swmitzer. After taxing,Proposers may phone Paul Sweitzermt(0l7) 871-8507 to ensure receipt. Any iotcrprciatiwos, corrections or changes to this RFPwtll be made byaddendum. 8m}e issuing authority of addendum shall bnvested in the City o[Fort Worth Organizational Analysis Unit. Proposers shall acknowledge receipt of all addenda within the response. 1-2 Fire Department Analysis 6.0 WITHDRAWAL OF PROPOSAL A representative of the Proposer may withdraw a Proposer's proposal at any time prior to the proposal submission deadline, upon presentation of acceptable identification as a representative of such Proposer. 7.0 AWARD OF CONTRACT It is understood that the City reserves the right to accept or reject any and all proposals and to re-solicit for proposals as it shall deem to be in the best interests of the City of Fort Worth. Receipt and consideration of any proposal shall under no circumstances obligate the City of Fort Worth to accept any proposal. If an award of contract is made, it shall be made to the responsible Proposer whose proposal is determined to be the best evaluated offer taking into consideration the relative importance of price and the other evaluation factors set forth in the RFP. Any reference to the word "bid" contained in this RFP shall mean"proposal". 8.0 PERIOD OF ACCEPTANCE Proposer acknowledges that by submitting the proposal contained herein, Proposer makes an offer that, if accepted in whole or part by the City, constitutes a valid and binding contract as to any and all items accepted in writing by the City. The period of acceptance of this proposal is ninety (90) calendar days from the date of opening, unless the Proposer notes a different period. 9.0 TAX EXEMPTION The City of Fort Worth is exempt from Federal Excise and State Sale Tax; therefore, tax must not be included in this proposal. 10.0 COST INCURRED IN RESPONDING All costs directly or indirectly related to preparation of a response to the RFP or any oral presentation required to supplement and/or clarify a proposal which may be required by the City shall be the sole responsibility of and shall be borne by Proposer's). 11.0 NEGOTIATIONS The City reserves the right to negotiate all elements that comprise the successful Proposer's proposal to ensure that the best possible consideration be afforded to all concerned. 12.0 CONTR�, kCT INCORPORATION The contract documents shall include the RFP, the Response to the RFP and such other terms and conditions as the parties may agree. Attachment A of this RFP is an example of the type of contract and subsequent language that will be used for this study. 13.0 NON-ENDORSEMENT 1-3 Fire Department Analysis If a proposal is accepted, the successful Proposer shall not issue any news releases or other statements pertaining to the award or servicing of the agreement that state or imply the City of Fort Worth's endorsement of the successful Proposer's services. 1-4 Fire Department Analysis Section 11 Standard Terms and Conditions These standard terms and conditions and any special terms and conditions become part of any contract entered into if any or all parts of the Proposal are accepted by the City of Fort Worth. 1.0 ASSIGNMENT The successful Proposer may not assign its rights nr duties under ao award without the prior written consent of the City of Fort Wucdb. Such consent sbu|| not relieve the assignor of liability in the event of default hy its assignee. 2.0 ERRORS OR OMISSIONS The Proposer will not be u)\ovved to take advantage of any errors or omissions in this RFP. Where errors or omissions appear in this RFP' the Proposer shoil promptly notify the City of Fort Worth (}cgunizodooul Analysis Unit in writing of such error or onoosmo it discovers. Any niguifiounterrors, omissions or inconsistencies io this RFP are tohcne� ported no later than seven (7) days before time for the Proposal response is to be submit- ted. 3.0 INDEMNITY AND RELEASE 3�| 8uoocssOui Proposer mhuUdefend, indcnuniFvundho|dhurn�\esathcCiLyufFod Worth and all its officers, agents and cnopioycea from all ouiLo' actions, or other claims n[any character, name and description brought for oroo account o1 any ^ injuries ocdunuogcmr��tivcdocoustuioedhyunyperson, poraouaorpnope�yduc to any negligent geo t act or fault of the successful Proposer, or of any agency, cnoP}oyoe, subcontractor or supplier under the successful Proposer inthe execu- tion of, or performance under, any contract awarded. Successful Proposer indemnifies and will iodcrooiFv and hold harmless the City of Fort VVndb ftonu liability, claim or demand o� on their part, agents, servants, customers and/or employees whether such liability, claim nrdemand udsc from event nrcasualty happening or within the occupied premises themselves or happening upon or in the buUm` elevators, entrances, stairways or approaches of or the facilities within- which the occupied pceodaeu are \moutcd. Successful Proposer shall pay any judgment with costs that may be obtained against the City of Fort Worth growing out nf such injury orduruagcu. 3.2 In addition tothe indemnification requirement above, successful Proposer shall execute a statement rcleasiog Fort Worth from any liability for injury or property damage incur-red during this nmotraoL unless such injury wr property damage was the result mf intentional conduct committed byoo employee of the City. Further, all employees, officers, and agents of the successful Proposer or any subcontractor shall be required to execute the release prior to entering into performance of any work associated with the contract to be awarded hereunder. Il~1 Fire Department Analysis 4.0 TERIMINATION If this award results in a contract, it shall remain in effect until contract expires, delivery and acceptance of products and/or performance ofservices ordered or terminated by the City with a thirty(30)day written notice prior Um cancellation. lu the event nf termination, the City o[ Fort Worth reserves the right to award a contract tonext lowest and best Proposer uait deems tobeio the best interest*f the City ofFort. Further, the City o[Fort Worth may cancel this contract without expense to the City in the event that funds have not been appropriated for expenditures under this contract. The City of Fort Worth will return any delivered but unpaid goods in normal condition to the Proposer. 5.0 TERMINATION,REMEDIES,AND CANCELLATION Right tnAssurance. Whenever the City has ccuuon to question the successful Pcopunc/u intent to perfbuo` the City may demand that the successful Proposer give written assurance of successful Proposer's intent to perform. In the event a demand is made, and no unsuruooc is given within ten ou|eodur days, the City may hcu{ this failure as on anticipatory repudiation of the contract. The City may terminate this agreement ifde successful Proposer falls to Cure umaterial breach which substantially impairs the value of the contract uo u whole within thirty (3[) calendar days uf receipt uf written notice being given by the other party. If more than thirty (30) calendar days are required to cure such default orbreach, o rcusoouh|e time in exocun o[said days may be established, provided both parties agree in writing as to the time period tobesubstituted. In the event such default oc breach is not cured within u .` specified dnno, the City may terminate this ogn:cmoeot upon thirty (]U) calendar days written notification. The City may also cancel this agreement for convenience upon thirty (30) calendar days written notice to the auoocoafu\ Pcnpoocc Effective date of such notice shu)l begin three (3) days after date of posting with the United 3iutoo Postal Service with said notice being sent to last known address ofsuccessful Proposer. 6'O CHANGE ORDERS No oral abutenuoot of any person shall modify or otherwise change or affect the teona, conditions or specifications stated io the resulting contract. All change orders to the con tract will be made in writing by the City of Fort Worth Organizational Analysis Unit and approved by City Council. 7.0 This agreement will be goveroed and construed according to the laws of the State of Texas. This agreement is performable in Tarrant County, Texas. Venue shall lie exclusively io Tarrant County,Texas. 11-2 Fire Department Analysis 0.0 CONFLICT OF INTEREST No public official obuli have interest in this contract, in accordance with Vernon's Texas Codes Annotated, Local Government Code Title j` Subtitled C., Chapter l7\. 9.0 INSURANCE Successful Proposer must carry insurance in the following types and amounts for the duration of this ugrcernent, and furnish certificates of insurance along with copies of policy declaration pages and policy endorsements aa evidence thereof 9.1 Workers' Compensation and Employers' Liability coverage with limits consistent with statutory benefits outlined io the Texas Workers' Compensation Act (Art. 8308-1.01 ct seq. Tex. Rev. Civ. StoL) and minimum policy limits for Employers Liability o[ $lO0,0U0 each uccideut/000uocooc' $5O0'0O0 bodily injury diseuuc policy limit and$|00/]Q0 per disease per employee. 92 Commercial General Liability umfollows: $1,000,000 each occurrence $2,060,000 aggregate limit 9.3 Business Automobile Liability Insurance for all onnned, non-owned and hired vehicles usfollows: $500000 Bodily Injury per person occurrence $250�000 Property I)umugc .' $2,000,000 aggregate or $l.0DO,UO0 each accident onu combined single limit basis 9.4 General Requirements • Successful Proposer mbaD be responsible for deductibles and self-insured n:teodoom, if any, stated in policies. All deductibles or self- huouzrd retentions shall be disclosed on the certificates of insurance required above. • I[coverage io underwritten oou claims made basis, the retroactive date shall bc coincident with or prior 0m the date mf this Agreement and the certificate uf insurance sboU state that the coverage is o\uirus made and the retroactive date. The successful Proposer shall maintain coverage for the duration of this /LQreeozeoi and for five (5) years following completion of the services under this Agreement mr for the warranty period whichever is longer. The successful Proposer shall provide the City annually with a certificate of insurance as evidence of such insurance. � If insurance policies are not written for anzwouts specified above, the suooeoohml Proposer oba}\ carry {Jrobrcllu or Excess Liability Insurance for any differences in amounts specified, If Excess Liability Insurance is provided, it shall follow the form of the primary coverage. II^] Fire Department Analysis • Successful Proposer shall not commence work under this Agreement until be/abchusohtabnedtbereguircd insurance and until such insurance has been reviewed hy the Contract Manager. Succcaa{b| Proposer shall not allow any subcontractor tmcommence work until required insurance has been obtained and approved. /\ppnmvu| of insurance by the City sbu\\ not relieve or decrease the liability of the successful Proposer hereunder. • Insurance shall he written bycompanies licensed to do business in the State o[Texas ut the time the policy is issued and shall be written bycompanies with a rating of A- or better in the current A.M. Best Key Iludng Guide or have reasonable equivalent fiouucia| strength and solvency tuthe satisfaction of the Director of Risk Management. • The City of Fort Worth shall be an additional insured as their interests may uppcuc on the Cuconucpciu| General Liability, and Business Automobile Liability. • The City ahuU be entitled, upon request and -without expense, to receive copies of policies and cu do cscocnL s thereto and may nu k c any reasonable requests for deletion or revision or modification of particular policy terms, conditions, limitations, or exclusions except where policy provisions are established by law or regulations binding upon either of the parties hereto or the underwriter on any such policies. • The successful Proposer sbu|\ not cause any insurance to be canceled nor permit any insurance to }upoc during the term of this Agreement or as � required io this Agreement. • The City reserves the right to review the ioaurouoc requirements of this section during the effective period of the Agreement and to make reasonable adjustments to insurance coverage and their limits when deemed necessary and prudent by the City based upon changes in statutory law, court decision or the claims history of the industry us well um the successful Proposer. • All certificates shall include ucluuoe tu the effect that the policy shall not bc reduced,restricted or limited until thirty (30) days after the Cityhas received written notice. • Successful Proposer shall provide owner thirty (3O) days written notice of erosion of the aggregate limit below the per occurrence limits outlined above. • Actual losses not covered byinsurance as required by this Agreement shall be paid by the successful Proposer. 10.0 WAIVER OF SUBROGATION The contract to be executed will require that successful Proposer and City waive all rights against each other and any mf their contractors, subcontractors, sub-subcontractors,agents I1-4 EhrDepariment Analysis and employees, each of the other, for damages arising out of this contract to the extent covered by insurance obtained pursuant to this paragraph. The policies shall provide such waivers of subrogation by endorsement or otherwise. /\ waiver of subrogation abu\} be effective as to a person or entity even though that person or entity would otherwise have a duty of indemnification, onotrurtoo} or ntbenviae' did not pay the insurance premium directly or indirectly, and whether oc not the person or entity had an insurable interest in the property damaged. `. 11-5 Fire Department AmJysis Section III Analysis of the Fire Department Scope of Work and Special Contract Provisions 1. 0 BACKGROUND The City of Fort Worth has experienced conakderub\c geographic and population growth in the past several years. Wo are now developing annexation plans that indicate that Fort Worth will continue to grow for et least the foreseeable future. With the City's onoo|adnm and service area expanding, d may not be realistic for the City budget 0o he reduced, even if the City were operating u1 optimal effioicocy. ltiam realistic goal however to attempt to minimize growth in the City's budget by using discovered efficiencies to, in essence,pay the cost of service expansion driven by growth. Otherwise, the budget will be guaranteed tu grow substantially each year us the City responds to growth demands while overlooking any cost-saving opportunities that may exist io the current budget. � Oo��ovrnzbcr3 and 4 o`, 2000` AssistuuiCir/MunugcrCbudesBuswe{| n:apondcdtn two ideas of analysis originating from our City Council. He combined the ideas and presented 0an fora systematic, long-term strategy tmprovide the citizens o[Fort Worth with u higher performing city QovcnznoenL The plan encompasses u thorough review of each city department for function, u"suusei''review o[the zero-based budgeting approach and u look ot enhancing the competitiveness o[City services through privatization or streamlining of in-house Services. Ten tasks were identified and approved by City Council that will drive this systematic review o[each department. These tasks include: • What activities are mandated? • What activities can) e terminated?* • What activities can be assigned bnotbers?* • What additional revenues can boruiued?* • What things can bc done more cffeodvely?* • Where can low-oc no-cost labor beuaed?* • Where can capital investments hr submitted for labor cxpcoses?* • Where can information-gathering methods bc installed and impnoved?* • Where can demand bc reduced and services radoued?+ • What policies can help strengthen the economic base and promote economic development? *Tasks for which consultant will be primarily responsible us defined io this fFP Scope o[Work, Section Dl,paragraph 4.0. ]t was decided that the City-wide review would begin with the four largest General Fund departments iu the City, one being the Fire Department, IhimRFP was prepared to secure a consultant to cany out the tasks for which Council deemed an external approach would be appropriate. In addition,there is adesirc no the part mf the City that a performance analysis look at our staffing models in the Fire Department as well ask/ compare the City of Fort Worth to other city governments, io similar situations, for"best pramticc"information ouFire services. Xtia our expectation that this I0FP will enable the City b»determine the most appropriate consoltaotmnuUchfordhiscodcuvor. REQUEST FOR QUALIFICATION /RFQ\ FOR ANALYSIS QF THE FIRE DEPARTMENT The City of Fort Worth, Texas \s requesting Statements uf Qualification from consulting firms that have experience in conducting analysis of municipal fire fighting. The City of Fort Worth Fire Department is composed of 745 authorized civil service positions and 37 authorized civilian personnel. They are operating onen adopted 2O00-01 budget of$55.5G0.555. The City of Fort Worth �dneOh')has expehenmsdconsiderable geographic and popu\odon years. VVe are novvdeveloping annexaUonplans that indicate that Fo� VVo�hvviUconUnueto -rowforct\eaat the foreseeable future. VVhhthe Qh/'spopu|aUonand service area expanding, were npanadngotopU`"'\ efficiency. It is a realistic goal however to attempt to minimize growth in the cos�nfservice the City's budgedby using discovered efficiencies to, in essence. pay � expaniondhvenbygrovvh. Dthewviso. the budget wU\ be guaranteed b>grow subsbsn�oUyeach yearo~ the <�\h/ responds'bzgrowth demands while overlooking any cost-saving opportunities that may exist in the current budget. In an effort to provide the citizens of Fort Worth with a higher performing city government, City Council has approved a thorough review of each City department for function, a "sunset" review of the zero-based budgeting approach and a look at enhancing the competitiveness of City services through privatization or streamlining of in-house services. Ten tasks were identified and approved by that will drive this systematic review of each department. These tasks include: • What activities are mandated? • What activities :n be terminated?* • What activities can bo assigned tonthers?° • What additional revenues can beraised?^ • What things can be done more effeodve\y?° • Where can low-nr no-cost labor beused?° • VVherocan capital investments besubnnhted for labor expen�es?° • Where can information-gathering methods be installed and \nnprnvod?° .` • Where can demand be reduced and services rahoned?° • What policies can help strengthen the economic base and promote economic development? "Tasks for which consultant will be primarily responsible It was decided that the citywide review would begin with the four largest General Fund departments in the C\hy, one being the Fire Department. This F<FOxvaa prepared to identify que|ifiedconnu|tentato" rryout the tasks for vvhiohCound| deemnedan external approach vvou|d be appropriate. In addition, D1erm |so desire on the podof the {�itythat apedonnencoanalysis look at our staffing ng nnod-- \' the Rns Department and that the City ofFodVVudh be compared to other city gov^~rnents.�- similar situations, for response times, deployment practices and "best pnaoUoe^ information on Fire services. Statements of Qualification (five copies) shall be submitted and shall not exceed ten (10) —O 1/2~ x 1i" printed single-spaced`pages using no smaller than a 10 pt font size. Statements should include a brief description of the finn and key staff as it relates to the otudy, proposed subcontractors and the relevant experience ofthe proposed beorn in work of similar nature. Statements must include a description of the Onn^s experience in cities and Ore departments of similar s|ze, demographics and Onw fighting methodology as well as the firm's experience of conducting peer review processes of fire operations. Statements of Qualification should bedirected by4:0Upmn July 20,20O1 to: Pau| Svvaitzer City Manager's Office City wf Fort Worth 908 Monroe Suite 402 Foft Worth.Texas 76102 (81T) 871-8507 Fax: (817)871-8823 Fire Department Analysis 2.0 INTRODUCTION The City requests proposals for an analysis of the FWFD. The Department, under the leadership of Chief Larry McMillen, is operating on an adopted 2000-01 total budget of $58,568,555. In part these monies employ 745 authorized civil service officers and 37 authorized civilian personnel. The City of Fort Worth requires the consultant, in collaboration with City staff, to undertake a comprehensive performance review of the Fire Department. One aspect will analyze the Department based on the strategy and schedule approved by City Council mentioned in the background above(and detailed in the Scope of Work). A second aspect will evaluate the validity(efficiency) of the staffing model used in Fire Operations as well as develop functional staffing models for other areas of the Department. Still a third aspect will be a Peer Review Process(effectiveness study)that will result in recommendations and implementation plans that relate to the following: • Fire Operations • Prevention Bureau • Training • Fire-Alarm 3.0 OBJECTIVE The overall objective of this project is to conduct a comprehensive study of the present operations within the FWFD. This includes development of recommendations and implementation plans to address the ten City Council approved tasks for performance evaluation,to analyze and improve staffing levels,and to evaluate functions/management as deemed necessary by other professionals within the field. Each recommendation will include an analysis of projected costs, savings,and benefits. Prior to the development of the implementation plan,the City reserves the right to prioritize the recommendations. The Consultant will make presentations to an oversight committee on a bi-weekly basis that will include a review of work accomplished during the preceding period and future work scheduled 4.0 SCOPE OF WORK Analysis of the following functional areas: > Fire Operations ➢ Prevention Bureau Training ➢ Fire Alarm The analysis of the Fire Department should include,but not be limited to: A. Strategy and Schedule for Performance Review The City has initiated a strategy and schedule for performance reviews of City departments that includes ten tasks. The Consultant is responsible to perform each of the following tasks(where identified)as a part of this study. Coordination with other identified City departments is necessary to accomplish each task. 1 11-2 Fire Department Analysis • TASK 1: What activities are mandated by law(federal, state or local)? Primary responsibility for review: Department of Law Other participants: Budget,Fire Staff • TASK 2: What activities can be terminated(non-mandated activities for which there is relatively low public support)? Primary responsibility for review: External Consulting Firm Other participants: Budget, Fire Staff • TASK 3: What activities can be assigned to others (shifted to other governmental units, the private sector, contracted out or co-produced with citizens at a lower cost)? Primary responsibility for review: External Consulting Firm Other participants: Department of Law,Fire Staff • TASK 4: What additional revenues can be raised(through user fees, delinquent revenues, more grants or gifts)? responsibility for review: External Consulting Firm Primary responsi it, Other participants: Budget, Internal Audit, Fire Staff • TASK 5: What things can be done more effectively(through changes in service delivery approaches, organizational structure or new technologies)? Primary responsibility for review: External Consulting Firm No other participants volunteers, more • TASK 6: Where can low-or no-cost labor be used(through civilian as opposed to sworn employees or other staffing alternatives which could be identified through benchmarking)? Primary responsibility for review: External Consulting Firm Other participants: Department of Law, Human Resources, Fire Staff • TASK 7: Where can capital investments be substituted for labor expenses (labor-savings technologies that provide pay back in personnel costs savings)? )-- Primary responsibility for review: External Consulting Firm ➢ Other participants: Fire Staff • TASK 8: Where can information-gathering methods be installed and improved(through methods like Activity Based Costing to sharpen financial forecasting)? > Primary responsibility for review: External Consulting Firm > Other participants: Information Technology Solutions Department, Budget rationed(through user • TASK 9: Where can demand be reduced and services fees for historically free services,more preventative public safety through stricter codes,or elimination of low-usage hour services or facilities)? Primary responsibility for review: External Consulting Firm Other participants:Department of Law,Fire Staff TASK 10: at policies can help strengthen the economic base and promote economic development(objective is to be a community where the private sector is encouraged to flourish)? Primary responsibility for review: CMO/Tconomic Development > Other participants: Fire Staff,External Consulting Firm 111-3 Fire Department Analysis B. Efficiency/Staffing Models of the functional areas • Current and future service needs • Resource allocation • Analysis of staffing for the future C. Peer Review Process • Assessment of current operations • Assessment of facilities and fire apparatus • Evaluation of the internal communications and management reporting systems • Benchmarking study to compare FWFD to those of similar size and demographics • Develop fire apparatus replacement schedule and criteria to determine replacement D. Other Considerations • Identification of evaluation components for the City Council to use to measure Fire Department effectiveness • Development of an implementation schedule for Study recommendations 4.1 Title of the Program Analysis of the Fort Worth Fire Department 4.2 Materials and services to be provided by the City: The City will: 4.2.1 Provide any available supporting data or reports that may aid in the development of work performance measurements/standards, flow charts, and other desired outcomes of the study. 4.2.2 Provide guidance in the development of all desired outcomes outlined in the Scope of Work. 4.2.3 Prioritize the recommendations of the consultant prior to development of implementation plans. 4.3 Services to be provided by the Proposer: The Proposer will be required to: 43.1 Develop and compile all necessary information required to meet desired outcomes shown in the Scope of Work. 4.3.2 Perform a benchmarking study through a Peer Review Process that will compare the F with those of similar size and demographics. 4.33 Provide a written statistical analysis of all data including tables and graphics to support analyses where appropriate. 43.4 Collect,review and evaluate all data pertaining to the project. 111-4 Fire Department Analysis 43.5 Meet with a designated City oversight committee on a bi-weekly basis to report on work accomplished during the preceding period and future work scheduled. On a monthly basis, these presentations will require a typewritten report and a bar chart representing the percentage of completion of each task. 4.3.6 Prepare a detailed timeline to determine the approximate number of working days required for completion of the contract. 4.3.7 Prepare a final written report detailing all information gathered, an outline of the proposed actions needed and an executive summary. Twenty-five (25)copies of this report are required. This report shall also be provided on disk using Microsoft Office 97 software. 5.0 PROPOSAL FORMAT Prefacing the Proposal, the Proposer shall provide an Executive Summary of three (3) pages or less, which gives in brief, concise terms, a Summation of the Proposal. The Executive Summary shall include a brief statement of intent to perform the services, qualifications for selection, and signature of an authorized officer of the firm who has legal authority in such transactions. Unsigned proposals mill be re jected. In addition*,* the Proposer's Executive Summary shall expressly state that, should the enclosed proposal be accepted, the Proposer agrees to enter into a contract under the terms and conditions as prescribed by this Request for Proposal. Any and all exceptions to the RFP Must be listed on an item-by-item basis and cross-referenced within the Executive Summary. If there are no exceptions, the Proposer must expressly state that no exceptions are taken. The proposal itself shall be organized in the following format and informational sequence: 5.1 Part I-Organization State the full name and address of your organization and identify the parent company if you are a subsidiary. Specify the branch office or other subordinate element that will perform, or assist in performing, work herein. Indicate whether you operate as a partnership, corporation or individual. Include the state in which you are incorporated or licensed to operate. 5.2 Part 11-System Concept and Solution Define in detail your understanding of the problem presented in Paragraph 4,0, Scope of Work, and your system solution. Provide all details as required in Paragraph 4,0. Scope of Work, in addition to those facts you deem necessary to evaluate your proposal. Proposers are required to describe their intended process to achieve each of the strategy tasks they are primarily responsible for and to detail their intended use of a Peer Review Committee including a list of who will comprise it. Fire Department Analysis 5.3 Part H1-Program Describe your technical plan for accomplishing the required work. Include such time-related displays, graphs, and charts as necessary to show tasks, sub-tasks, milestones, and decision points related to the Scope of Work and your plan for accomplishment. Specifically indicate: 5.3.1 A description of work program by tasks. Detail the steps you will take in proceeding from the first to the final tasks. 5.3.2 The technical factors that will be considered in the Scope of Work and the depth to which each will be treated. 53.3 The degree of definition provided in each technical element of your plan. 5.3.4 The points at which written, deliverable reports will be provided. 5.3.5 The amount of progress payments you are requesting at successful completion of milestones or tasks, deducting ten percent(10%), which will be paid upon final acceptance by the City. 5.4 Part IV-Project Management Structure Provide a general explanation and chart which specifies project leadership and reporting responsibilities; and interface the team with City project management and team personnel. If use of subcontractors is proposed (see Attachment B), identify their placement in the primary management structure and provide an internal management description for each subcontractor. 5.5 Part V-Prior Experience Describe only relevant corporate experience and individual experience for personnel who will be actively engaged in the project. Do not include corporate experience unless personnel assigned to this project actively participated. 5.6 Part V'1-Personnel Include the names and qualifications of all professional persormel who will be assigned to this project, both employees of the Proposer and employees of any subcontracted fi rms (see Attachment B). State the primary work assigned to each person and the percentage of time each person will devote to this work.Identify key persons by name and title. 111-6 Fire Department Analysis 5.7 Part V11- Authorized Negotiator Include the name, address, and telephone number of the person in your organization authorized to negotiate contract terms and render binding decisions on contractual matters. 5.8 Part VIII-Cost Proposal Information described in following subsections is required from each Proposer. Your method of costing may or may not be used but should be described. A firm fixed-price or not-to-exceed contract is contemplated, with progress payments as mutually determined to be appropriate. Ten percent (10%) of the total contractual price will be retained until submission and acceptance of all work products. 5.8.1 Personnel: Itemize to show the following for each category of personnel with separate hourly rates: a) manager, senior consultant, analyst, subcontractor, etc. b) estimated hours for each category of personnel c) rate applied for each category of personnel d) total cost 5.8.2 Itemized cost of supplies and materials. 5.8.3 Other Itemized direct costs. 5.8.4 If applicable, general and administrative burden. Indicate base used percentage and total cost relative to this procurement. 5.8.5 Printing. State separately the cost of furnishing copies of the final report. 5.9 Part IX—Final Report The Proposer must furnish the purpose and scope of the study, methodology used, findings, recommendations, analysis of projected costs, savings, benefits, and implementation plan in a final written report.The report will be presented to the City Council and must contain an Executive Summary. The Proposer must furnish twenty-five copies of this document. 5.10 Minority/Women Business Enterprise(MIWBE)Participation It is the policy of the City of Fort Worth,via Ordinance#13471 to ensure full and equitable participation by Minority and Women Business Enterprise (M/WBE) firms, in the procurement of professional services. All proposers will be required to submit information conceming the M/WBE(s)that will participate in the contract to meet the 15% goal. The information shall include: (1)the name,address and telephone number of each M/WBE; (2) the description of the work to be performed by each NLWBE; and(3)the approximate dollar amount/percentage of the participation. 111-7 Fire Department Analysis Professional service contracts in excess of$25,000 will not be executed by the City unless M/WBE participation has been achieved or a"Good Faith Effort"has been documented. The M/WBE(s) must be located or doing business in the City's geographic market area and must be currently certified or in the process of being certified by the North Central Texas Regional Certification Agency (NCTRCA) or the Texas Department of Transportation,Highway Division (TxDOT). For information and/or clarification of MIWBE requirements only, proposers may contact Sundra Davis, the City's M/WBE Manager, at(817) 871-6104. M/WBE participation or"Good Faith Effort"documentation will be part of the evaluation criteria for this proposal. Failure to comply with Ordinance #13471 will result in a loss of points or a lower evaluation as applicable. 6.0 CONTRACT PAYMENT RETAINAGE-COMPLIANCE STATEMENT 6.1 The Contract shall be prepared under the direction of the City and shall incorporate all applicable provisions. A firm fixed-price or not-to-exceed contract is contemplated with progress payments as mutually determined to be appropriate. These payments shall be based upon milestones completed as proposed by the Successful Proposer. 6.2 Ten percent (10%) of the total contractual price will be retained until Submission and acceptance by the City of the final work products for the contract period. The City will retain ten percent (10%) from the amount payable from each invoice to accomplish this. 6.3 Successful Proposer shall state his compliance with all-applicable rules and regulations of Federal, State and Local governing entities. Successful Proposer must state his compliance with terms of this RFP. 7.0 CONTRACT ADMINISTRATOR Paul Sweitzer is designated as Contract Administrator for this RFP. Proposers having questions pertaining specifically to Section III of this RFP may contact Paul Sweitzer, City Manager's Office, City of Fort Worth, 1000 Throckmorton, Fort Worth, Texas, 76102, (817) 871-8507, fax (817) 871-6134. Proposers having any other questions concerning this RFP should contact Michael Lowry in writing by either email at to AyryM ci.fort-worthtx.us& and/or fax at 817-871-8440 and/or b Y mail at Purchasing Division, P.O. Box 17027,Fort Worth,Texas 76102,C/o Michael Lowry. 111-8 ORIGINAL Proposal Analysis of Fort Worth Fire Department ' No. 01-0311 : , � \ ■ . � . / ` ^ � : _ \� \© / . \ ■ . � \� . . w . . . >. : , �\© \�d� October 2001 TriData LLL Proposal Analysis of the Fort Worth Fire Department RFP No. 41-0311 Submitted to: City of Fort Worth Purchasing Office ATTN: Michael Lowry, Purchasing Supervisor P.O. Box 17027 Fort Worth, Texas 76102 Submitted by: TrlData Corporation 1000 Wilson Boulevard, 30th Floor Arlington, Virginia 22209 (703) 351-8300 October 2 2001 Fort Worth Proposal TABLE OF CONTENTS EXECUTIVESUMMARY,......''..........,.^'.'^^^~^^'^^^^^^`^-^^^^`^`^~^^-^`^-~^-^^~'~``^^-^~^^~^'^^'^^^^'11 PARTI _ ORGANIZATION ,,,,,_,,,,,,,,,_,~,,_,,,,_,_,,,,,,^,,,,,_,,,,,,,,,,,,_,,,,,,-'..'.'.......'....'.-'..,7 Business Participation..—......—.—.----.---. l PART 11 — SYSTEM CONCEPT AND SOLUTION ..........................................................6 Background................................................................................................................................. _ Statement0F the Problem............................................................................................................ / SystemSolution..........................................................................................................................9 l0 Scope 0f\�Qrk.---.....—...------'^----^^---'^^----^---'~^---^^— Issues......................................................................................................................................... l4 PART IIU — PROGRAM (TECHNICAL WORK PLAN)...................................................21 Study Steps ---------------.'---~---~.-----------------22 ' �2 Timeline—.—..--.--....—.--,------..---.------...--^'----^---^ PART IV — PROJECT MANAGEMENT STRUCTURE ^^^'^^^'^`'^~^'^'^^`^^^'^^^^^^`^^^^^^^-^^^~^'^34 PART V — PRIOR EXPERIENCE (CORPORATE)^`^^'^^^^--'^`'^~^-^^^^'^'^'^~^^^^'^`^^^^^'^'^^^^'^36 ' . �� /\b0utT�T�ata---..----------.-------------.---.—.—..------ Summaryo{Qualifications.......................................................................................................38 � LocalGovernment Studies....................... ................................................................................4J , SelectedStudies.....................................................................49 References.................................................................................................................................5+ Letters of Commendation................—.............,.—.—..~.....—....._........ 57 PARTVI — UoERSONNEL,,_,_,,,,,_,,,,,,,_,,,,,,,,___,~,~___,,_,~,,,,,,,~,,,,,,,,,,,,,,,_,,,,.,,.'...,~-,69 Proposed Project Staff....................................................... .......—..'.—....—.....—......,.69 Summary of TriData Staff Experience and Role iD Study........................................................ 7l Summary ofGRA Stuff Experience and Role in Study............................................................ 7b ' TRIDAT \RESTMES .—.--....--.—.—.....—.^.-.—.--.....—'—^^'—^~—~--''7g ��� ��R��RE]S[}�Y}�S...—......—...............—.._~.,—....,,__._,,_.~_,._,..._.,,,._, PART VII —AUTHORIZED NEGOTIATOR.................................................................146 PART VilU — COST PROPOSAL .................................................................................147 PARTIX— FINAL REPORT................................~.......................^^^^~^^^^^^~~~-~~~~^^^^^~^^`^149 TriData Corporation ' October 2001 Fort Worth Proposal EXECUTIVE SUMMARY TriData Corporation of Arlington, Virginia and two associated minority/female business enterprises from Fort Worth are pleased to submit this proposal for a comprehensive review of the City of Fort Worth and the Fort Worth Fire Department. The TriData team is uniquely well qualified to undertake this study for the following reasons: • We have undertaken studies of similar scope for 20 other Metro-sized fire departments. These include Houston, Jacksonville, Chicago, Washington, D.C., Portland, Nashville/Davidson County, and Omaha. All of the proposed project staff have worked together on previous TriData Metro-sized fire department studies. • TriData staff already is familiar with many aspects of the Fort Worth Fire Department. We recently conducted a review of its Fire/Arson Investigation unit under the Arson Unit Technical Assistance Program contract of the United States Fire Administration, for which we are prime contractors. • We are familiar with Texas and the Texas fire service. In addition to our recent study of the Houston Fire Department, which has had much impact, we have undertaken arson unit management studies not only for Fort Worth, but also San Antonio and Austin. We teach at the Texas A&M annual fire school. We have undertaken a study of state codes for the State Fire Marshal's Office. The Chiefs of Dallas, Houston, and Arlington are among Our references. We also were the only private firm invited to speak at the first, landmark meeting on performance measurement in local government, held by the University of Texas LBJ School of Government. • TriData has a unique perspective of best practices in the fire service not only in the United States, but also around the world. We have undertaken a series of research called International Concepts in Fire Protection. We have studied major cities in the Far East, Europe, Australia, and other places, in addition to North America(U.S., Canada, and Mexico) to understand why many cities spend less money yet have better bottom-line results in fire protection. • In addition to experience in analysis and consulting, TriData's staff has first-hand expertise in fire and emergency management service operations. The proposed staff includes the former Fire Commissioner of Philadelphia, the former director of the Hazardous Materials Emergency Response Team of the Commonwealth of Massachusetts, past fire chiefs, firefighters, paramedics, and others expert in various aspects of fire service and EMS delivery. We routinely do the type of peer review called for in our fire department studies. We also have experience in other aspects of local government management including operations, staffing, strategic analysis, and finding cost efficiencies in city budgets. • Our primary M sub-contractor for this project, Government Resource Associates, is based in Fort Worth and has extensive experience in assisting local governments in reviewing management information systems,performance measurement, administrative senrices, data collection, and fire operations analysis. We also will use Gulliver's TriData Corporation ii October 2001 Executive Fort Worth Proposal Summary Travel, a local travel agent, for all of the travel arrangements. We will exceed the target set for M/WBE participation. • TriData has a reputation for the technical excellence, objectivity, and fairness of its studies. We base much of our work on hard data, as our name implies, but also spend a great deal of effort soliciting information, opinions and perceptions from city management, fire department management, labor representation, individual firefighters, and other stakeholders. We have had unusually good success in forming consensus about needs and solutions. We list city management, fire chiefs, and union presidents in our references. • TriData is unique among consulting firms for the amount of research that we do on various aspects of fire, EMS, and other emergency service delivery, in addition to our broad experience in consulting for cities. This brings state-of-the-art ideas from all over the nation and from other nations to our fire department management studies. (In turn, our local studies provide ground truth and examples for the research.) Examples of our research are given throughout this report. • Each of our reports for cities is tailored to the needs of the particular city. White every study tends to fo* ok comprehensively at the issues, there are some issues that are more important to Fort Worth than elsewhere, such as dealing with both annexations and internal growth, and seeking a fresh look at opportunities for gaining efficiencies through technology reassignment of services and putting a lid on demand. We identify those issues early in the project, through a"triage" of issues developed jointly with project management during our first site visit. • We have a large in-house team and affiliated consultants proposed for the project to withstand illnesses and other unexpected problems, and to provide subject matter experts (peer reviewers) for each fire department specialty. • We have given much consideration to the issue of the strategic balance between prevention and suppression. A greater emphasis on built-in fire prevention and public education can improve effectiveness and efficiency of fire protection,and put a lid on demand by getting the public not to abuse the emergency services. We are widely published on this area, with much innovative research on such topics as Proving Public Fire Education Works, and Overcoming Barriers to Public Fire Education. We have had articles on"Reinventing Prevention" in Fire Chief magazine and the NFPA Fire News. The key determinant of cost in a fire department is the size of the operations staff, which in to is a function of the number of stations, number of companies,crew per company, number of shifts, and average work-week. TriData has experience in developing alternative methods of reducing financial costs, or at least optimizing use of rn resources,while minimizing reductions in quality of service. The analysis of stations and units using GI S network analysis and demand forecasting will be a key part of this study. TriData Corporation iii ctober 200 1 Fort Worth Proposal Executive Summary • We have developed an innovative approach to examine the resources a fire department needs in analyzing the locations of existing fire stations, as well as the most logical and efficient location of future fire stations. This approach is performed in greater depth with greater sophistication than the traditional simplistic station deployment computer models and general rules of thumb. We focus not only on initial responses, but also on second-in response times and the frequency of receiving multiple complex calls at the same time (be they EMS, traffic accidents, or fires). We consider the size of the response complement that can respond to different risks in each area of the city. We also look at the efficiency of the dispatch process; saving even 30 seconds there is equivalent to moving each station 1/4 mile closer to the citizen. • Another key focus of the analysis will be emergency medical services. We have found that in many cities the counterintuitive result that providing EMS transport using dual- role, cross-training firefighters reduces net costs of fire and EMS protection and emergency medical costs to the public. • TriData has succeeded in making its findings understandable to municipal officials and interested citizens, as well as to the fire/EMS service. We try to write in clear English without jargon,'helping citizens and decision-makers understand the basic issues. Our studies have been cited by local officials as a useful learning process as well as valuable management consulting. • We are considered an authoritative source of information on the fire problem in the United States. We have been quoted extensively in the media as well as articles in virtually all-major fire world magazines. Examples include the USA Today's articles on the U.S. fire problem, and by The Nevv York Times, World Book Encyclopedia, CBS- TV, the Wall Street Journal, Christian Science Monitor, PBS, The Today Show. • Our recommendations have resulted in practical, innovative improvements in many cities for whom we have undertaken studies. (A list of examples is included on the following pages.) And literally hundreds of departments use our research on prevention, management information, and other areas, apart from our management studies. Should this proposal be accepted, TriData Corporation agrees to enter into a contract under the terms and conditions as prescribed by Fort Worth, Texas RFP Number 01-311. We have no exceptions. We are highly enthusiastic about working with Fort Worth. It is a highly innovative fire department in an innovative and progressive city. We believe we can bring in ideas from other highly innovative metropolitan fire departments, and help the Fire Department prepare for the growth in this new century. Philip Schaerunan, President TriData Corporation iv October 200 1 Fort Worth Proposal PART I — ORGANIZATION TriData is a wholly owned subsidiary of System Planning Corporation (SPC), a 200-person defense and national security contractor that specializes in high technology and management analysis of issues affecting the nation's security. We are incorporated in the State of Delaware. TriData's president, Philip Schaenman, reports to the CEO of SPC. TriData and its parent firm are co-located in Arlington, Virginia. COMPANY TriData Corporation 1000 Wilson Boulevard, 30'h Floor Arlington, VA 22209 Incorporated in the State of Delaware PARENT COMPANY System Planning Corporation 1000 Wilson Boulevard, 30'h Floor Arlington, VA 22209 LOCAL"BE SUB-CONTRACTORS Government Resource Associates, LLC 2630 West Freeway, Suite 210 Fort Worth,Texas-76102 Gulliver's Travel Service, Inc. 2800 S. Hulen, Suite 110 Fort Worth,TX 76109 MinorityfWomen Business Enterprise (M[WBE) Participation TriData Corporation, in accordance with the policy of the City of Fort Worth (Ordinance##13471), intends to meet or exceed the 15 percent goal for BE participation, We plan to use Government Research Associates, LLP, and Gulliver's Travel Associates, Inc., if TriData is awarded this bid. They were selected from the City's list of registered firms, after our extensive screening of firms and reviewing their credentials. TriData Corporation 1 October 20 01 Fort Worth Proposal Part I.Organization As requested, we include below 1) the name, address, and telephone number of each M,/WBE; 2) the description or scope of the work to be performed by each M/WBE; 3) the approximate dollar amount/percentage of the participation; and 4) a copy of their North Central Texas Regional Certification Agency(NCTRCA) certificate. 1. GOVERNMENT RESEARCH ASSOCIATES, LLP Government Research Associates, LLP 263.0 West Freeway, Suite 210 Fort Worth, Texas 76102 Phone: (817) 882-9575 Contact Person: Becky Brook Grimm, Chief Executive Officer Scope of Work: Assist TriData in review of the Fort Worth Fire Department's Administrative Services and use of IT. They also will serve as out local contact point and be available for quick in-person responses when needed. They will assist in data collection and in costing of alternatives. The approximate dollar amount and percentage of GRA's participation will be $38,000 or 9.5 percent of the total proposed cost of this study. 2. GULLIVER's TRAVEL SERVICE, INC. Gulliver's Travel Service, Inc. 2800 S. Hulen St., Suite#100 Fort Worth, Texas 76109 Phone: (817) 924-7766 Contract Person: Susan Boysen, Owner Scope of Work: Arrange for • Travel • Lodging • Auto Rental The approximate dollar amount and percentage of Gulliver's Travel participation will be$27,000 or 6.8 percent of the total proposed cost of this study. We only counted airfares here, since hotels and car rentals often must be paid directly. The amount of TriData Corporation 2 tober 2001 Fort Worth Proposal As requested, we include below 1) the name, address each M/WBE; 2) the description or scope of the work to be 3) the approximate dollar amount/percentage of the particip; North Central Texas Regional Certification Agency (NCTR 1. GOVERNMENT RESEARCH ASSOCIATES, LLP Government Research Associates, LLP 263.0 West Freeway, Suite 210 Fort Worth, Texas 76102 Phone: (817) 882-9575 Contact Person: Becky Brook Grimm, Chief Executi Scope of Work: Assist TriData in review of the Fort Administrative Services and use of IT. They also will serve be available for quick in-person responses when needed. Th collection and in costing of alternatives. The approximate dollar amount and percentage of GF $38,000 or 9.5 percent of the total proposed cost of this stud 2. GULLIVER'S TRAVEL SERVICE, INC. Gulliver's Travel Service, Inc. 2800 S. Hulen St., Suite#100 Fort Worth, Texas 76109 Phone: (817) 924-7766 Contract Person: Susan Boysen, Owner Scope of Work: Arrange for • Travel • Lodging • Auto Rental The approximate dollar amount and percentage of Gu will be$27,000 or 6.8 percent of the total proposed cost of tt airfares here, since hotels and car rentals often must be paid TriData Corporation 2 Fort Worth Proposal Part 1.Organization travel and cost of airfare is difficult to estimate precisely at any time, let alone now. But we anticipate at least this much going to them. We have discussed the jobs with these firms and have received their commitment to work with us. The total commitment is for$65,000 or about 16.3% of the total contract value going to MIWBE firms. TriData Corporation 3 October 2001 Government Resource Associates, LLC glIthe following areas: NFQRMATION TECHNOLOGY: TECHNICAL SUPPORT r April 2001 This Certification is valid beginning and supersedes any registration or listing previously issued. This certification must be updated annually by submission of a Recertification Application. At any time there is a change in ownership or control of the firm, notification must be made immediately to the North Central Terns Regional Certification Agency. Issued at Arlington, Texas WF=VV810610N0402 CERTIFICATION NO. i_ at... us w.i.A. NCTRCA D/M/WBE CERTIFICATION cum.ers Travel Service, Inc. Agency the appropriate Affidavit and is hereby certified as a Woman -Owned Business Enterprise providing service(s) in the folio 00472400; TRAVEL AGENC?ES; This Certification is valid beginning January 2001 and supersedes any registration or listing previously issued. This certification must be updated annually by submission of a Recertification Application. At anytime there is a change in ownership or control of the firm, notification must be made immediately to the North Central Texas Regional Certification A ena_y. This Certification ex January , 20 02 on Administrator January 20 01 CERTIFICATION Na W ` 39614Y0102 Fort Worth Proposal PART 11 - SYSTEM CONCEPT AND SOLUTION Our proposed approach to this study is to evaluate each functional element of the Fire Department and each of its services with respect to the list of"strategy" tasks, efficiency models, peer review process, and other considerations listed in the RFP Scope of Work, parts A-D. For example, rather than ask what capital investments are needed as a separate Task 7, we would consider that issue for prevention, suppression, EMS, special services, and support services. We can summarize the findings in the final report by the 10 tasks in Section A of the scope. Before discussing the details of the strategy, some background is needed, and work plan, we present background on the Fire Department and some major principles. Background The Fort Worth Fire Department is a large, modem department providing a wide array of services beyond firefighting. This includes fire and injury prevention, emergency first responder, emergency management, and many specialized services such as Fire Investigation/Bomb Squad, Aircraft Rescue and Firefighting, Underwater/Swift Water Rescue, Hazardous Materials Response and a Technical Rescue Team. Medstar, a public utility model EMS system, provides exclusive emergency and non-emergency ambulance service to the City of Fort Worth. These services are sub-contracted to Rural- Metro Ambulance Service. The Department was reorganized in August of 2000 and divided into five major functional areas, each headed by a Deputy Chief or equivalent civilian position. Those functional areas are: Operations, Administrative Services, Education and Community Services, Emergency Management, and Executive Services. The department has 782 authorized positions consisting of 745 firefighters 50 of whom are par edits, and 37 civilian support personnel. The 38 fire stations house 40 Engines, 9 Quints, 4 (ladder)Trucks, 13 Brush Trucks, and 18 specialized vehicles. (This mix indicates that some innovative resource planning has taken place.) Fire station personnel work a three-platoon schedule with shifts of 24 hours on- duty, followed by 48 hours off-duty. Staff assigned to administrative support functions work- normal business hours Monday through Friday, (These are commonly used shifts.) TriData Corporation 6 October 2001 Fort Worth Proposal Part 11. System Concept and Solution The Fire Department is funded by an appropriation from the General Fund. The total Budget allocation for FY 2000-2001 is $58,709,868. The majority of the funds ($43,809,570) are allocated to the Operations Division, as in all fire departments. That is where the most attention is needed in considering cost effectiveness, but the prevention services offset demand and the support services are critical to efficiency of the line services, so all need to be reviewed. They are intertwined and synergistic. Statement of the Problem Fort Worth is facing a situation similar to that of many large cities in growth areas of the United States: a need to rethink the organization and delivery of the expanded and changing services provided by the fire department as the city expands in area, population, and business in the 21" century. The City stands on the verge of some major decisions about its fire department. It wisely is considering its needs in the context of a long-range (10-20 year) strategic plan, and there is a broad scope of issues that must be identified and addressed. The City of Fort Worth has experienced considerable geographic and Population growth in the past several years. It will also continue to expand in the future. With such expansion, the City will face an escalating demand for emergency services as the number of emergency incidents rise. Cities that have encountered geographic annexation and population growth have to rethink what emergency services to provide and how they will be provided. The pressures on demand come from geographic expansion, increased population and business in the current geographic area, and increased demand from the existing population as it ages and as it finds it can obtain what are mostly free services. The mix of calls has changed significantly in Fort Worth, as elsewhere: EMS calls have sharply increased while fire calls have decreased. This trend, seen nationally, may require a change in the mission of the Fort Worth Fire Department. The nature, quality, and flexibility of the fire department's role in providing EMS are critical. The proposed study will consider all types of responses by the line fire companies, and will include analysis of the whole EMS system. Since EMS calls are a significant part of the workload,they affect the analysis of response times and resource deployment of all fire department apparatus, emergency services personnel, and fire stations. "Fire stations" today are really fire, rescue, HazMat and EMS stations. TriData Corporation 7 October 2001 Fort Worth Proposal Part 11. System Concept and Solution Another major issue is the policy toward response times and what resources get sent within what time period to various types of calls and levels of hazard. This requires first agreeing on the response policy and level of service, and then considering deployment of the resources: the numbers of stations and apparatus, and the crew sizes. One part of this issue is the best location for new and existing fire stations. In some cases, there may be a need to relocate existing fire stations when there is compelling evidence to do so. Attention must be given to response times, call volume, and types of incidents when analyzing fire station locations. Some stations and units can handle many more calls than they are, but demand may grow in places where there are insufficient resources. Tough decisions about how many stations to have, where they should be located, and how to equip and staff them must be made for the short and long terms; such decisions need to be made with careful consideration. There are good, though not perfect, analytical tools such as GIS software to assist in making these decisions. A critical factor in efficient use of emergency resources is the emergency dispatch and communications operations. The current system uses a police and fire primary- Public Safety Answering Point (PSAP) and a secondary- PSAP for EMS. When Fort Worth citizens dial 911 with a medical emergency, they speak to the primary PSAP first, which then transfers the caller to the secondary PSAP. If the medical emergency warrants the use of the fire department as first responders (i.e. a life-threatening emergency), the EMS call taker calls the primary PSAP back to request a fire department response. The problem that arises in such a system is that a delay occurs in the dispatching of first responders. This delay can take up to a minute in some cases and renders the system inefficient. Emergency dispatching is time sensitive. Increasing its efficiency is equivalent to moving a fire station closer to the location of the emergency. Although not explicitly solicited in the RFP, we believe that emergency dispatch and communications is an important issue in the City of Fort Worth and that a review of the City's emergency communications should be performed as part of the analysis of the Fire Department—at least now the system deals with fire and EMS calls. The largest part of.the budget and highest potential in finding cost-efficiencies is on the operations side of the Fire Department. Increasing the economies of scale of the Fire Department, e.g., broadening its multi-purpose units to provide services such as EMS and ambulance transport, is one way to balance the needs of the citizens and increase the value of every dollar spent. Other ways to find efficiencies in the budget are looking at where demand and services could be rationed,reducing labor expenses, or by increasing the role of fire prevention to control demand. Prevention has been proven to TriData Corporation 8 October 2001 Fort Worth Proposal Part 11.System Concept and Solution have a major impact on the end results— fires, deaths, injuries, and cost-savings. It is the most economical method to both improve the safety of the population and ultimately put a lid on demand and lower costs. System Solution There is no single answer for the most desirable, most cost-effective fire and EMS system. Many organizations work. Even worse, there is no agreement on how to define such a system (e.g. what response times should be) or even adequate information systems to measure performance and end impacts. In short, no one can say with any credibility that they can identify the optimal system. Our staff has 25 years of research on the topic of how to measure performance of fire departments quantitatively. Our project manager, Philip Schaenman, was part of the Urban Institute/ICMA/NFPA team that attempted to define appropriate measures in the 70's and again in the 90's. Schaenman was the lead author of Measuring Fire Protection Productivity in Local Government, published in 1974 by the National Fire Protection Association and The Urban Institute. We also wrote the fire protection chapter in the 1976 and the updated 1992 edition of the performance measures book, How Effective Are Your Community Services, published by the International City Management Association and The Urban Institute. Despite the measurement difficulties, there is no need to despair; there are many models and many examples of fire systems that work well, and we do have a good idea of useful measures of effectiveness(e.g. percent of calls responded to in x minutes). There is recent research on the value of a minute of time of Advanced Life Support(ALS) responses (7 to 10 percent added to the survival rate for defibrillation per minute saved) and performance measures in the fire service. Peer Review—We will have each area of the fire department reviewed by experts in that area(e.g., prevention, operations, dispatch and communications, special operations, fleet management, etc.) Our"peer review" will operate at two levels—the detailed peer specialist, and the"big picture"review by a group of chiefs who have worked for large departments. The specialists are listed in the personnel section(Part VI). The overall peer chief reviewers include Robin Paul grove, Chief of Arlington, Texas,who is highly knowledgeable of Fort Worth; Bill Richmond, former commissioner of Philadelphia;Joe Ockershausen, former Deputy Chief of Prince George's County,Maryland and head of the group that reviewed Fort Worth's on it man-agement; Paul Haigley, a metro chief in both Maryland and Florida; and Doug TriData Corporation 9 October 2001 Fort Worth Proposal Part 11.System Concept and Solution Horton, Deputy Chief of Milwaukee. They represent a wide range geographically and of experience. They will review the overall strategy, management and organization, and pay attention to the forest rather than the trees. They all have worked on TriData studies before. Our proposed Peer Review Committee and other project staff has a great deal of experience in conducting these types of studies. Most of the proposed project staff has worked together on previous TriData Metro-sized fire department studies. We have encountered the problems that Fort Worth faces in numerous studies that we have undertaken. We have also encountered many other problems (such as incomplete data, local disagreement on performance goals, budgets too low for the tasks desired, and others) that we have overcome. Each of our local government reports is tailored to the needs of the particular community. While every study tends to look comprehensively at the issues, there are some issues that are more important in Fort Worth than elsewhere, and some that are similar. TriData does not take a"cookie-cutter"approach; we tailor to the needs of our client. We have a record of high success in meeting the challenges. In fact, we thrive on them—it is coping with these challenges that makes our work so interesting from community to community. Our overall approach, for the most part, will be straightforward and similar to that of recent studies we have undertaken for Houston, Chicago, Washington, DC and others. Each of these different cities has had major questions about management and organization, amount and balance of staffing across major divisions, EMS, and many personnel issues. Many cities want a high quality, low-cost, effective, and efficient fire department. Scope of Work This study will include a comprehensive review of the present operations of the FVVFD, It will also make recommendations for improvement and their projected costs, savings, and benefits. The scope of work described in the RFP (and reiterated below) lists numerous areas that must be assessed by the Peer Review Committee. The study will address each TriData Corporation 1 0 October 2001 Fort Worth Proposal Part 11. System Concept and Solution question and bullet point in the RFP to determine if the efficiency, effectiveness, and cost-effectiveness of the Fort Worth Fire Department. Additionally, this study will seek to find efficiencies in the city budget to pay the cost of expansion, look for cost saving opportunities, and create a systematic long-term strategy and comprehensive review. The Scope of Work will include the following(with comments following each item from the RFP): Analysis of the following functional areas: • Fire Operations (including special operations and EMS first responder and specialized paramedic functions) • Prevention Bureau (including plans review, code enforcement, public education; we can exclude most of fire investigation as it was reviewed recently by us, though we will update progress in that area.) • training(including fire, EMS, special operations, and management training) • Fire Alarm (including the two dispatch and communications systems) The analysis of the Fire Department should include, but not limited to: 1) Strategy and Schedule for Performance Review a. "at activities can be terminated(non-mandated activities far which there is relatively low public support)? There is little promise here for the Fire Department,but we will consider it. b. "at activities can be assigned to others (shifted to other governmental units, the private sector, contracted out or co produced with citizens at a lower cost)? We will consider, for example, the use of self-inspections for low-risk properties. c. at additional revenues can be raised(through user fees, delinquent revenues, more grants of gifts)? We will consider whether the Fire Department has tapped the various potential grant sources; the use of user fees for inspections and firefighting; and the potential for taking on and charging for EMS transport; and other ideas. d. at things can be done more effectively(through changes in service delivery approaches, organizational structure or new technologies)? This will be looked at for each service delivered. TriData Corporation 11 tober 2001 Fort Worth Proposal Part Il. System Concept and Solution e. "ere can low- or no-cost labor be used(through volunteers, more civilian as opposed to sworn employees or other staffing alternatives which could be identified through benchmarking)? For example, we will review the use of civilians in prevention, administrative services, fleet management, MIS, and other areas. f, "ere can capital investments be submitted for labor expenses (labor- savings technologies that provide pay back in personnel cost savings)? We are knowledgeable of the state-of-the-art fire and EMS technology, and will review the Department's use of it. g. "ere can information-gathering methods be installed and improved (through methods like Activity Based Costing to sharpen financial forecasting)? We are expert in fire department data collection and analysis, and in review of fire department use of information technology. We wrote the chapter on MIS in ICMA's Greenbook on fire department management. However, we find very few fire departments are adequately collecting and analyzing their data. We know of some excellent examples (e.g., Colorado Springs, CO and Palm Beach County, FL). h. Where can demand be reduced and services rationed(through user fees for historically free services, more preventative public safety through stricter codes, or elimination of low-usage hour services or facilities)? Improving prevention education is a specialty of ours. We will consider trends in demand vs. other similar cities, and whether public education is being used to its best advantage. Few cities invest enough in controlling demand vs. providing unlimited supply of emergency services. We also will consider stronger codes, e.g. sprinklering homes. i. "at policies can help strengthen the economic base and promote economic development (the objective is to be a community where the private sector is encouraged to flourish)? We will help brainstorm this area. 2) EfficiencylStaffing Models of the functional areas a. Current and future service needs b. Resource Allocation c. Analysis of staffing for future We first project demand, evaluate current capacity and efficiency, then use GIS models to evaluate alternative resource allocation models for the TriData Corporation 12 October 2001 Fort Worth Proposal Part 11. System Concept and Solution future and their costs. The approach to analysis of resource allocation is .discussed further in several places below. 3) Peer Review Process a. Assessment of current operations b. Assessment of facilities and fire apparatus c. Evaluation of the internal communications and management reporting systems (Our peer review committee has chiefs with a great deal of success in this area.) d. Benchmarking study to compare FWFD to those of similar size and demographics (We have a data bank with many peer cities, but will solicit ideas on which others you use as comparison.) e. Develop fire apparatus replacement schedule and criteria to determine replacement (This is a subset of considering support services in general.) 4) Other Considerations a. Identification of evaluation components for the City Council to use to measure Fire Department effectiveness (This is much more difficult than it may seem on the surface for fire departments, which are one of the most difficult services to evaluate,but we have much experience in this area.) b. Development of an implementation schedule for study recommendations (This should follow discussions at the draft final report stage of which are the most viable recommendations;we will suggest priorities.) We will present status of the project periodically to an oversight committee. It can be a bi-weekly basis. It will include a review of the work that has been accomplished during the preceding period and future work scheduled. We will be having contact with the City's project coordinator at least weekly and often more frequently. Formal bi- weekly meetings will be coordinated with visits of various team members. Our local partner(GRA) may also assist in local meetings. All issues listed in the RFP will be analyzed with an emphasis on performance measures; demand forecasting; benchmarking; financial analysis;budget projections and system design. The project will start with an evaluation of the present level and efficiency of services and move on to consider different levels of services and their differential costs moving into the future, The City management(and citizens)will then be in a better position to consider the merits of various service levels or packages of TriData Corporation 1 3 October 2001 Fort Worth Proposal Part 11. System Concept and Solution services versus their benefits and costs. We further discuss below some of the issues to be addressed in the study, followed by a listing of the specific tasks (in Part III of this proposal). Issues Among the issues to be addressed are the following. There may be others identified in the"triage of issues" early in the project. 1. Management and Organization There are many satisfactory ways to organize a fire department. No single organization structure or system has proven optimum. What matters is whether the organization perfoftns effectively and whether it is using its resources efficiently— attributes which will be evaluated in the course of the many tasks comprising this study. We will look at the existing organization of the FWFD. We will examine the rank structure and the management staffing levels throughout the organization relative to the services delivered. We have a large comparison base of experience across many metro- sized fire departments. (We should note that general management principles and comparison with other types of departments often do not translate well to fire departments; they are highly complex to manage because of the diversity and interrelation of the emergency services, and their effect on life safety. In the process of this review, we consider the logic of the relatively new Fort Worth Fire Department organization chart, internal communications, spans of control, training of people in supervisory positions, management information, and other aspects of the organization and management of the department. We consider facilities and clerical support to management. The reviews of each fire department function in the other components of this study will reveal a great deal about the adequacy of the organization and management structure. Therefore we make a first pass at reviewing the organization and management structure early in the study, but reserve judgment until the detailed examinations of the management of each function are completed. 2. Prevention TriData Corporation 14 October 2001 Fort Worth Proposal Part 11. System Concept and Solution Prevention and community services include plans review, inspections, permits, fire and injury prevention education, fire investigations, and arson control programs. it also includes innovative community outreach programs. We will consider the adequacy of the current prevention programs, staffing, and the specific functions being undertaken. We examine the percent of various target groups being reached with public education, the percent of inspectable properties that are uninspected, and the bottom line results, among other things. TriData is familiar with the fire investigation unit of the FWFD*. TriData conducted a review of the Fire/Arson Investigation unit in Fort Worth under the Arson Unit Technical Assistance Program contract with the United States Fire Administration earlier this year. Prevention.decisions have great leverage over both human and property losses. The role of the suppression force in prevention also will be considered. Philip Schaenman is a leading expert in the effectiveness of fire prevention programs, and has written many reports on how to assess prevention programs. 3. Risk and Demand Assessment Among the study objectives listed in the RFP is to see where demand can be reduced, services rationed,or where to focus the resources. We consider the types of major fire risks (e.g., unsprinklered high-rises),hazardous materials risks, and EMS risks (in terms of, for example,the aging of the population or concentration of people with high EMS demand). We determine whether risks are more or less uniformly distributed, or concentrated in particular areas. We then estimate anticipated service demand levels. We estimate future demand for fire, EMS, and other emergency services by several approaches, including examination of trends in call volume,call type, incident location, and analyses of calls per capita and per business. (Projected demand=demand per capita I x population) We will meet with the City community development professionals to obtain their best estimate for not only the growth in total (residential and business)population expected over the next 5, 10, and 20 years,but also how the growth will be distributed October 2001 TriData Corporation 15 Fort Worth Proposal Part 11. System Concept and Solution within the City. This is crucial to estimating the call demand by area of the City, and then the needed capacity in terms of units by station. A major theme in the study will be the alternatives for addressing various risks and the level of service versus the costs, preferably described quantitatively, and where that is not possible, at least qualitatively. 4. Evaluation of Fire and Special Operations This evaluation includes the adequacy, effectiveness, and costs of the current services being provided. We will evaluate the current quality of services and any need to improve them in light of demand, bottom-line results, perceptions of Fire Department and County officials, and through evaluation of risks (see above). We will consider the degree to which demand or service needs vary by area of the City and how they vary by time of day and day of week. Fort Worth has recently experienced an increase in both geography and population. We will compare services provided with community needs and service levels in comparable jurisdictions. TriData has much data on other jurisdictions of Fort Worth's size, but we also will entertain the inclusion of those jurisdictions you compare yourselves to and fill in needed comparative data. Our comparisons view bottom-line results, not just inputs. That is,while we look at input measures such as the number of firefighters per 1000 population,cost per 1,000 population, the staffing of units, and the size of the response complement sent to various types of calls,we also look at intermediate measures such as response times, and bottom- line or outcome measures such as the fires, deaths, injuries, dollar-loss per capita, the number of firefighter injuries per 100 firefighters, and percent of fires contained to the room of origin, to name just a few statistics examined. As part of the review of deployment of resources, we will consider the"staffing factor"(the multiplier that translates the number of on-duty positions into the number of firefighters needed to staff them), and the impact of leave usage on the multiplier. We will consider the trend in leave usage and how it compares to others. Finally, we will analyze the staffing for the future. TriData will also review the apparatus and equipment of the FWFD. Most of the analysis of the adequacy of apparatus and equipment will be part of the considerations of TriData Corporation 16 October 2001 Fort Worth Proposal Part 11. System Concept and Solution station locations and manpower,but we also will explicitly address the types of apparatus and the replacement schedule for apparatus going into the future, and the maintenance function. 5. Station Location and Resource Allocation Analysis (including staffing) We will next develop criteria for a standard of coverage for the future to different areas for different risks, in terms of a response complement arriving within a given time for different types of fire and EMS calls. These criteria will be used to develop a fire station location analysis to evaluate the current level of service against the desired standard of coverage, and to identify options for adding stations or changing their locations. We also consider call volume in proposing new stations (generally 300 to 500 calls per year at a minimum). We also consider loading of individual units in terms of total calls and unit.hour utilization. (Typically, relief needs to be considered when units hit the 3,200 to 4,000 level of calls per year, but it depends on the length and nature of the calls as well.) Station Locations—We will consider the best location for new fire stations as well as the need to relocate existing stations where there is compelling reason to do so. Particular attention would be paid to any areas likely to need a new station or a relocated station in the next five years. Some parts of the area serve by FWFD have relatively high response times. There must be consideration not only of the average response times for the city . overall,but the cumulative frequency distribution of response times (percent of calls responded to in� minutes, 4 minutes, 5 minutes,etc.), and the response times by area of the city and by the type of call. We also will want to develop a graphic presentation of current response times by area of the City. Our reports to Colorado Springs, Omaha,Des Moines, and others provided geographical presentation of the response time data by response coverage area or census tract, as an example of what we would do with the existing response time data. We will provide a priority ranking of additions or changes from present station locations, and where appropriate,recommend alternative locations for individual stations or sets of stations. The station locations should be chosen not only with respect to first- due response times for small fires and EMS calls,but also with regard,to the second-in October 2001 TriData Corporation 17 Fort Worth Proposal Part It, System Concept and Solution and other units on large incidents, and to provide adequate backup coverage of busy units. We tentatively are planning to use the Fort Worth in-house staff and GIS software to assist in planning station locations by estimating drive times for alternative locations. We can direct the in-house analytic staff to undertake analyses that we suggest, after getting a more in-depth understanding of the feasibility of what can be done with the existing staff and computer tools. We also can do this analysis independently if you prefer. Operations Staffing—Integrated with the station location analysis will be an analysis of the number and type of units, the types of apparatus to be used, and the staffing of each. Consideration must be given to the level of service that can be provided once a unit arrives, and to the safety of firefighters as well as the public (e.g., two-in/two- out rule and Rapid*Intervention Teams). There are tradeoffs between fewer, larger units and a larger number of smaller units. We take a systems approach to the problem, considering all types of calls and delivery of adequately sized units. We also will consider new functions that the department might consider, going into the future. Based on quantitative and qualitative considerations we will recommend changes in stations, or equipment and staffing for 5-, 10-, and 20-year time frames. We will provide a cost-benefit analysis of achieving the recommended standards. 6. Support Services The quality of services delivered to the public is dependent on an array of support services behind them. We will evaluate training, dispatch and communications, fleet and station maintenance,management information systems, and administrative services. They are vital functions that affect the productivity of the department. We will review them to see if there are any major problems, and if the staffing and structure of those functions seems appropriate for the needs likely to be faced in the immediate future and over the next 20 years. We will make recornmendations, for each support service area as necessary. TriData Corporation 1 8 October 2001 Fort Worth Proposal Part 11. System Concept and Solution Surviving a life-threatening emergency is predicated by a series of actions that optimally occurs within well-defined periods of time. The first link is emergency dispatch and communications. As we noted before, although not specifically stated in the RFP, we will analyze the dispatch and communication centers in Fort Worth. We will review these systems by visiting and observing dispatch operations, and by monitoring radio communications when we are on site; we generally prefer to borrow a radio or monitor for this purpose. This step will include PSAP delay and synchronization as well as call routing procedures and EMD. (A member of our project team, Steve Souder, is a national expert on emergency communications and CAD systems and the Director of the Arlington County(VA) Emergency Communications Center.) Our project team also includes experts in Management Information Systems. Martha Word-Haley will review the state of the Department's computer support. In part, this is determined by the ease of providing data to the variety of questions that will be raised in this study. Haley has worked on numerous studies including Houston, Chicago, and Ottawa. 7. Emergency Medical Services While not explicitly discussed in the RFP,we will address the fire department's current role and potential role in providing EMS. The RFP, and in fact the entire series of studies of major departments in Fort Worth, is predicated on examining the public- private sector boundary, innovative ways to raise revenues, and cost-effectiveness of government services. The EMS function has much potential for significant net cost saving to the public. We will consider the funds being collected by the private provider vs. the cost of the fire department providing a similar level of service. We will review the fire department's training procedures, equipment, and deployment procedures in regards to emergency medical services. We will also review fire department response times and that of the private provider as they relate to EMS. The main focus is a performance review that will include a cost-benefit analysis and feasibility study of the incorporation of emergency medical transport into the operations of the Fort Worth Fire Department. Our reviews of fire departments in dealt with this issue in depth, and found Orange County,Florida and Portland,Oregon rnment is extensive savings for the citizens. it is counterintuitive,but sometimes gove more efficient at providing a service than the public sector. We will not be evaluating the private provider's efficiency or operations,just its response times, level of personnel sent TriData Corporation 19 October 2001 Fort Worth Proposal Part 11. System Concept and Solution to emergencies, and the number and revenues collected for emergency transports (not scheduled transports). Providing fire department-based emergency medical transport in many cases can be more advantageous to cities because of the increase revenues and increased economies of scale. Generally, citizens believe that the private transport model is more efficient than the public utility model. This is not always true because of dual-role/cross- trained fire department personnel. Firefighters today are not only specialists in fire suppression but also experts in providing a range of services that includes hazardous materials, tactical rescue and, most often, emergency medical services. The EMS system design will consider the interface of EMS with other fire and rescue services. Tim Kiehl, TriData's senior EMS analyst and emergency medical system design expert, has an extensive economics background and is highly qualified to evaluate the cost-effectiveness of various delivery models, especially for EMS-related service, as he recently did for Houston, Brian Orgen, who assisted Kiehl with the newly reconstructed EMS deployment model in Houston, will assist him in such an analysis. Mr. Kiehl has an MBA/MHA from a top-ten business school and has spent 20 years in this field with approximately thirty successful county/city public safety strategic plans to his credit. TriData Corporation 20 October 2001 Fort Worth Proposal PART III - PROGRAM (TECHNICAL WORK PLAN) This section outlines the technical plan for accomplishing the required work requested in the RFP. It should be evaluated with Part 11, Systems Concept and Solutions. The approach we propose to use for this study has evolved over our 20 years of working with local governments, including 20 major metropolitan fire departments. It is comprehensive, yet keeps within budget by its efficiency of the project process. Our approach begins with a kickoff conference call to review the study's objectives and goals, discuss our planned approach, and itemize the background information needed, and plan the tight schedule of meetings for the first- week on site. After reviewing the background information, we will have a three-person team, including the project manager, meet with the City officials, including the designated Contract Administrator(Paul Sweitzer), City Manager, Fire Chief, and others deemed appropriate. We spend several evenings on site the first week visiting fire stations and talking to firefighters, paramedic/EMTs and their officers. We visit the communications center to see how dispatching is handled and how assignments are made. We familiarize ourselves with the geography, view the stations and apparatus, observe the condition of the units,the equipment used, and observe some fire and EMS responses first-hand through"ride-alongs" (i.e. go out on calls). We will spend considerable time with the City statistical an :, d analysis staff(including those in GIS) to get more details on the data and information technology,what has already been done, and the types of in-house special analyses that can be performed. At the end of this first week on site, we jointly triage the issues with the City, identifying the more important issues that require detailed study, those that need only moderate attention, and the areas that can be assigned the lowest priority. (For example, in some cities the maintenance of fire stations is a major issue and in others a minor issue. Likewise apparatus maintenance.) With the concurrence of the City's project manager, we make any needed adjustments in the plan for the remainder of the project. We decide on any additional or special data collection, and the role of City staff(whether assigned full-time or not), and who will do the CMS analyses. We believe this input and flexibility is crucial. We do not just follow a"one-size-fits-all" approach for each study we undertake;we tailor our approach to meet the unique needs of our client. TriData Corporation 21 October 2001 Fort Worth Proposal Part III. Program(Technical Work Plan) In the course of evaluating each component of the Fire Department, we will consider each of the evaluation criteria listed in the RFP—ways to improve efficiency, use of civilians, use of technology, etc. Recommendations will be given for each area. In addition, we will have our"peer fire chief committee" discuss the department overall, and the interrelation of its elements, and management and organization several times during the study, but especially after we finish an initial evaluation of each element. Study Steps The specific sequence of steps we will undertake for the study are described below. (The timeline is presented in the next section.) Names in parenthesis below indicate the team members with prime responsibility for that task. Multiple staff will participate on each task. Task 1. KiUoff Conference Call —A conference call with the City's project manager would be held as soon as the contract is signed to review the study's objectives and goals, discuss our planned approach, itemize the information we need from the Department, and plan the tight schedule of meetings for the first week on site. (Schaenman, Weed) Task Z Collection of Background Material —To the extent available, we would like to obtain the data listed below at the beginning of the study. We understand that some of the following may not be available or may take time to gather,but we would attempt to obtain as much as is available as early as possible. (The City might begin to gather this data now, since any consultant hired is likely to need it.) • Organization chart • Personnel deployment(number of uniformed and civilian personnel in each unit) • City planning data on planned annexations, trends in population, demographics and business growth • Past annual reports(last 5 years if available) • Latest ISO Rating report, with deficiency analysis, if any • Most recent budget with any attendant information • Capital improvement and apparatus replacement program • Fire,hazinat,rescue, and other emergency incident trend data for the past 10 years TriData Corporation 22 October 2001 Fort Worth Proposal Part 111. Program(Technical Work Plan) • Response time profiles for fire and EMS calls,preferably two ways: by geographic areas of the city and by fire unit. Ideally, second-in response times as well as first in would be provided, though rarely available. • Numbers of fires, deaths, injuries and dollar loss by type of occupancy and by cause • Fire apparatus complement by station (age; manufacturer; type; last major refurbishment, if any), including front-line and reserve engines, ladders, and other units • SOPs and administrative orders in effect • Mutual aid agreements • Work contract • Best description of major risks, by area of the City; especially needed is the approximate numbers of sprinklered and unsprinklered high-rises. Major risks include: multi-family dwellings, major industry, major public assemblies, universities and colleges, hospitals, transportation centers, major hazinat locations, special hazards, etc. • Water supply descriptions (only if any problems exist) • Expected major capital improvements that would present new risks or affect existing risks or travel times • Description of GIS and other modeling tools available This serves as"homework" for our review before the first series of meetings with fire department and city officials. Some-of this data will be collected during the course of the study if not readily available at the start. (Team) Task 3. Review Background Information —The information collected in Task 2 will be reviewed prior to meetings with city officials, to make those meetings more productive and not have to repeat what is available in writing. Additional data will be collected during the entire study period,but it is useful to review whatever is available up front. (Team) Task 4. Initial Meetings and Triage of Issues with City and Fire Department Officials—After reviewing the background information that is readily available, an initial series of intensive meetings will be held during a week early in the project. These will include meetings with the designated Contract Administrator, City Manager,Fire Chief, and others deemed appropriate. We first meet with the City's designated project manager 23 October 2001 TriData Corporation Fort Worth Proposal Part 111. Program(Technical Work Plan) to further discuss the details of the scope, and get initial guidance on what are perceived to be the key issues and problems facing the Department, as well as the perceived strengths of the current system. We then meet individually with other city management, senior fire chiefs, and other fire leadership to obtain their perceptions of the issues. We visit several stations on this first visit, and hold informal discussions with some of the firefighters and officers. We observe some calls as the opportunity presents itself. We meet with the Fire Department analytic staff to discuss the available data, in-house capability, and to start sketching out of the set of in-house studies to be done. We observe the dispatch operation. We go on any calls that might be useful to view operations first hand. We tour the city to better understand the geography, the risks present, and the road system. We also will meet with the City's planning department to discuss future projections, and the City's GIS experts to discuss available data and analytical tools. Following These initial meetings and field observations we meet again at the end of this first on-site visit with the City's designated project contact to triage the issues and reset priorities as necessary to make sure that the key issues we mutually identify will receive adequate attention. The scope of work, how information will flow between our project team and the City's project contact, and how the overall project will proceed are also discussed. The output of this step is the revised workplan. (Schaenman, Weed, Richmond) Task S. Follow-Up Interviews with Department and City Leadership— Following the triage week, further discussions are held by phone or in person with selected city officials, the Fire Chief, the heads of key functional units of the fire department. We also speak with selected officials in other City departments that impact the Fire Department's mission, e.g., planning, buildings and public works, as appears useful. The purpose of these discussions is to get a more detailed understanding of the functions currently being performed by the fire department, its history, and more details on problems, strengths, and performance. We also want to get the leadership's ideas for improvements, and any constraints to improvements. This series of meetings will address all of the functions to be included in this study, including Fire Operations,Prevention, Management and Organization, and Support Services (i.e.,training, maintenance, supply,dispatch and communications, etc.). (Team) TriData Corporation 24 October 2001 Fort Worth Proposal Part 111.Program(Technical Work Plan) Task 6. Demand and Risk Analysis —We analyze incident reports or dispatch data to identify the run frequency by area of the City and by fire department unit. The data is also analyzed by type of call (fire, EMS, other.) We also look at the occupancy and cause profiles for fires, and the trends of death, injury, and dollar loss as they pertain to fires. That describes the recent past. We also oversee a risk analysis by the Department, if not already done. The risk analysis highlights current risks and expected risks in the future. We estimate demand two ways to form an envelope of projections. The high estimate projects the trend in demand per capita, multiplied by the projected population increase. The low estimate assumes that per capita demand will remain as its current level. We project trends by type of call. We disaggregate demand estimates by area of the city. We consider the types of high hazard occupancies that exist but may not have had any serious incidents, and the hazards that are likely to be built in the near future. The results of this analysis are compared to the existing capabilities to determine unmet needs. (Jennings, Bushkar, Orgen) Task 7. Comparative Analysis— We will compare the cost, staffing, and bottom line results of the FWFD with other comparably sized cities. We have much comparative data from past studies, and will discuss with you other cities suitable for comparison. We update our past data as needed. (Orgen) Tasks 8 and 9. Analysis of Current and Future Fire Station Location, Apparatus, and Staffing Alternatives— We will oversee (or undertake ourselves) series of GIS and other analyses to evaluate whether the current number of companies and firefighters and the current station locations are appropriate for the current demand level and nature of the risks faced. Then we evaluate how well the current capability can handle the expected additional demand for each area of the City, and we propose viable alternatives for the future such as for are where the total demand exceeds capacity, or where response times are inadequate from existing stations. This includes considering the spacing and location of stations,the number of units per station, the types of equipment being used, and mutual aid agreements. We analyze the current level of service and then develop variations based on graphic (map) analysis and the use of the in-house mapping and station location October 2001 TriData Corporation 25 Fort Worth Proposal Part 111.Program(Technical Work Plan) programs. We discuss the desirability and viability of various options with the department before homing in on a refined analysis of one or a few alternatives. TriData considers not only response times for first-due units, but also second-in times and the time needed to assemble an adequate force for different types of risks. We also consider simultaneity of calls—how often are multiple calls received in the same area, and the availability of back-up resources. We try to examine actual response time information as well as theoretical response times from computer models or hand analyses, because the actual data reflects absences, units on training exercises or special assignments, weather conditions, details of geography, traffic, and other real-world considerations. We explore alternatives for response strategies, station locations, and the number of stations. (Jennings,,Richmond, Bushkar, Latham) Task 10. Evaluation of Fire Operations (and Safety) — We will evaluate the line fire operations of the FWFD. We look for compliance with required procedures(e.g., "Two-In/Two-Out") and standard industry practices. We also observe standard operations and review whether the Department's own policies and SOPS are being followed and whether they make sense. TriData also assesses the training and safety function. We will visit training facilities, speak with instructors, and gain an understanding of the level and quality of training that is afforded personnel. We review safety policies and procedures(both incident and routine procedures). We speak with safety officers and the Department's designated infection control officer(as required by the Ryan White Act). We assess the degree to which safety officers are built into the Department's Incident Command System and the degree to which they exert control at incidents. (Weed, Richmond,peer review panel) Task 11. Evaluation of Special Operations—We will evaluate special operations, including hazinat, technical rescue (high angle rescue, trench rescue, water rescue,bombs son, and heavy rescue) and airport firefighting and rescue(at Alliance and Meacham airports). We will review the training, equipment, and operations of the Fire Department's special operations learns. (Our proposed Deputy Project Manager,Jim Weed, has extensive experience evaluating response capabilities to special operations, and served as Hazardous Materials Response Director for the State of Massachusetts.) (Weed) TriData Corporation 26 October 2001 Fort Worth Proposal Part 111.Program(Technical Work Plan) Task 12. Evaluation of Fire Company-Provided Emergency Medical Services — We will evaluate the current quality of emergency medical services, considering the level of training of firefighters, and the level of service being delivered in the field by the first responders. We evaluate how the fire companies are currently meshing with the third service provider(Rural Metro). As part of this task, we will have discussions with fire department supervisory personnel in charge of EMS, and the department's medical director. We also meet with firefighters to discuss EMS related issues. Finally, we fide with or follow some units on calls to observe the quality of service first hand, and review quality assurance procedures. (Kiehl, Orgen) Task 13. Evaluation of Overall EMS System and EMS Transport Alternatives— This task may be viewed as a separate freestanding analytical inquiry into the issues that surround the delivery of EMS transport and the medical care rendered. It is important to note that it does not constitute a study of the existing EMS transportation provider, rather an analysis of the niche they occupy in the current EMS system, how it interfaces with the fire department based EMS first responder program and medical establishment, and its placement in the organizational structure of the department. This issue almost always attracts both political and media attention. The approach is as follows: A comprehensive set of interviews with the EMS stakeholder community,to include: • Local Government officials; • Fire department officials and other public safety experts; • Other EMS system component leaders, (i.e. communications and dispatch); • Hospital and emergency department representatives; • The local medical establishment, (i.e. local medical society); • Private EMS providers and individual field technicians; • Any and all official committees that routinely interface with the EMS system; • Representatives from appropriate community based consumer organizations. An analysis of the existing components of the EMS system, to include: • Public access procedures; • Response capabilities and resource adequacy; • EMS first responder programs; 7 Ob 01 Tr Data Corporation 2ctoer 20 Fort Worth Proposal Part 111.Program(Technical Work Plan) • Transportation modalities; • Patient care and medical control; • Staffing and training support; and • Management Information System issues and outcomes. An analysis with findings on the appropriateness of the current organizational design of the EMS system, to include: • Blueprints of alternative system designs; • The pros and cons of any given system modification; • An approximation of both start up and operational costs that would be required for implementation by system design; and, • Major milestones and timelines required. (Kiehl, Orgen, Hankin) Task 14. Evaluation of Support Services —As part of the analysis of support services, we evaluate the trainin program and staffing. We consider input on training adequacy from suppression leadership and firefighters, observe in-station training, assess the curriculum being used, and review training records to make an assessment of the adequacy of the training. We evaluate the level of management training, which is still generally weak nationally. Most fire officers get good technical training but little information on how to manage subordinates in an increasingly complex environment. We examine information systems used in support of management and support services in terms of comprehensiveness of information, reliability, and user-friendliness. We assess the maintenance of vehicles and stations, looking at data on vehicle downtimes; viewing the condition of a sample of stations and vehicles first-hand; interviewing firefighter and officer satisfaction with vehicles and stations; and reviewing the age of the fleet and the replacement plans. We will both observe the police/fire dispatch and communications center and to some extent the EMS dispatch operation, and how the two work together to determine how efficient they are in handling calls, and how accurate and useful is the data they generate from the CAD system. We review the time it takes to dispatch calls,by type. We consider the quality of the operation and the level oft ining of personnel. ThData Corporation 28 October 2001 Fort Worth Proposal Part 111,Program(Technical Work Plan) We review the adequacy of—administrative support functions (personnel, budgeting and finance,clerical support); this area is often short-changed, and it can affect overall department efficiency. (Murphy, Souder, Word-Haley, Weed, GRA) Task 15. Review Fire and Injury Prevention (including Public Education) — We will review the four major aspects of prevention: the codes being used and the plans review process; code enforcement/inspections; public fire education; and fire investigation/arson control. In regards to codes, we consider which national standards or variations are used. Particularly important for future planning is the level of sprinkler legislation. Generally, the more types of occupancies that are required to be sprinklered, the safer the City will be from fire in the future. There are economic and political tradeoffs, but many cities are overcoming barrie'rs to create stronger codes by showing businesses that it is in their interest to install sprinkler systems. (Louisville, Kentucky recently made major progress in this area.) For code enforcement, we review the extent and frequency of annual inspections to commercial, industrial, and residential occupancies. Few cities are fully meeting inspection requirements with their inspection bureaus alone. The use of line firefighters, self-inspection forms for low-risk properties, and other ideas have helped reduce the inspection burden in many departments. We review the extent to which the FWFD uses line firefighters to conduct inspections. Perhaps the most cost-effective element of prevention is public fire and injury education. We consider the targeting of public education to high-risk groups and leading causes, the extent to which smoke detectors are being used and maintained, and the quality of the materials and the messages. TriData has written several landmark reports on public fire education, including Overcoming Barriers to Public Fire Education, Proving Public Fire Education Works, and most recently,Reaching the Hard-to-Reach, which describe how communities across the United States are reaching the highest-risk groups. We have already reviewed the City's fire and arson investigation unit, its arson clearance rates, and programs aimed at juvenile firesetters under the on Unit TriData Corporation 29 October 2001 Fort Worth Proposal Part Ill.Program(Technical Work Plan) Technical Assistance Program contract we have with the U.S. Fire Administration. We will review progress on recommendations made. (Schaenman, Murphy, Word-Haley) Task 16. Management and Organization — We will have gathered a good feel for how well the fire department works as an organization, and how well it is managed at various levels by meetings with most of the chiefs, meetings with many firefighters and officers, and observation of operations and communications as the project proceeds. In this task we will pull together the observations and also assess internal communications, employee grievances, lines of accountability, how the interrelationships of training/operations takes place, and how reasonable the organization chart is. There are many, diverse models of fire department organization that work well. The fire chief peer review panel will review project staff findings on management and organization and other strategic issues. (Murphy, Richmond, GRA, peer review panel) Task 17. Development of Long Range Plan —This is perhaps the most crucial task in the study. Based on the detailed review of current service levels, and any gaps or deficiencies identified, and opportunities for improving efficiencies and cost effectiveness,we will develop a series of options for the future including changing the services that are delivered and how they are delivered. Cost estimates would be provided for any non-trivial options or recommendations. The options would include the following: • Identification of activities that might be added, eliminated, or combined. (For example, adding EMS transport units to enhance EMS delivery; adding more proactive prevention programs to keep a lid on demand, and reduce losses; reducing inspection of simple, low-risk occupancies in favor of self-inspections.) • Discussion of what activities can be assigned to others. (For example, assigning line companies to perform inspections.) • Suggestions for what additional revenues can be raised(e.g.,prevention tasks, ALS treatment or transport). • Ideas for what things can be done more effectively(For example, changing the EMS delivery approach, rearranging the organization and TriData Corporation 30 October 2001 Fort Worth Proposal Part 111.program(Technical Work Plan) management structure, or by adding new technologies to the Department such as a records management system.) • A list of where low- or no-cost labor can be used. (This will include consideration of volunteers, civilian employees, or other staffing alternative that will help to reduce the cost or find efficiencies in the budget.) • Considering where capital investments cab be substituted for labor expenses. e improved. • Discovering how information-gathering methods can be • Identifying where demand can be reduced or services rationed. For example, incorporating more prevention and public education into the system. policies that can help • Assisting the economic development team to create p strengthen the economic base and promote economic development. We need to discuss with the City's project manager the degree to which it will be desired for the consultant to provide guidance for planning, prioritization, and implementation vs. actually making the recommendations. We have done both in previous projects; examples of how the information was presented can be viewed in the various example reports included in the proposal package. (Team) Task 18. Develop Draft Final Report and Make Presentation of Tentative Findings and Recommendations —By April 1, 2002 we will produce a Draft Final Report that will summarize the services that are being performed by the FWFD and present our evaluation of their strengths,weaknesses and recommendations for future change. Our demand projections will be included. The report will present a set of options and a prioritized series of recommendations for the future,with a discussion of costs and benefits of each major option for 5-, 10-, and 20-years out. it will address budget, facilities, apparatus, response times, and other performance standards. Each area specified in the scope will be included in this report. The Draft Final Report will be provided to the City's project manager for dissemination to others for review. In addition to distributing copies of the draft,we propose having a meeting to discuss the highlights of our findings and recommendations. This presentation can be simultaneous with the distribution of the draft,or precede it, at your choice. We can mutually decide on this later in the study. (Schaenman, Weed, et al) 31 October 2001 TriData Corporation Fort Worth Proposal Part 111. Program(Technical Work Plan) Tasks 19 and 20. Review of Draft and Revisions—The Draft will be reviewed and resubmitted (if the changes are not trivial) for a second round of review by the City. Task 21. Completion of Final Report and Presentation — After receiving comments on the Final Draft,TriData will make final changes, perform a final edit, and officially submit our final report,Analysis of the Fort Worth Fire Department, to the City of Fort Worth. The final report will include an Executive Summary of the highlights of the study's findings and recommendations. Cost implications will be discussed for any recommendations for which they will be significant. We also will discuss proposed changes to organization and management structure, staffing levels, work requirement, training requirements, or operational policies. We will provide recommendations for the priorities among the recommendations. A formal presentation will be made of the results around June 1-15, 2002 or at the City's convenience. Timeline The tentative timeline for the study is shown in the chart on the next page. It can be modified to suit any key budget-planning or decision dates. If started by November 1, 2001 we can provide a Draft Final Report by May 1, 2002. The Final Report would be produced by May 31, 2002. TriData Corporation 32 October 2001 Proposal Part III. Program (Technical Work Plan) Project Timeline — Analysis of Fort Worth Fire Department Tasks Project Month 1 2 3 4 2 I 4 1121 31 4ij 21 31 4 i 21 31 4 1. 'Ku:Acuff Conference Call 2. Collection of Background Material 3.. f7,(..view Background Information 4 intal Meetings and Triage of Issues with C:ind Fire Department Officials „. follow-up Interviews with Department and City Leadership Domand and Risk Analysis 7 Comparative Analysis 8.3, Analysis of Current and Future Fire Station Location, Apparatus, and Staffing ,,Vorpatives 10 Evaluation of Fire Operations Evaluation of Special Operations TY, Evaluation of Fire Company -Provided Emergency Medical Services 13 Evaluation of Overall EMS System and EN15 Transport Alternatives Evaluation of Support Services 15., Review Fire and Injury Prevention 1(1. Management and Organization I 7.. Development of Long Range Plan 13 Draft Final Report and Presentation of 7, optative Findings and Recommendations 7(,20, Review of Draft and Revisions . Final Report and Presentation Akictt onal Periodic Progress Meetings with City A L A 4A IONO111 O 11 MOI 6 • 7 ').;ita Corporation 33 October 2001 Fort Worth Proposal PART IV - PROJECT MANAGEMENT STRUCTURE The proposed project management structure is outlined on the next page. In Part VI(Personnel) a more detailed version of this chart is included showing each staff member on the project, their major role, and how they fit in the organizational hierarchy. Our project management structure has been successful for 20 years. TriData is a separate corporation, fully owned by its parent company System Planning Corporation (SPC). Philip Schaenman, the president of TriData will personally be the project manager for the Fort Worth study. He reports directly to Dr. Ron Easley, the CEO of System Planning Corporation. SPC is not in the line project management; all responsibility for this project resides with Philip Schaenman, TriData's president and the proposed project manager. We draw on SPC resources, support resources for things such as production, production of financial reports (which we receive weekly), information services, legal services, and facilities. The TriData project manager will report directly to Fort Worth Contract Administrator and/or any other arrangement Fort Worth wishes to have for managing the project. Because of the size of this project, we have designated James Weed, Deputy Director of our Center For Local Government Studies, as the deputy project manger. He and Schaenman have subject areas that they are responsible for within the project as well as project management responsibilities. Ruth Barth, the Executive Assistant to Philip Schaenman, will act as the coordinator of project support services. She will be responsible for coordinating travel through our M/WBE Fort Worth travel agency, Gulliver's Travel, and for the production of drafts and the final report. Becky Grimm, CEO of our local Fort Worth M/WBE firm, will report to TriData's project manager for this project. She and another principal staff member (Richard Price)will be directly involved in undertaking most of the work, though some might be delegated to subordinate employees of theirs. We have used an average hourly rate for them. We have integrated their staff,our in-house staff, and some of our outside consultants into one integrated project staff under Schaenman and Weed. This type of project organization has worked successfully in over 75 projects, including 20 metro city fire department studies of equal scope and complexity to this study. TriData Corporation 34 October 2001 Worth Proposal IV. Project Management Structure System Planning Corporation Dr. Ron Easley, CEO TriData Staff 11111111 11111 Project Management Structure City of Fort Worth Contract Administrator TriData Philip Schaenman, Project Manager Jim Weed, Deputy Project Manager TriData Consultants Gulliver's Travel Susan Boysen Sub -contractor GRA — Becky Grimm, CEO Richard Price, Partner Other staff '1" ,y0;ita Corporation 35 October 2001 Fort Worth Proposal PART V — PRIOR EXPERIENCE (CORPORATE) This section includes relevant experience about TriData and its subcontractor. Also included is a list of innovations implemented by former clients, a list of local goverriment studies that our key personnel have actively participated in, and references and letters of commendation from former clients. Details on the experience of each person on the project team are included in Part VI—Personnel, to avoid listing their qualifications twice. About TriData TriData specializes in consulting and research on Fire and emergency medical service systems, fire protection, and emergency management studies. This includes development of comprehensive reviews, long-term strategic plans and facilitating meetings of stakeholders in the process of developing plans. We have a staff of 24 employees and over 40 affiliated consultants in many states. Our clients include local, regional, national, and foreign governments. Our research spans national and international projects in public safety. We are celebrating our 20th anniversary this year. Philip Schaenman, a former Associate Administrator of the United States Fire Administration who headed the National Fire Data Center and fire technology programs, founded TriData in 1981. TriData is a wholly owned subsidiary of System Planning Corporation(SPC}, a 200-person defense and national security contractor that specializes in high technology and management analysis of issues affecting the nation's security. TriData's president, Philip Schaenman,reports to the CEO of SPC. As a subsidiary of SPC,TriData has access to SPC's technical staff, computer facilities, graphics department, and project accounting systems, telecommunications, technical library, and many other resources. This organization reduces overhead dramatically, which allows us to use very high caliber, nationally known staffing on our projects. TriData and its parent fi rm are co-located in Arlington, Virginia. The majority of our work deals with fire, EMS,rescue management, and counter- terrorism. TriData undertakes about halt of its work for local governments and private industry, and the rest for the federal government, including the United States Fire Administration, Federal Emergency Management Agency, Department of Justice, Department of Transportation,Department of Interior, and the U.S. Forest Service. By TriData Corporation 36 October 2001 Fort Worth Proposal Part V.Prior Experience(Corporate) performing a wide range of fire and EMS studies, we bring in-depth state-of-the-art knowledge of virtually all aspects of fire and EMS management to each county study. Our county management studies, in turn,bring to our research the ground truth of today's budget realities and constraints, as well as the opportunities and problems of local government. TriData has become nationally and internationally known for the excellence of its management studies for fire and EMS departments, and for advances it has made to the knowledge of EMS and fire protection management. We have undertaken comprehensive fire and EMS studies for cities,counties ranging from 20,000 to 3 million in population. We have been undertaking studies in this field since 1481. We have undertaken 75 studies of local fire departments, of which 20 were metro fire departments. Our clients have included Houston,Texas, and Seattle, Washington—which has some of the most highly regarded EMS systems in the world. Other clients included Washington, D.C.; Chicago, Illinois; Broward County, Florida; Palm Beach County, Florida; Jacksonville, Florida; Colorado Springs, Colorado; Orange County, Florida; Sacramento, California; Portland, Oregon; Nashville,Tennessee; and Des Moines, Iowa. Each study is different from the others. We tailor the analysis to the particular situation. At least one of our proposed project staff for Fort Worth participated in each of these studies. All of the proposed project staff have participated in many of the studies (except for the local M/WBA firms added just for this study). Our State of Texas clients have included Houston,Fort Worth, Austin, and San Antonio. We teach at the Texas A&M annual summertime fire school and we have undertaken a study of state codes for the State Fire Marshal's Office. Past or present Chiefs of Dallas,Houston, and Arlington are among our references. TriData has a reputation for technical excellence, objectivity, and fairness of our studies. We base much of our work on hard data,but we also spend a great deal of effort soliciting information,opinions, and perceptions from county management, fire and EMS company management, and individual members of the fire and EMS department. We also observe delivery of services in the field. We have had unusually good success in forming consensus about needs and solutions. In addition to comprehensive studies of fire and EMS departments,TriData is well known for its many groundbreaking studies of public safety and emergency I October 2001 TriData Corporation 37 Fort Worth Proposal Part V.Prior Experience(Corporate) management issues for the United States Fire Administration, local governments, and other sponsoring organizations. The topics include international concepts in fire and EMS protection; fire and injury prevention; alternative funding sources for fire and EMS functions; fire and EMS driver training programs; major fire and disaster investigations; dispatch and communications; and analysis of fire and EMS management data; and performance measurement of fire and EMS services. We have commendation letters from many of our clients in local, state and federal government. (Some examples are enclosed.) We have an excellent track record of producing the key information on our projects when the clients need it; this includes intermediate products or results needed for early decision-making. We have a reputation as one of the premiere, if not the premiere, fire/EMS management consulting firms in the nation. We have passed every DCAA and IRS audit, with no changes—a rather remarkable record of which we are extremely proud. We have kept within our proposed rates for most of the last 20 years. We have a very strong financial record, no corporate debt, and have been profitable every year since our inception. Summary of Qualifications Tn*Data has undertaken over 75 studies of local fire and EMS departments and systems of departments, of which 20 were for metro-sized fire departments. They are listed following this page. Also included are some detailed write-ups of the projects. In almost every project, we facilitated meetings to discuss inputs to variously named long- range plans, strategic plans, and master plans. Our staff serves as instructors on planning. Besides our fire studies for local governments, TriData also does significant research on state-of-the-art fire protection, EMS, strategic planning, hazmat,technical rescue, and counter-terrorism. One of our specialties is the deployment of fire and EMS units and associated modeling. TriData has a great deal of credibility with city management and the public. We are frequently quoted and asked for technical assistance by the media. Our reports are written straightforwardly with a minimum amount of jargon so that city councils and city management, the general public, and the media can readily understand the issues and analyses. TriData Corporation 38 October 2001 Fort Worth Proposal Part V. Prior Experience(Corporate) TriData Examples of Recommendations Implemented by Previous Clients TriData is proud of the creativity and innovations of our work. We have had impact on scores of fire and EMS departments with our research and management studies. Listed below are examples of innovative ideas that have been implemented based on our recommendations. These are not the only things implemented,just some examples that we know of. Houston, Texas—Following our study in the summer of 2000, the Houston Fire Department initiated a major reorganization of its EMS Division. It implemented the use of paramedic chase cars and peak-scheduled ambulances in an effort to reduce response times and maximize the use of personnel. Following the system redesign, ALS response times were reduced by an average of two minutes, citywide, an enormous improvement. They were constrained by a limited number of paramedics. Jacksonville, Florida—The City Council approved the funding to construct two additional fire stations, as recommended by our 2001 study, and locate them as suggested. The full set of recommendations has become part of their long range planning. Palm Beach County, Florida—TriData found their planning of fire stations and deployment to be among the best in the nation, and suggested ways to further justify their innovative and controversial use of hybrid apparatus, "either/or" units, and other cost- saving innovations. We also suggested use of paramedic premiums only for those assigned to ambulances or paramedic engines. This study was co-sponsored by the Fire Department and LUF. South Shore, Wisconsin —Following our successful consolidation study for the seven communities of North Shore, we performed a consolidation study for two communities on the South Shore (Cudahy and South Milwaukee). Cudahy and South Milwaukee chose to follow our recommendation and are in the process of consolidating. North Shore, Wisconsin —In 1993, we evaluated the potential benefits and drawbacks to the Consolidation of seven communities in the Milwaukee suburbs. Following our report, the communities chose to fully consolidate their fire departments, based on potential improvements to fire department operations in the region. Four well-located stations replaced seven. We also developed a successful funding structure for the consolidated department,which bases communities' contributions on population, assessed land value, and actual usage of the emergency services system. TriData Corporation 39 October 2001 Fort Worth Proposal Part V.Prior Experience(Corporate) Chicago, Illinois—On July 14, 2000, The Chicago Tribune reported how successful the addition of ambulances has been in reducing ambulance response times and ALS workload in Chicago. Adding ambulances was one of our major recommendations. The Department has also raised the prominence of EMS, a major cultural divide there,by making the former Deputy Commissioner for EMS the number two person in the Department. The Hazardous Materials fleet was expanded. A level of management (Deputy Assistant Commissioner) was eliminated. A key question asked of us was whether the CFD should transition an 8-hour shift; after the study illustrated the likely negative impact of such a move, the Department chose not to make the switch. Ways to improve supervision of employees and training of managers are being implemented. Anchorage,Alaska—Based on a draft of our report, the Anchorage Fire Department hired four additional fire inspectors, reorganized the Fire Department into five divisions, and started planning for the addition of two new stations. Many other changes were planned, following the release of the final report in July 2000. Everett, Washington —Based on recommendations made by our project team during the first weeks of the study, the city decided to rebuild a station and purchase a Quint rather than a tiller truck. Both are examples of critical decisions made early in a study to meet the needs of the client. Des Moines, Iowa—They are planning to add stations in accordance with the plans we recommended. They revamped their prevention program. Naperville, Illinois—Two additional stations were recommended, in part to cope with increasing traffic congestion. The city has already constructed one and the second is planned. Also, as we recommended,the Fire Department was reorganized into five divisions. St. Petersburg, Florida—We worked with St. Petersburg to pioneer the development of performance measurements for the fire service in the 1970s. St. Petersburg continued to use some of the pilot-tested measures for over a decade. Especially noteworthy and unique was their collection of data by the suppression forces on the preventability of each fire. This data was used to help justify the reallocation of some suppression slots to prevention, especially to increase public education efforts. TriData Corporation 40 October 2001 Fort Worth Proposal Part V. Prior Experience(Corporate) Omaha, Nebraska—Our 1994 management study of the Omaha Fire Department led to several changes, including a major reorganization of the Department. A shift commander position created from among the Battalion Chiefs, with no increase in their number. Also, a committee of Assistant Chiefs—the first major step toward a more participatory management style we recommended— made the choice among our organization options. . A major change was made in the implementation of Emergency Medical Services quality control. A captain-level field supervisor of paramedics was created in FY 95 to strengthen case management review and field supervision of emergency medical operations. The budget also added funding for a part-time medical director. The HazMat unit received more up-to-date equipment and upgraded training to make their cross- trained, dual function more viable. The city accelerated the purchase of engines to replace the very old front-line fleet that was experiencing high maintenance costs. A stronger juvenile firesetter program was implemented and integrated into the arson squad's activities. Portland, Oregon —The Operations Division redeployed staffing to make engine and ladder companies more uniform in composition instead of varying from 3 to 6 personnel based on history and tradition. This greatly simplified use of the Incident Command System, and allow6d all companies to be staffed with four personnel without adding more personnel overall. A mix of Basic Life Support and Advanced Life Support rescue units and a few ALS engines were replaced with all ALS rescue units and an increased use of ALS engines, to improve the level of EMS quality without a staff increase. The six-person HazMat team was subdivided so that a fast response two-person team could be sent first to HazMat incidents that were not known to require the full team. In a major policy change the Portland City Council approved the Fire Department to submit a bid to the County by December to take over Advanced Life Support transport from the private sector, as we recommended, including the revenues from transport. The Fire Department created a formal Citizens Advisory Board to help guide prevention policy and targeting. The public education campaign was recast to emphasize citizen responsibility for fires. The Fire Department formed a statewide coalition to develop revisions to statewide law to remove obstacles to greater use of sprinkler systems. Tacoma, Washington —In our 1992 study, we recommended the Department improve its lean staffing situation by staffing one of two new, high-tech fireboats with a cross-trained crew from an engine company, instead of using a dedicated crew for each boat. Analysis showed that fireboat response times from the one boat staffed full-time could suffice to handle most of the City's demand,with the second boat staffed only as needed. Tacoma also increased its prevention program to improve the outcome measures of reduced deaths, injuries, and fires. A dramatic reduction in deaths was credited to the program, Deployment changes were also made. Seattle, Washington —The Seattle Fire Department underwent a significant reorganization and redeployment as a result of our comprehensive study. That allowed it to maintain suppression and improve prevention with approximately the same overall staffing level. The city acknowledged their lean status and need for improvement, and reduced cuts in the budget that had been planned. The public education function was increased. TriData Corporation 41 October 2001 Fort Worth Proposal Part V.Prior Experience(Corporate) Norwalk, Connecticut—As part of cost cutting, the city was planning to reduce all engine companies from four- to three-person staffing. We showed that the elimination of Chiefs Aides and some redeployment of rescue squad and other personnel could maintain the essential staffing in all but one company. We identified and documented some major communications protocol errors that were taking place in their joint police- fire communications center that significantly delayed the dispatch of certain fire calls. A no-cost change in procedures by the police-run center reduced the potential for delays. Sacramento, California—The city joined the County Regional Communications Center consortium and switched from operating with City Police to operating in a regional fire and EMS communications system. This was viewed as a significant step toward more regional planning. The Fire Department took on transport for 35 percent of all ALS calls. This was viewed as a first step toward lowering costs of EMS transport. The City Planning Commission approved the first housing development in which residential sprinkler systems were to be employed to cope with higher density development(and narrow streets). The inadequate City fire training center was to be replaced by use of a surplus Army Depot that will provide regional training, with shared costs. TriData Corporation 42 October 2401 1 , Worth Proposal Part V. Prior Experience (Corporate) Local Government Studies (Stars indicate studies of comparable scope for large fire departments.) LOCAL GOVERNMENT FIRE AND EMS MANAGEMENT STUDIES JOB. NAME OF LOCAL YEAR OF NO, GOVERNMENT ENTITY PROJECT NAME, CONTACT, ADDRESS, PHONE STUDY Broward County Fire Rescue Study, Roberto Hernandez, Fire/Rescue Depaitinent, 2601 West Broward 2001 *EC(!. Broward County, FL t1,5 M pop.) Boulevard, Ft. Lauderdale, FL 33312, (954) 831-8200. EC(, 7 Brighton, CO (32,000 pop.) Comprehensive Assessment of the Greater Brighton Fire Protection District, Robert Parker, Fire Chief, Greater Brighton Fire Protection District, 425 South Main Street, Brighton, CO 80601, (303) 659-4101. ECU Springfield, NJ (14,500 pop.) EC-; Brookline, MA (54,700 pop.) 17(26 1 St. Cloud, MN (45,000 ECoi' , \Vest Palm Beach, Fl. (76,300 pop.) Miramar, FL (59,600 pop.) ! FC5f Ottawa, ON, Canada (750,000 pop.) North Metro [Denver], Co 130,000 pop.) 2001 Management Review, Township of Springfield Fire Department, Richard J. Sheola, Township Administrator, 2001 Municipal Building, 100 Mountain Avenue, Springfield, NJ 07081, (973) 912-2201. EMS/Ambulance Study, Sean R. Cronin, Assistant Town Administrator, Town of Brookline, 333 Washington 2001 Street, Brookline, MA 02445, (617) 730-2206. Assessment of Fire Services Review Study, Chris Hagelie, City Administrator, City of Saint Cloud, City Hall, 2000 400 Second Street South, Saint Cloud, Minnesota 56301, (320) 650-3101 Management Study for Fire Rescue Department, Chief James Carman, City of West Palm Beach Fire Department, 500 North Dixie Highway, West Palm Beach, FL 33401. Fire Department Comprehensive Study and Delivery of Service Analysis, James L. Hunt, Chief of Fire - Rescue, 14801 Southwest 27`h Street, Miramar, FL 33027, (954) 430-5313. Comprehensive Study Of The New City Of Ottawa Fire Department, Steve Kanellakos, General Manager, Protective Emergency Services, 1 1 1 Lisgar St., Ottawa, Ontario, CAN K2P2L7, (613) 580-4751, ext. 5654. Analysis of North Metro Fire Department and Cherryvale Fire Protection Districts, Dino Ross, Esq., Clanahan, Tanner, Downing and Knowlton, PC, 730 17th St., Suite 500, Denver, CO 80202, (720) 359-9500. South Shore [Milwaukee} Multijurisdictional Fire Service Study for Cities of Cudahy and South Milwaukee, Chief Richard Demien, WI (45,000 pop.) Cudahy Fire Department, 4626 South Packard Avenue, Cudahy, WI 53110, (414) 769-2232. EC -4 2 Palm Beach County, H. Service Delivery Study of the Fire Rescue Department, Michael O'Brien, Palm Beach County Internal (1M pop.) Auditor's Office, 301 N. Olive Avenue, Room 1002.5, West Palm Beach, FL 33402, (904) 278-8980 EC.4i) Everett, WA (86,000 pop,) " Winnipeg, MB, Canada (624,000 p2p.) Albuquerque, NM (385,000 pop.) EC- 2000-01 2000-01 2000-01 2000-01 2000-01 2000 Comprehensive Fire Department Study, Chief Terry 011is, Everett Fire Department, 2811 Oakes Avenue, 2000 Everett, WA 98201, (425) 257-8100. Comprehensive Risk Analysis for the Emergency Response Service Department, Mr. Wesley H. Shoemaker, 2000 Chief Operating Officer, 151 Princess Street, 5th Floor, Winnipeg, MB R3B ILI, (204) 986-6330 Management Operations Analysis of the Albuquerque Police -Fire Emergency Communications Center, Mr. 2000 Ted Shogry, Director, Office of Management Operations Improvement, City of Albuquerque, P.O. Box 1293, Albuquerque, NM 87103, (505) 768-3069 1.3 Corporation 43 October 2001 For/ ortI) Proposal Part V. Prior Experience (Corporate) LOCAL GOVERNMENT FIRE AND EMS MANAGEMENT STUDIES JOB. NAME OF LOCAL YEAR OF NO. GOVERNMENT ENTITY PROJECT NAME, CONTACT, ADDRESS, PHONE STUDY Sullivan County, NY Fire and EMS Consolidation Study, Kathy Jones, Director, Office of General Services, Sullivan County 2000 -0,000 pop.) Government Center, 100 North Street, Monticello, NY 12701-5192, (914) 794-3000, x3322 EC-34 Schaumburg, IL Operations Analysis of Schaumburg Fire Department, Brian Townsend, Assistant Village Manager, Village 2000 (75,000 pop.) of Schaumburg, 101 Schaumburg Court, Schaumburg, IL 60193, (847) 923-4702 sEC ; i3cksonville, FL Comprehensive Fire Service Assessment and Long -Range Fife Service Master Plan for the Jacksonville Fire 2000 :636,000 pop.) and Rescue Department, Lorin L. Mock, Chief of Operations, Jacksonville Fire and Rescue Department, 515 North Julia Street, Jacksonville, FL 32202, (904) 798-1145 , EC;3 2 Arlington County, VA Comprehensive Assessment of Fire and Emergency Medical Services; Development of Long -Range Fire 2000 265,000 daytime pop,) Service Plan, Chief Fire Marshal Shawn Kelley, Arlington County Fire Depaitnient, 2100 Clarendon Boulevard, Suite 400, Arlington, VA 22201, (703) 228-4645 sEC:•3: flouston, TX Comprehensive Management Review of the Houston Fire Department, Ms. Mary Eversole, Office of the 2000 I 8 million pop.) Mayor, P.O. Box 1562, Houston, TX 77251, (713) 247-1748 1‘1'1 Airport (Maryland Organizational and Operational Review of the Fire Rescue Service at Baltimore/Washington International 2000 Aviation Administration) Airport, Claude A. Samuels, Deputy Associate Administrator, Office of Airport Operations, Maryland Aviation Administration, P.O. Box 8766, BWI Airport, MD 21240, (410) 859-7100 'EC' •2s) \nchorage, AK Fire Department Management Review, Mr. Peter Raiskums, Municipality of Anchorage, Internal Audit, 632 1999 58,800 pop.) West Sixth Avenue, Anchorage, Alaska 99501, (907) 343-4438 EC.2r"; West Des Moines, IA Fire and EMS Services Study, Ms. Jane Paupa Dodge, Project Manager, City of West Des Moines, P.O. Box 1999 (44,500 pop.) 65320, West Des Moines, IA 50265, (515) 222-3602 EC-2 iloardman Township, 011 Fire Department Study, Mr. Curt B. Seditz, Administrator, Boardman Township, 8299 Market Street, 1999 (46,000 pop.) Boardman, OH 44512, (330) 7264177. EC-2 ; Calvert County, MD Fire -Rescue -EMS Comprehensive Master Plan, Ms. Cathy All, Calvert County Department of Public Safety, 1999 ,(T73,000 pop.) Fire -Rescue -EMS Division, 175 Main Street, Courthouse, Prince Frederick, MD 20678, (410) 535-1600. , Worcester, MA Fire Department Operations Study, Mr. Tom Hoover, City Manager, City of Worcester, City Hall, Room 1999 (170,000 pop.) 404, 455 Main Street, Worcester, MA 01608, (508) 799-1175. EC.2 I Deerfield Beach, FL Comprehensive Assessment of Specific Management and Organization Issues, Mr. Larry Deetjen, City 1999 (50,000 pop.) Manager, City of Deerfield Beach, 150 NE 2" Avenue, Deerfield Beach, FL 33441, (954) 480-4263. EC.20 Naperville, IL Consulting Services, Ms. Jessica A. Mott, Naperville and Chief Alan Rohlfs, Naperville Fire Department, 1999 ( 126,000 pop.) 1380 Aurora Avenue, Naperville, IL 60540, (630) 420-6755; Mr. Peter T. Burchard, City Manager, P.O. Box 3020, Naperville, IL 60466-7020, (630) 420-6111. EC.!Bellevue, WA Fire Department Deployment Model Evaluation, Ms. Judy Louisell, City of Bellevue, 11511 Main Street, 1999 r,3 Corporation 44 October 2001 JOB, NO.-, EC-1 Wrth Proposal Part V. Prior Experience (Corporate) LOCAL GOVERNMENT FIRE AND EMS MANAGEMENT STUDIES NAME OF LOCAL GOVERNMENT ENTITY (104,000 pop.) South Metro (Denver), CO (100,000 pop,) Wichita, KS (310,000 pop.) Et.7-2 Cherry 11111, NJ (69,000 pop.) ECAY.7 Wake County, NC (142,000 pop.) City of Chicago, IL (2.8M pop.) City of East Lansing, MI, Meridian Charter 'township 1,000 pop.) 'ER City of Colorado Springs, CO (281,000 pop.) Orange County, FL (600,000 pop.) E Vernon Township, NJ (23,000 pop.) EA -4,) Township of Hamilton NJ (89,000 pop.) District of Columh a (.600,000 pop.) EA-24 City of Des Moines, IA (194,000 pop.) PROJECT NAME, CONTACT, ADDRESS, PHONE Bellevue, WA 90012, (425) 452-6178. Management and Personnel Analysis and Master Plan for South Metro Fire Rescue District, Mr. Matthew R. Dalton, Grimshaw & Harring, P.C., One Norwest Center, 1700 Lincoln Street, Suite 3800, Denver, CO 80203-4538, (303) 839-3800. Fire Station Location Study, Ms. Carol McMillan, City of Wichita, Department of Finance, City Hall, 12th Floor, 455 North Main Street, Wichita, KS 67202, (316) 268-4300. EMS and Fire Consolidation Study — Cherry Hill with Fire District #13, Township of Cherry Hill, New Jersey, Ms. Lenore Rosner, Director of Operations, 820 Mercer Street, Cherry Hill, NJ 08002, (609) 488- 7848. EMS Comprehensive System Assessment, Wake County, North Carolina, Mr. Joseph Zalkin, Project Coordinator, 331 South McDowell Street, Raleigh, North Carolina 27601, (919) 856-6021. Fire Department (and EMS) Organization and Management Study, City of Chicago, Illinois, Mr. John Flynn, Deputy Budget Director, City Hall, 121 N. LaSalle Street, Room 403, Chicago, Illinois 60602-1284, (312) 744-9588. YEAR OF STUDY 1999 1999 1999 1998-99 1998-99 Fire and EMS Service Consolidation Study, City of East Lansing and Meridian Charter Township, Fire Chief 1998-99 Phillip Vorlander, Fire Department, 1700 Abbott Road, East Lansing, Michigan 48823, (517) 337-1731. Fire and EMS Service Assessment and Long Range Fire Service Plan, Mr. Brett Lacey, Fire Marshal, City of Colorado Springs, 101 West Costilla Street, Suite 129, Colorado Springs, Colorado 80903, (719) 385-7355. Review of Fire and EMS Services, Orange County, Florida Board of Commissioners, Ms. Ceretha Leon, Assistant County Administrator, P. O. Box 1393, Orlando, Florida 32802, (407) 836-5320. Volunteer Fire Departments Organization and Equipment Analysis, Mr. Richard Sheola, /former/Township Administrator, P. O. Box 340, Vernon, New Jersey 07462, (201) 764-3273. Fire and Rescue Services Study, Township of Hamilton, Mr. Joseph Bellina, Township of Hamilton, 2090 Greenwood Avenue, Hamilton, New Jersey, 08650, (609) 890-3506. Development and Implementation of a Management Reform Plan for the District of Columbia Fire and EMS Service; Mr. Russell Smith, District of Columbia Financial Responsibility and Management Assistance Authority, One Thomas Circle, Washington, D.C. 20005, (202) 504-3405, or Chief Donald Edwards, (202) 473-3320. Comprehensive Review of Des Moines Fire and EMS Service, Chief Kenneth Danley, Des Moines Fire Department, 900 Mulberry Street, Des Moines, Iowa 50309, (515) 2834237. 1998 1998 1998 1997-98 1997-98 1997 Corporation 45 October 2001 Fort 1,1,1,,r111 Proposal Part V. Prior Experience (Corporate) JOB. NAME OF LOCAL • NO: E-S9 LOCAL GOVERNMENT FIRE AND EMS MANAGEMENT STUDIES GOVERNMENT ENTITY Kalamazoo, MI (81,300 pop.) E-854 ; Palm Beach County, FL (471,000 pop.) E-S2o ( ireenwich, Cl' (50,000 pop.) *E-7174 City of Nashville, TN 610,000 pop.) Isabella County, MI (32,000 pop.) *E-17.5 ,• City of Portland, OR 1 (430,000 pop.) City of Vancouver, BC (,430,000 pop.) St. Johns County, El. f 84,000 pop.) 41E-65;2. Portland, OR (430,000 pop.) • Bowling Green, KY (41,000 pop.) City of York, Ontario, Canada (135,000 pop.) *E-1/75 Omaha, NE (349,000 pop.) •E-5;21 Wake County, NC (420,000 pop.) E..51 ;".. Groton, CT PROJECT NAME, CONTACT, ADDRESS, PHONE Public Safety Department, Cost Reduction Analysis, Asst. Chief Bob Dievendorf, Department of Public Safety, 241 West South Street, Kalamazoo, MI 49007, (616) 337-8123. Fire Station Location Study, Chief Herman Brice, Palm Beach County Fire Rescue, 50 S. Military Trail, West Palm Beach, FL 33415, (561) 233-0010. Volunteer Firefighter Retention and Recruitment Program, Chief Noel B. Padden, Greenwich Fire Depattment, 15 Havemeyer Place, Greenwich, Cl 06830, (203) 622-3950. Operations Study of Fire and EMS Service, Chief Buck Dozier, Nashville Fire Dein' ti ent, 500 2nd Avenue N., Nashville, TN 37201 (615) 862-5421. Emergency Medical Services System Analysis, County Commissioner Larry Beltnick, Isabella County Building, 200 N. Main Street, Mount Pleasant, MI 48858, (517) 772-0911. Comprehensive Operational Review and Evaluation (CORE), Mr. Tom Feely, City of Portland, Oregon, Bureau of Fire, Rescue and Emergency Services, 55 SW Ash Street, Portland, Oregon 97204, (503) 823- 3700. Comprehensive Review of Location of Fire Halls and Development of Apparatus and Staff, Mr. Wayne Oudijn, Manager Planning and Research, Vancouver Fire and Rescue, 900 Heatley Avenue, Vancouver, British Columbia V6A 3S7, (604) 665-6086. Evaluation of St. Johns County Fire Service, Mr. John Mantay, Assistant County Administrator, P.O. Drawer 349, St. Augustine, Florida 32085, (904) 823-2501. Fire Station Location Study, Captain Steven Schulz, Portland Bureau of Fire, Rescue, and Emergency Services, 55 SW Ash Street, Portland, Oregon 97204, (503) 823-3700. Survey of the Bowling Green Fire Department, Chief Vindell Webster, City of Bowling Green Fire Department, 701 East Seventh Avenue, Bowling Green, KY 42101, (502) 781-9702. Review of the Fire Department Operations of the City of York, Elma Lobo, Commissioner, Human Resource Services, The Corporation of the City of York, 2700 Eglinton Avenue West, City of York, Ontario M6M 1V1 Canada, (416) 394-2598. Comprehensive Review of Omaha Fire Department, Chief Donald Brunken (ret.), Omaha Fire Department, 1516 Jackson Street, Omaha, Nebraska 68102, (402)444-5700. Fire Protection Capability Study, Mr. Raymond Boutwell, Wake County, P.O. Box 550, Raleigh, North Carolina 27602, (919) 856-6349. Dispatch Consolidation Study, Deputy Chief Vance Lamb, Town of Groton Police Depaitment, 68 Groton Long Point Road, Groton, Connecticut 06340, (203) 445-2900. YEAR OF STUDY 1996-97 1996 1996 1996-97 1995-1996 1995 1995 1995 1995 1994 1994 1994 1994 1994 1::),CA Corporation 46 October 2001 1,1! ',Vora' Proposal Part V. Prior Experience (Corporate) LOCAL GOVERNMENT FIRE AND EMS MANAGEMENT STUDIES JOB. NAME OF LOCAL NO. GOVERNMENT ENTITY PROJECT NAME, CONTACT, ADDRESS, PHONE 10,000 pop.) *E.,.)0S ! Orange County, Ft. (430,000 pop.) *60(1.i Prince William County, VA (230,000 pop.) 594 ' Gresham, OR (72,000 pop.) 5972 Bellevue, WA (.113,000 pop.) Daytona Beach, FL (35,000 pop.) 59(17 North Shore, WI (75,000 pop.) 5882 Trenton, NJ ((2,000 pop.) 5870 I lamilton, Oil (62,000 pop.) 587S, Shoreline, WA (30,000 pop.) *58 Sacramento, CA (410,000 pop.) 5870 WEMCO (Cincinnati., OH ) 58(7 Pawtucket, RI ti80,000 pop.) 5,%5 Portland, OR (460,000 pop.) YEAR OF STUDY Study of EMS Transport, Ms. Ceretha Leon, Assistant County Administrator, Orange County, Florida, P.O. 1994 Box 1393, Orlando, Florida 32802, (407) 836-5635. Study of Fire & Rescue Services, Chief Mary Beth Michos, One County Complex Court, Prince William, 1994 Virginia 22192, (703) 792-6806. Fire Services Cost & Manpower Utilization Study, Nina Regor, Assistant City Manager, City of Gresham, 1993 1333 N.W. Eastman Parkway, Gresham, Oregon 97030, (503) 551-3000. City of Bellevue, Fire Services Master Plan, Deputy Chief Michael Eisner, Bellevue Fire Department, P.O. 1993 Box 90012, Bellevue, Washington 98009-9012, (206) 455-6892. Study of Selected Fire and EMS Issues, Mr. Howard Tipton, City Manager, City of Daytona Beach, Florida, 1993 P.O. Box 2451, Daytona Beach, Florida 32115-245, (904) 258-3155. Multi -jurisdictional Fire Service Study for the North Shore Fire Departments (The Communities of Bayside, 1993 Brown Deer, Fox Point, Glendale, River Hills, Shorewood, and Whitefish Bay), Mr. David Nelson, Chairman, North Shore Fire Service Study Committee, 772 North Broadway, Milwaukee, Wisconsin 53202, (414) 678-4600. Comprehensive Study of the Trenton Fire Department, Chief Dennis M. Keenan, Trenton Fire Dept went, 1992 Department of Public Safety, 244 Perry Street, Trenton, New Jersey 08618, (609) 989-4038. Resource Deployment Analysis, Hamilton Fire Department, Ms. Sallie Gibson, Office of Labor Relations, 1992 Room 391, Municipal Building, 10 High Street, Hamilton, Ohio 45011. Management Study for Shoreline Fire Department (King County Fire Protection District #4, King County, 1992 Washington), Ms. Claudia Ellsworth, Executive Director, Shoreline Fire Department, 1016 N. 175th Street, Seattle, Washington 98133, (206) 546-5176. Sacramento Fire Department Master Plan, Chief Gary Costamagna, Sacramento Fire Department, City of 1992 Sacramento, 1231 I Street, Suite 401, Sacramento, California 95814-2979, (916) 264-5266. Review of the Emergency Response Program at the Fenrald Environmental Management Project, Mr. Don 1992 Tishbein, Project Manager, Westinghouse Environmental Management Company of Ohio, Fernald Environmental Management Project, P.O. Box 398704, Cincinnati, Ohio 45239-8704, (514) 738-6200. Police and Fire Management Study, Mr. Raymond W. Houle, Jr., former director of Administration, 1992 Pawtucket, Rhode Island 02860, (401) 724-3565. Study of Portland, Oregon Bureau of Fire„ Rescue and Emergency Services, Mr. Tom Feely, Management Officer, City of Portland Bureau of Fire, Rescue & Emergency Services, 55 SW Ash Street, Portland, Oregon 1992-93 "I'.!".).3%1 Corporation 47 October 2001 l'cut W,..4111 Proposal Part V. Prior Experience (Corporate) LOCAL GOVERNMENT FIRE AND EMS MANAGEMENT STUDIES JOB. NAME OF LOCAL NO. GOVERNMENT ENTITY 58('1 Norwalk, CF (70,000 pop.) 5 Campbell, CA (37,000 pop.) •58.5'5 Orange County, FL (400,000 pop.) 5709 Tacoma, WA (250,000 pop.) '569(.) Seattle, WA (500,000 pop.) 5596 State College, PA (39,000 pop.) 1034 Alexandria, VA (111,000 pop,) --+ 0042 1.ittle Rock, AR (175,000 pop.) YEAR OF PROJECT NAME, CONTACT, ADDRESS, PHONE STUDY 97204, (503) 823-3700. Evaluation of Norwalk Police and Fire Communications and Fire Department Management, Mr. Jack Miller, 1992 Director of Finance, City of Norwalk, 125 East Avenue, Norwalk, Connecticut 06857-5125, (203) 854-7870. Community Fire Protection Master Plan for Campbell, California Fire Department, Chief Randy Bruegman, 1992 now with Clackamas County Fire District #1, 11300 S.E. Fuller Road, Milwaukie, OR 97222, (503) 655-8535. (Campbell study funded by City of Campbell). Analysis of the Total Organization Structure and Service Delivery Methods of the Orange County 1992 Fire/Rescue Division, Chief Mitch Floyd, Orange County Fire/Rescue Division, 4700 Lake Underhill Road, Orlando, Florida 32807, (407) 658-6901. Resource Allocation Study of Fire Department, Mr. Juli Daniel, Asst. City Manager or Mr. Michael 1991-92 Fitzgerald, Staff Analyst, Office of City Manager, City of Tacoma, 747 Market Street, #1244, Tacoma, Washington 98402-3765, (206) 591-5130. Comprehensive Study of Fire Department, Mr. Rick Painter or Chief Claude Harris, City of Seattle, Office of 1990-91 Management and Budget, 300 Seattle Municipal Building, Seattle, Washington 98104, (206) 684-8044. Comprehensive Study of Alpha Fire Company, Mr. James Steff, fire Administrator, Centre Regional Council 1989-90 of Governments, Fraser Plaza, Suite #4, 131 South Fraser Street, State College, Pennsylvania 16801, (814) 231-3077. Improving Management Information for the Alexandria Fire Department, City of Alexandria, 'Virginia, Chief 1984, 86 & Charles Rule. 89 1981 Review of the Little Rock, Arkansas Fire Department, Chief Rubin Webb, Little Rock Fire Department, 1000 West 7th Street, Little Rock, Arkansas 72201, (501) 371-4794. Corporation 48 October 2001 Fort Worth Proposal Part V.Prior Experience(Corporate) Selected Fire/EMS/Rescue Management Studies 1. Project: Comprehensive Review of the Houston Fire Department(2000) Contact: Mr. Donald Hollingsworth Assistant to the Mayor City of Houston City Hall Annex 900 Bagby, 2°d Floor Houston, TX 22002 (713)437-6481 Contract: $349,500 This was a comprehensive study of all aspects of the Houston Fire Department. A major focus of the study was an examination of tiered response EMS system in light of increased EMS demand and a shortage of paramedics to keep up with it. Working closely with the EMS medical directorship of the City and surrounding County, we proposed a major change to economize on the use of paramedics, using a two- or three-tier system for different calls. A key feature was use of a paramedic "chase car" that only treated at the scene and did transport. The city adopted the recommendation and reduced response times by an astounding two minutes with minimum added resources. We are being asked to return to help with implementation of the 200-plus recommendations. An initial focus is EMS billing. 2. Project: Development and Implementation of a Management Reform Plan for the District of Columbia (9/97—12/97) Washington,D.C. Contact: Mr. Russell C. Smith DC Financial Responsibility and Management Assistance Authority One Thomas Circle, Suite 900 Washington, D.C. 20005 (202) 504 3405 or Chief Donald Edwards (202)473-3320 Cost: $243,000 TriData(with subcontractor Arthur Andersen) undertook an intensive, comprehensive study of all aspects of the Washington, D.C. Fire and EMS Department, Central was the need to look at the organization of the Department in light of the tremendous growth in EMS services, TriData Corporation 4 9 October 2001 Fort Worth Proposal Part V. Prior Experience(Corporate) We made a large number of recommendations, a large majority of which were accepted by the D.C. Financial Authority that had oversight for the Department. The Department has implemented many of the recommendations. The study examined, in addition to basic fire and EMS services, Special Operations (hazmat, rescue, emergency management), Support Services(training, communications, maintenance, apparatus replacement, purchasing and supply, MIS, personnel, administration), and overall management and organization. The project was conducted in three phases. Phase I evaluated the current level of service and identified problems and strengths in every Fire Department function. Phase 11 provided detailed recommendations and a cost-benefit analysis for all major recommendations. Phase III developed a detailed implementation plan and costing of the new initiatives, broken by capital and operating costs, for three years. A report was produced for each phase, one month for each. An exceptional aspect of this study was that the results had to be completed within three months. TriData was able to meet these extraordinary deadlines, and at lower cost than most contractors charged for looking at other services that were less complex than Fire and EMS. There were many difficulties to overcome besides the time constraints. We faced a demoralized department. There was questionable data on response times. A complex analysis of a significantly new approach to delivery of EMS services was undertaken on the fly, in one month. There were major cultural conflicts between the EMS and firefighting sides of the department that had to be considered. We were recommending a significant cultural change, with cross-trained firefighters, dynamic reallocation of EMS units. But we received outstanding cooperation for the Chief and union, and met the deadlines. The study was undertaken under the auspices of the D.C. Control Board,with the Mayor and City Council also reviewing each interim result. We were proud to meet every deadline with a report that all parties thought was excellent. 3. Project: Comprehensive Study of Chicago Fire Department Chicago, Illinois (1999) Contact: John Flynn, Deputy Budget Director Office of Budget and Management 121 North LaSalle Street, Room 604 Chicago, Illinois 60602-1284 (312) 744-9588 Cost: $464,300 TriData evaluated all functions and units of the Chicago Fire Department. This included suppression, prevention, EMS, emergency management, special TriData Corporation 50 October 200 1 Fort Worth Proposal Part V.Prior Experience(Corporate) operations, and support services. Particular attention was given to management and organization issues, supervisory practices, personnel practices, management training, and labor-management relations. Among the issues addressed were shifts, unit staffing, number of ranks, apparatus replacement, fireboats, hazmat, air-sea rescue, information systems, and more. 4. Project: Studies of Portland, Oregon Bureau of Fire, Rescue and Emergency Services (1992-1993, 1994, 1995) Contact: Thomas M. Feely Bureau of Fire, Rescue & Emergency Services 55 S.W. Ash Street Portland, Oregon 97204 (503) 823-3726 Contracts: $155,597 (1992-1993) $105,070(1994) I$ 30,000(1995) $290,000 TriData conducted a series of studies for Portland from 1992-1995. It started with a comprehensive study of the Portland Bureau of Fire, Rescue and Emergency Services for EMS and fire services for the next 20 years. The delivery of ALS services and alternatives for providing transport were among the key aspects of this study. Since this study was completed we have learned the City is implementing our recommendations relating to EMS management. The Phase I report described in detail the current fire and EMS services and the levels of service rendered. It evaluated the appropriateness of the levels of service and whether the services should be continued or reassigned to other city departments or the private sector. Levels of service in comparable cities were taken into consideration. In Phase 11, TriData presented alternative service delivery options, and their cost, especially options for the BLS/ALS mix,and transport options. One of the major challenges here was in forecasting demand. A computer model was developed to assist in forecasting impacts of various factors on the future sizing of the Fire Bureau, including growth in population and businesses, and growth in per capita EMS demand. In Phase 111, TriData developed an implementation plan for the selected option. Every function in the Bureau was analyzed, including dispatch information services, fire, EMS, hazinat, and other emergency operations, public education, investigations, code enforcement, special hazards, relations with other city departments and with regional services. Another key challenge was obtaining citizen input, and undertaking a risk analysis. We held meetings throughout the project with a steering committee that included citizen and business representatives. We had the fire companies provide input to a risk analysis. The original study was followed by a second major study using the Fire-ROUTER computer model to analyze fire station location in Portland and two adjacent cities TriData Corporation 51 October 2001 Fort Worth Proposal Part V. Prior Experience(Corporate) (Gresham and Milwaukee, Oregon) together. This study also compared Portland to other cities. A third follow-on study in 1995 focused on comparative performance measures, as part of a citywide review of all services. 5. Project: Analysis of the Total Organization Structure and Service Delivery Methods of the Orange County Fire/Rescue Division (1992) Contact: Chief Mitchel Floyd Orange County(FL) Fire/Rescue Division 4700 Lake Underhill Road Orlando, Florida 32807 (407) 658-6901 Cost: $138,000 The TriData project team assessed the methods of service delivery and level of service provided in each of the Division's major fire and EMS functional areas against industry standards including those of ISO, NFPA, and other fire/EMS departments. The Orange County Department was created out of a major consolidation of independent departments. This was the first comprehensive assessment of how the "new" department is doing and where further adjustments are needed. The assessment was conducted with consideration of the constraints of the local union contract, Florida statutes and administrative law, and local ordinances and contract. Interviews with Orange County developers, contractors, architects, and other business owners and a sample of homeowners were conducted to assess how these "clients" of the Department perceived the adequacy of services. Strengths of the Department as well as problem areas were documented. The functional areas studied included: operations for fire, EMS, and rescue (issues include workload, calls by areas of the community, changes in population and physical structure of the City, number and increase of hazardous materials risk sites, resources, and productivity); support services, construction, supply, and maintenance; fire loss management planning, finance and personnel; 9-1-1 administration; Division training; and civil emergency management. A particular area of concern was developing recommendations to improve the efficient collection of management information within the Orange County Fire and Rescue Division. 6. Project: Palm Beach County—Study of Fire Station Locations and Other Resource Deployment Analysis (1997); Service Delivery Study of the Fire Rescue Department(2000) Contact: Chief Herman Brice Palm Beach County Fire Rescue 50 South Military Trail, Suite 101 TriData Corporation 52 October 2001 Fort Worth Proposal Part V.Prior Experience(Corporate) West Palm Beach, FL 33415 (561) 233-0010 Cost: S 86,500 (1997) $110,300 (2000) The first project was a four-part study conducted to provide a thorough analysis of the emergency response system that provided fire and emergency medical services to the public in Palm Beach County. The study included an evaluation of future needs of the Fire Department in relation to alternative service levels and service delivery systems. The first phase of the project involved a detailed analysis of the actual emergency activity over a 12-month period. The response data for each incident during that period was transferred from the County's Computer Aided Dispatch System to the Fire/EMS Apparatus Deployment Analysis (ADAM) Module. The analysis provided a detailed evaluation of current performance and its ability to meet its current demands with available resources. The data also provided a major portion of the information needed to project future performance and resource requirements. Subsequent phases of the study projected demands for service as new development occurred and the population increased in different areas of the County. The projected demands for service were used to evaluate the resources and deployment needed to provide alternative levels of service. The Fire/EMS ADAM model provided an unprecedented capability to compare these alternatives, based on a thorough understanding of the existing situation and the best possible projection of the future. TriData Corporation 53 October 2001 Fort Worth Proposal Part V. Prior Experience(Corporate) References Our references include fire chiefs, fire officials who were the project coordinators, elected municipal officials, union presidents, and professional association leaders. The first five are clients of studies of similar scope. 1. Mr. Donald K. Hollingsworth, Senior Executive Assistant to the Mayor, 900 Bagby, 2"d Floor, Houston, Texas 77002, (713) 437-6225. Mr. Hollingsworth was the City's project director for our comprehensive study of the Houston Fire Department. 2. Chief Ray Alfred;Deputy Chief Lorin Mock, Jacksonville Fire Rescue Department, 107 N. Market Street, Jacksonville, FL 32202, (904) 798-1145. Chief Alfred and Deputy Chief Mock was the City's project directors for our comprehensive fire department study there. 3. Mr. John Flynn,former Deputy Budget Director, City of Chicago, Office of Budget and Management, City Hall, 121 N. LaSalle Street, Chicago, IL 60602, (312) 744- 9588. Mr. Flynn was the City's Project Manager for the comprehensive study by TriData of the Chicago Fire Department that has received national acclaim. 4. Mr. Brett Lacey, Fire Marshal, and Chief Manuel Navarro; Colorado Springs Fire Department, 31 South Weber Street, Colorado Springs, Colorado 80901, (719) 385- 7355. Mr. Lacey was the Project Manager for the fire and EMS study we did for the Colorado Springs Fire Department. The study involved using the City's transportation models and staff to assist in the station location study. Colorado Springs is a very rapidly growing community having increased from under 100,000 to 350,000 over the last 2 decades. 5. Mr. Russell C. Smith, District of Columbia Financial Responsibility and Management Assistance Authority, One Thomas Circle, Washington, D.C. 20005, (202) 504-3405, or Chief Donald Edwards, District of Columbia Fire and EMS Department, (202) 473-3320, or Raymond Sneed, Union President, (202) 635-8500 Mr. Smith was project manager for our comprehensive study of the fire and EMS services in Washington, D.C. 6. Mayor Edward D. Hansen;Jim Langus, Assistant to the Mayor, City Hall, 2930 Wetmore,Everett, WA 98201, (425) 257-8700 Mayor Hansen and the current fire chief, Murray Gordon, are familiar with our comprehensive study of the Everett Fire Department. 7 Deputy Chief Michael Eisner, Bellevue Fire Department,P.O. Box 90012, Bellevue, Washington, 98009-9012, (206) 455-6892. Chief Eisner was the primary contact for the two previous Bellevue Fire Department studies we did for the They were avid at cost-efficiency. 8. Mr. Brian Townsend,Assistant Village Manager, rillage of Schaumburg, 101 Schaumburg Court,Schaumburg, IL 60193, (847) 9234702. Mr. Townsend was TriData Corporation 54 October 2001 Fort Worth Proposal Part V.Prior Experience(Corporate) the project manager for the Operations Analysis performed for the Schaumburg Fire Department. 9. Ms. Jessica Mott, and Chief Alan Roh�fs, Naperville Fire Department, 1380 Aurora Avenue, Naperville, IL 60540, (630) 420-6755. Both are highly knowledgeable about the consulting services provided for the Naperville study. 10. City of Des Moines, Iowa;Mr. Eric Andersen, City Manager, Councilman Mike McPherson, 400 East First Street, Des Moines, Iowa, (515) 283-4920; Raymond Thomas, Union President, 509 NW Logan,Ankeny, 1A (515) 964-0191. TriData did a comprehensive fire department study including station location analysis. General References 1. Mr. Gerry Hoetmer,former Director of Public Safety Division, International City Management Association, Washington, D.C, now Executive Director, Public Entity Risk Institute, 11350 Random Hills Road, Suite 210, Fairfax, VA 22030, (703) 352-1846. Mr. Hoetmer is familiar with TriData's fire protection management studies for cities. He also knows our research for ICMA on measures of effectiveness and productivity for ICMA's book on How Effective Are Your Community's Services? (fire, police, and transportation chapter) and ICMA's book on Managing Fire Services(MIS chapter). 12. Mr. Garry Briese, Executive Director, International Association of Fire Chiefs, 4025 Fair Ridge Drive, Fairfax, Virginia 22033-2868, (703) 273-0911, or President qf1AFC, Phil McGouldrick. Mr. Briese knows TriData's work for cities and for the IAFC. 13. Mr. Harry Hatry, Director, State and Local Government Research, The Urban Institute, Washington,D.C, (202) 857-8521. Mr. Hatry heads research on performance measurement of local government. TriData's president, Philip Schaenman assisted Hatry on many studies. 14. Mr. George Miller,President;Ms. Meri-K Appy,Assistant Vice President, National Fire Protection Association, One Batterymarch Park, Quincy, Massachusetts 92269 (617) 984-7025. Both are familiar with TriData's research Texas References (in addition to Houston) 15. Ms. Helen Johnson, Executive Director,State Firemen's and Fire Marshals' Association of Texas, 807 Stark Street,Austin, Texas 78756, (512) 454-3473 16. Chief Dodd Miller(retired),Dallas Fire Department, City Hall 7AS, 1500 Marilla, Dallas, Texas 75201, (214) 671-4607 Chief Miller has been familiar with TriData's studies and staff for 20 years. TriData Corporation October 2001 Fort Worth Proposal Part V. Prior Experience(Corporate) 17. Fire Marshal Keith Tanner, Round Rock Fire Department, 203 Commerce Street, Box 755, Round Rock, Texas 78680, (512) 255-3932. Fire Marshal Tanner is responsible for the advanced prevention classes at Texas A&M Fire School for which TriData teaches, and for which our prevention research reports are used in the courses. 18. Mr. James Arnold, FE Drawer K, Texas A&M Fire School, College Station, Texas 77843-8000, (409) 845-7641. Mr. Arnold heads the Texas A&M fire program. 19. Chief Charles Page(retired), Texas Firemen's Training School, Fire Protection Training Division, College Station, Texas 77843-8000, (409) 845-7641. Chief Page is familiar with TriData's work and teaching in prevention. 20. Chief Robin Paulsgrove, 620 W. Division Street, 2"'Floor, Arlington, Texas 76010, (817) 459-5505. Chief Paulsgrove is familiar with a wide range of TriData's work. He has consulted for us. TriData Corporation 5 6 October 2001 l ` City of Chicago June 25, 1999 Richard INI.Daley,Mayor Office of Budget and Management Michael E.Harris Bud-et Director Phil Schaenman, President City Hall,Room 60=1 TriData Corporation 121 North Lasalle street 1000 Wilson Boulevard Chicaeo,Illinois 60602 Arlin-ton Virginia 22209 (312)741-3323 (312)744-3613(FAX) (3I 2)744-3619(TTY) Dear Phil: http:llwww.ci.chi.il.us The City has received your final draft of the Comprehensive Review of the Chicago Fire Department and we look forward to reviewing its recommendations. I would like to thank you and the rest of the TriData team for the hard work and professionalism displayed throughout this study. In my capacity as program manager, I would also like to express my appreciation to you for bringing the study to conclusion on time and under budget. Sincerely, ohn T. Flynn Deputy Budget Director � 111H DS 1-4 -t sVae.MNef CNZCXCO xnrMEs �, 04� VILLAGE OF SCHAUMBURG MUNICIPAL CENTER / 101 SCHAUMBURG COURT / SCHAUNIBUFG, IL 60193-1899 8471895-4500 / TDD 923-4435 1 FAx 895-7806 W WW.C1.SCHAU&1BURG.1L.T-1S March 15, 2001 Mr. Philip S. Schaeriman NIAR 1 9 President ----------- TriData By 1000 Wilson Boulevard Arlington, VA 22209-2211 Dear Phil: I apologize for the delay in writing. I want to take the oppottunity to thank you and your colleagues for compiling the operations and management analysis of the Village of Schaumburg Fire Department. The final report was well written and provided us with a great deal to consider as we move forward. The report outlined several areas for improvement and will serve as a blueprint for the department for the next several years. Village staff are continuing to complete a detailed analysis of the recommendations that were made. In addition, some of the recommendations have already been implemented and still others are planned for implementation in the very near future. It was a pleasure working with you and the Tri-Data team on this project. Sincerely, VILLAGE OF SCHAUMBURG I �ti_----11 Brian A. Townsend Assistant Village Manager Z=� H:'kCo'11een\Letters',Schaen=n-TriData 11ank You Lettenlwp PRO'GRESs THROUGH THOUGHTFUL PLANNING G Ta Or Cy 0 UNITED STATES DEPARTMENT OF COMMERCE 0 0 r_ National Institute of Standards and Technology N I S T C E N T E N N I A L 'I �'.#"j. Gaithersburg, Maryland 20899- �'ArtS of February 20, 2001 7 FF 2001 Phil Schaenmen, President 19 yl/ TriData Corporation 1000 Wilson Boulevard Arlington, Virginia 22209 Dear Phil: On behalf of the National Institute of Standards and Technology (NIST) Administration, I want to extend our appreciation to you and Your associates for your efforts in the study that TriData accomplished for and of our Fire Protection Group (FPG). Your written report and presentations will surely serve KIST and our FPG as a significant tool in developing a strategic plan for the fire protection at our Gaithersburg Campus. Your recommendations were well thought out and most often in critical areas, substantiated with reason and backed up with hard fact. The report was well received by our policy makers and by the personnel on the front lines in the FPG. I would also like to express my appreciation to TriData for being the study to conclusion on time and under budget. Finally, I appreciate the unbiased and straightforward verbal presentation in the workshop with the staff of NISI. Your organization took on the shortfalls as well as the strengths of the FPG in a professional fashion. I sincerely hope that we have the opportunity to work with you and your staff in the future. Sincerely, Susan Carscadden, Chief Facilities Services Division I NJ I I e February 17, 2000 Naperville Fire Department 1380 Aurora Avenue Naperville, Illinois 60540 To Whom It May Concern: Tri-Data Corporation conducted a Station Location 1 Resource Allocation Study for the City of Naperville Fire Department. This project was completed on time and within budget during a six month period beginning in May, 1999. Their study provided clear, specific recommendations for the future. The quality of work by Tri-Data, specifically Phil Schaenman and Charles Jennings, was impressive. We offer the following strong points about Tri-Data: ■ Ability to Work Within Timeframes. The Fire Department was under strict time constraints to complete the project prior to budget preparation. Tri-Data was able to finish their work within the project time schedule. ■ Specialized Research Capabilities. Tri-Data brought a unique perspective to the deployment analysis process. The project team provided valuable insight into analysis currently performed by in-house Geographic Information Systems (GIS) personnel. The information retrieved from the GIS system, was then utilized to show specific deployment issues within the community. ■ Knowledge/Experience with 'Similar Communities. The team was able to conduct the study with an adequate understanding of unique issues facing a rapidly growing community, such as Naperville. Overall, we were pleased with our interaction with Tri-Data and would highly recommend their services to others, Sincerely, /1 . /-IN /? U Alan R. Rohlfs Fire Chief NAPERVILLE FIRE DEPARTMENT 1 380 AURORA AVENUE NAPERVILLE,IL 6OW 6"420-e142 Tacoma City of Tacoma Fire Department November 6, 1997 Mr. Phil Schaenman Tri-Data Corporation 1000 Wilson Boulevard, 30'h Floor Arlington, Virginia 22209 Dear Phil: Subject: Tacoma Fire Department, Resource Allocation Study As the Deputy Chief of Prevention and Education for the City of Tacoma Fire Department, it gives me great pleasure to inform you of the changes made in the last five years within the Tacoma Fire Department and the subsequent consequences regarding the services provided and the outcome of those services' to the 180,000 citizens in the City of Tacoma. In 1992, at the conclusion of the Tri-Data Study of the City of Tacoma Fire Department, Tri-Data made a great number of recommendations to the City for improving the services the Fire Department provides. Primary among the recommendations were the additions (resource, status, and operational) to the fire prevention efforts,within the Department. As a result of the recommendations in the Tri-Data Study for the Fire Prevention Bureau, the following changes have occurred. A. The Assistant Chief/Fire Marshal, previously reporting to the Deputy Chief of Administration, was elevated to a Deputy Chief and reports directly to the Chief of the Department. B. Three additional Fire Inspectors have been added to the previous six Fire Inspectors in the Bureau. C. An Assistant Chief was added to the Fire Prevention Bureau, overseeing hazardous -t materials, both prevention and response. b—A civilian Fire-,and Life Safety,Educator position.was,added to,the,Fire Prevention .,Bureau, focusulg o� program development., 901 Fawcett Avenue 1 Tacoma,Washington 98402-5699 1 (253)591-57j7 1 FAX(253) 591-5746 Mr. Phil Schaenman Page 2 November 6, 1997 E. The Chief of the Department has elevated the importance of fire prevention in the Operations Division. We've recognized that the greatest improvements in fire I prevention will occur when all 400 Operations personnel are more actively involved in the prevention efforts. F. Public fire education efforts have spread from the Fire Prevention Bureau conducting all public education classes to the Fire Prevention Bureau training and overseeing C� Operations personnel conducting fire education in the community. As a result of these changes beginning, in 1992 and continuing to present, the prevention educations for the Department have resulted in a decreasing number of fire deaths within our community. This Department experienced 41/2 fire deaths each year from 1980 to 1989. From 1990 to present, this Department is experiencing less than 1 fire death a year and no fire deaths in structures in 1995 and 1996. Our number of significant structure fires has also decreased substantially. We continue to de'velop and improve our public education efforts, fire code enforcement efforts, and our fire education efforts even as I write to you. I wanted to take this opportunity to share with you the significant and impactfull effect your company's study and recommendations have made for the Tacoma Fire Department and the citizens and businesses whom we serve. It is my firm belief that without the Tri-Data Study and the recommendations that came from that study regarding fire prevention, this Department would not have made the significant, progressive and important changes that, in hindsight, have so greatly impacted the fire problems and, thus,the citizens of Tacoma. On behalf of all the individuals, families, neighbors, businesses, and our community who have not experienced a tragedy of death, injury, or fire due to your insightful recommendations and the courage of our Chief to enact those, I thank you. Sin pr ly'. Rai Johns,De p' Chief Prey ti6n&Education G.V"%D=%Johr&Schacnman s. s U r 1)FEB City of Omaha September 6, 1994 P.J.Morgan,Mayor Fire Department 1516 Jackson Street Omah.t,Nebraska 68102-3110 (402)444-5700 Mr. Phil Schaeriman, President FAX(402)444-6378 Tri-Data Corporation Don Brunken Fire Chief 1500 Wilson Blvd. Arlington VA 22209-2454 Dear Phil: We are quickly moving to implement many of the recommendations made as a result of Tri-Data's executive management study of the Omaha Fire Department. I am pleased with the manner in which the Study was conducted by you and your staff and I am equally impressed with the professional insight your company demonstrated in the many areas we asked you to survey. The entire process has been extremely beneficial to me, the Fire Department, and the citizens of Omaha. I sincere'ly hope we have the opportunity to work with you and Tri-Data in the future. Sincerely, fi Don Brunken Fire Chief Omaha Fire Department DB-gr January 28, 1998 Phillip S. Schaenman, President TriData Corporation 1000 Wilson Boulevard Arlington, VA 22209-2211 Dear Mr. Schaenman: On behalf of the citizens of Des Moines and the members of the Des Moines Fire Department I want to extend our appreciation CITY OP Do moats to you and your associates for your efforts in the study you accomplished for and of our department. Your written report and presentations will surely serve our community as a DES 0.!—t-E.T significant tool in developing a strategic plan for fire protection � uLBe—STAEET in the City of Des Moines. OeS MOINES.IOWA 50300.341A (515)283.423, AIL-AMERICA CITY i.�%1916,104. Your recommendations were well thought out and,most often in critical areas, substantiated with reason and hard facts. The report was well received by the policy makers to personnel on the front line. I am enclosing a copy of a newspaper article that was published shortly after your presentations for your review and information. ncerel James L. Hunt Fire Chief JLH/KAD/ke enclosure January 13, 1998 Mr. Philip Schaenman, President TriData 1000 Wilson Boulevard Arlington, V4 22209-2211 Dear Mr. Schaenman, I would like to take this opportunity to personally commend you and TriData on the outstanding final report and management review you recently completed for the Des Moines, Iowa Fire Department. CITY OP Do moine In the ten years that I have served a Member of the Des Moines City Council, I have never come across a consultant who has done a more COUNCILMAN MIKE McPHIERSON thorough and professional job as the one just completed by TriData. CITY--1L 44O EAST FIRST STREET Your management review and recommendations were some of the OCSMO—ES.10 1� A503. 1 11.1 (i t 5)283 4q°4 best thought out, most practical, and well-researched that I have ever ALL-AMe"ICACITY 1949.197..14411 seen. You and your staff are to be commended for the superior work and service you provided not only the Des Moines Fire Department, but all the citizens of our City. If"Consumer Reports" were evaluating your work as a consultant, I am confident that they would rate you not only the highest, but a "best buy". Best regards always on your continued success. Sincerely yours, Mike McPherson, Member Des Moines City Council Ward H Uff"Isc SAC DEPARTMENT OF CITY OF SACRAMENTO 1231 I STREET FIRE CALIFORNIA SUITE 441 SACRAMENTO, CA Phone: (916) 264-5266 95814-2979 FAX: (916) 264-7079 - GARY COSTAMAGNA September 29, 1993 FIRE CHIEF Philip S. Schaenman, President TriData Corporation 1500 Wilson Boulevard Arlington, VA 22209 Dear Mr. Schaenman: I would tike to take a few minutes of your time to commend you and your staff for preparing the City of Sacramento Fire Department Master Plan. As you know, we are in need of a new plan since 1980 and are therefore very happy to receive the final draft of the Master Plan from TriData Corporation. We are also very pleased with the process that developed the Master Plan and are eagerly looking forward to implementing it in the near future. On behalf of the Sacramento Fire Department, congratulations to you and your fine staff for an excellent job on the 1993 Master Plan. cerely, G y Co magna Fi C e GC:cl Orange Linda W. Chapin �; , y Orange County Chairman 201 South Rosalind Avenue Reply To:Post Office Box 1393 Orlando, Florida 32802-1393 Telephone{407}836-7350 February 25, 1993 Phil Schaenman, President TriData Corporation 15000 Wilson Boulevard Arlington, VA 22209-2454 Subject: Orange County Fire & Rescue Services Division Performance and Service Delivery Evaluation Dear Mr. Schaenman: I wish to thank you, and compliment you, on behalf of my Office, the Board of County Commission, the County Administrator, and the Fire & Rescue Services Division Director for the quality and comprehensive report you delivered to Orange County on December 22, 1992. The report regarding the Fire & Rescue Division is well written. You provided an excellent and convenient Executive Summary that allowed busy elected officials and County Administrative Officers quick access to the substance of the report. This convenient format provided a map to more in-depth coverage elsewhere in the report. Finally, I appreciate the unbiased and straightforward verbal presentation in the public hearing. Your organization took on, the shortfalls as well as the strengths of the Fire & Rescue Division in a professional fashion. TriData's candid reporting provided credibility all too often lacking in many publicly commissioned evaluations. Sincerely, Linda W. Chapin, County Chairman Orange County, Florida LWC/pf c: Board of County Commissioners Jean C. Bennett, County Administrator Howard N. Tipton, Deputy County Administrator Mitchel C. Floyd, Director, Fire & Rescue Services Division Commissm.w"s- Fr maxi,Dist.I * Tom Staley, t_2 . Mary t,Joh ors t.3 - Frart Pi none,Mt 4 • Bill Donepr,Hiatt,5 . ma l-c-autter,D&L 6 Li Your Seattle Fire Department Claude Harris,Chief Norman B.Rice,Mayor April 22, 1991 Philip Schaenman, President TriData Corporation 1500 Wilson Blvd. Arlington VA. 22209 ' Dear Mr. Schaenman, On behalf of all of the men and women of the Seattle Fire Department I want to thank you and all of your associates for the excellent work that TriData accomplished on the study of our Department. The document that you have prepared is very well written and it will certainly serve our community as a strong guide in planning for the future of fire protection in the City of Seattle. I know that the task was difficult at times but you can take great pride in the fact that you have authored a document that presents a fair and unbiased view of our organization and addresses several key issues that have been long neglected. Thanks again Phil for your efforts and please pass on my personal appreciation to Charles Jennings and the rest of the excellent TriData staff. Very truly yours, ela4e Barris, 40je)f� Seattle Fire Department CH:sb An equal employment opportunity-affirmative action employer. City of Seattle--Firs Department.301 Second Avenue South,Seattle,Washington 98104,(206)386-1400 "Printed On ROCYCIed Pr" Fort Worth Proposal PART VI — PERSONNEL This section first summarizes the relevant experience of each team member on the project staff, followed by their resumes. The hours of each are shown in the cost proposal. Rather than using generalists, we use specialists in many areas. Most will spend I to 2 months on the project during the middle 4 months after start-up and before the final report is written. Proposed Project Staff The TriData team is uniquely well qualified to assist Fort Worth with the proposed study. We offer a team of experienced professionals expert in the field of fire and emergency medical services management as well as organization assessment. The professionals on our team have provided a variety of consulting skills to many fire and emergency medical service organizations in major cities and counties across the United States. All members of our team other than the two local M/WBE firms worked together on many of our fire department studies, including our very recent study for Broward County, FL and, before that, such cities as Houston, Chicago, and Washington, DC. The following section outlines the extensive expertise and experience that the TriData team will provide for this project. We have an unsurpassed level of quality that distinguishes our team from many competitors. The team's fire and EMS department experience encompasses an array of professional services including operations analysis, performance measurement, organizational restructuring, workforce analysis, and business process analysis and technology, in addition to experience in evaluating all fire department functions. We have in-depth experience in fire department management studies. Our proposed project management structure, and primary team subject responsibilities, is depicted in the figure on the next page.' Although we list each person under his or her principal duties, in fact we work together, with several staff members participating in each area, and with cross-fertilization of ideas from across the team. Below is a summary of the experience and assignment areas of the key members of the proposed project team, followed by their resumes. TriData Corporation 69 October 2001 'w.Vortil Proposal Peer Review Group Robin Pauisgrove William Richmond Joe Ockershausen Paul Haigley Doug Holton Fire Operations William Richmondt • Paul Haigleyt - David Cohen - James Weedt (Special Ops) - Fire Department Analyst (TBD) Proposed Project Organization Chart City of Fort Worth TriData Corporation Philip Schaenman, Project Manager James Weed, Deputy Project Manager Emergency Medical Services Tim Kiehl - Brian Orgen Nicole Hankin - EMS Analyst (TBD) Demand Projection & Deployment Analysis Dr. Charles Jennings - Philip Bushkar - Sarah Lathom (GIS) Prevention Philip Schaenmant - Martha Word -Haley - Vicki Murphyt Part VI. Personnel Support Staff Ruth Barth Lisa Aziz Sarah Lathom Gulliver's Travel (Ft. Worth) Management and Organization Vicki Murphyt - James Weedt - Richard Price - William Richmondt Support Services James Weedt- Overall Training Vicki Murphyt MIS - Martha Word-Haleyt - Becky Grimm Dispatch and Communications - Steve Souder Administrative Services - Richard Pricet Fleet Management - Richard Pricet - James Weedt '711e first name in each box is the lead for that area. t denotes additional reference to individual, to avoid double counting. Staff frr)m GRA, a subcontractor, is integrated into the chart, as is Gulliver's Travel. "Tr' .Corporation 70 October 2001 Fort Worth Proposal Part VI.Personnel We have proposed a team with unusual depth and a larger than average number of senior consultants for four reasons: I. To get multiple views of approaches to your complex issues, and draw on wide experience; 2. To bring in people with particular specialties, and not just generalists; 3. To provide for contingencies such as unexpected illness over the proposed six month study period; 4. To speed up the study by undertaking various evaluation tasks in parallel. Summary of TriData Staff Experience and Role in Study Philip Schaenman, MIFiE, is President and founder of TriData, which was created to undertake exactly this type of study and related public safety management research. He will provide project management. He has 20 years experience leading similar studies on management of large fire/EMS services and 25 years related research in fire protection, EMS, Hazmat, and emergency management. He also has conducted workshops for local government officials on how to do strategic planning of fire departments. He is an internationally known expert in fire management data analysis, fire prevention research, performance measurement, and management of complex fire protection studies. Schaenman was Associate Administrator of the U. S. Fire Administration from 1976-81 where he directed the National Fire Data Center and the fire technology and management research programs. He left to found TriData, which is just about to celebrate its 20'4 anniversary. Past TriData studies he headed include Houston, Seattle, Tacoma, Everett, Orange County, FL; Palm Beach County,FL; Chicago, IL; Schaumburg, IL; Naperville, IL; Washington, DC; Seattle, WA; Portland, OR; Nashville, V TN; Des Moines, IA; Omaha,NE; and Colorado Springs, CO. He presents a summary of the latest in fire department management research at the annual Metro Fire Chiefs conference—the only private sector consultant allowed this role. Schaenman wrote the fire department,police, and transportation chapters in The Urban Institute/ICMA book, How Effective Are Your Community Services? and chapters on Management Information Systems in Afanaging Fire Services,the Green Book series published by ICMA, and the chapter on Measuring the Impact of Public Fire Education in the National Fire Prevention Association Handbook. His fire department performance measures are used in the Government Accounting Services Board(GASB)publication on fire department TriData Corporation 71 Fort Worth Proposal Part V1. Personnel auditing. He wrote the only book on measuring productivity of local fire protection services, for The Urban Institute and National Fire Protection Association. Schaenman is also the principal researcher on TriData's studies of International Concepts in Fire Protection. We have examined cities around the world to understand why U.S. cities have much higher fire incidence, fire fatality rates, and dollar losses than other cities yet have much larger fire departments and expenditures per capita. In addition to providing project management to the project, Schaenman will assist with the review of the fire prevention program. James Weed, Senior Research Analyst and Deputy Director, Center for Local Government Studies, will serve as the Deputy Project Manager and lead the analysis of special operations. He will coordinate the entire support services part of the project. He has been an active firefighter, Fire Chief, State Hazmat Director, and Safety Manager for over 25 years. Mr. Weed is currently managing TriData fire/EMS studies for Broward County, FL (ending); and Stafford County, VA (starting). He has served as Project Manager or been a principal consultant on many TriData studies, including Houston, Texas; Cudahy/South Milwaukee, Wisconsin; Worcester, Massachusetts; Arlington County, Virginia; and the National Institutes of Standards and Technology Fire Department. He has a B.S. in Fire Administration from the University of Maryland,post- graduate work at the John Hopkins Medical Institute, Baltimore, Maryland, and serves as an Instructor for the Emergency Management Institute, Emmitsburg, Maryland. Vicki Murphy, a Senior Research Analyst, was Fire Chief of Seminole, FL, and Chief of Training and Personnel for a large combination department in Florida. She is returning to us after being on loan to the U.S. Fire Administration for the last six months where she helped evaluate grants for their new $100 million assistance program. She is highly familiar with fire service personnel issues, including hiring and diversity, and has written several articles on those subjects for trade journals such as Fire-Rescue Magazine and the Journal ofEmergency Medical Services Manager&Supervisor, She supervised the Office Of Career Development(in charge of hiring, recruitment, and retention) for Brevard County Fire/Rescue(FL). She has assisted with other studies and fire research projects, including Brighton, CO; Palm Beach County(FL) and West Palm Beach County. Murphy has a Master's Degree in Public Administration and has taught Fire Administration and upper division Budgeting classes for Barry University. She is an EFO graduate, and has been designated as a Chief Fire Officer by the Commission on TriData Corporation 72 October 2001 Fort Worth Proposal Part V1.Personnel Chief Fire Officers. Ms. Murphy will serve as the lead for issues related to fire department management and organization, and for evaluating training, another specialty. She also will as assist with the review of prevention. Tim Kiehl, a Senior Research Analyst at TriData, will be responsible for review of EMS services. This includes evaluation and formulation of alternatives for the EMS aspects of the study, and of the potential for fire service-EMS integration. It includes examination of EMS medical supervision, quality control, funding, billing, call profiles, facilities, equipment and apparatus, and interagency EMS relations. He has a Master's of Health Administration degree from Duke University and was regional director of EMS development for the State of North Carolina, where he helped evaluate and revise many career and volunteer EMS systems. Mr. Kiehl also is an economist and previously served as the Operations Research Analyst for the Washington, D.C. Fire and EMS Department. He has seven years experience as an EMT and trauma center nursing assistant in North Carolina. He has been the principal analyst for the EMS portions of TriData studies for Broward County, FL; Houston, TX; West Palm Beach FL; Miramar, FL; Wake County, NC; Washington, D.C.; Cherry Hill, NJ; Sullivan County, NY; and Worcester, MA. William Richmond is former Fire Commissioner of Philadelphia. He supervised one of the largest fire departments in the United States and implemented innovative programs in the areas of emergency medical services, fire inspections, employee assistance, and hazardous materials. Prior to becoming Commissioner, he served for many years as the head of the department's research and planning unit. He has participated for over 10 years in TriData studies of metro fire departments, such as in Houston, Seattle, Winnipeg, Chicago, Worcester, MA; Colorado Springs, CO; Omaha, NE; Des Moines, IA; Washington, D.C.; and others. He will lead the review of management and organization and fire operations, and he will be the lead"peer reviewer." He also will assist in fleet management issues. Dr. Charles Jennings is expert in deployment analysis and determining fire station locations, Dr. Jennings was a volunteer firefighter,/EMT in several departments and Fire Commissioner in Ithaca, New York. He has a B.S. in Journalism, and an M.S. in Fire Protection Management, a Masters in Regional Planning, and a Ph.D. from Cornell University in City and Regional Planning, with a subspecialty of public safety management. He has managed or been deputy director of several fire and EMS management studies for TriData, including Des Moines; Orange County, Florida; and State College, Pennsylvania. Jennings is also an Assistant Professor of Fire Science and TriData Corporation 73 October 2001 Fort Worth Proposal Part V1. Personnel Public Management at John Jay College of Criminal Justice in New York. Dr. Jennings will serve as the lead in the areas of station location analyses and GIS. Dr. Jennings will perform the station location and demand analyses, as he has in many TriData studies, most recently for the Jacksonville, FL Fire Department. Steve Souder is a nationally recognized expert on emergency telecommunications center management and administration. He is the Administrator of the Arlington County, Virginia Public Safety Emergency Communications Center, which handles police, fire, and EMS calls. Mr. Souder is on the Executive Council of the Associated Public Safety Communications Officials International (APCO), the primary trade association for public safety communications professionals. In that capacity, he has visited numerous communications centers throughout the country. He co-authored TriData's Fire Communications manual for the United States Fire Administration on the management of communications centers. He has consulted on communications center management on numerous TriData studies, including most recently Houston, Chicago, Washington, D.C.; South Metro Fire District, Colorado; Calvert County, Maryland; Worcester, Massachusetts; and many others. He has a reputation for objectivity and a high degree of both technical and managerial sophistication. In 1998, he was recognized by his peers as "one of the most influential persons in public safety communications." TriData's clients have very well received his recommendations. Souder will review the operations of the emergency communications centers and the CAD system, including both the fire/police and EMS dispatch and communications systems. Martha Word-Haley is expert in financial management and computerized management information systems. She has a Master's degree in Finance from Vanderbilt University in Nashville. She was project coordinator in Nashville/Davidson County, Tennessee for the development of performance measures of effectiveness and productivity for the fire department and other services (working with Schaenman). She worked in a variety of positions for the city finance department. More recently she has worked in corporate management systems in private industry and for Vanderbilt University, She brings a combination of up-to-date private sector management viewpoint as well as an understanding of local government finance and administration. She will review the adequacy of information systems support for every function and will assist in the review of prevention. She was responsible for these areas in our fire department studies for Houston, Bellevue(WA),Colorado Springs, Chicago, Orange County(FL), and many others. TriData Corporation 7 4 October 2001 Fort Worth Proposal Part V1.Personnel Brian Orgen is a Research Analyst at TriData. He will assist in the analysis of the EMS system and perform the intedurisdictional comparisons (benchmarking), as he has done in other studies. He helped write the EMS chapter of our study of Houston Fire Department. He has participated in many recent TriData fire department studies, including Broward County, FL; Northbrook, IL; Everett, WA; Jacksonville, FL; Ottawa, Canada; and Palm Beach County, FL. Mr. Orgen graduated from The George Washington University with a Bachelor of Science in Health Sciences and a concentration in Prehospital Emergency Care in May 2001. David Cohen is a Research Analyst at TriData. He has a Bachelor of Science in Business Administration in Management from Bucknell University. He is a Firefighter 11, Emergency Medical Technician —Basic, a Swiftwater Rescue Technician, and a Hazardous Materials First Responder. Mr. Cohen has been employed by TriData for two years and has worked on numerous projects including Houston, Albuquerque, and Arlington County. A4r. Cohen will be assisting with evaluating fire operations and assisting Mr. Souder with analyzing dispatch and communications operations, and assisting Mr. Weed on special operations. Nicole Hankin, a TriData Research Analyst, has a B.A. in Sociology from Columbia University. She is a paramedic with the Gaithersburg/Washington Grove VFD in Montgomery County, MD. She will assist in the review and analysis of EMS. Ms. Hankin has participated in many TriData fire and EMS studies over the past several years, including Broward County, FL; Miramar, FL; Ottawa, ON, and Winnipeg, MB, Canada; Houston, Springfield, NJ; St. Cloud, MN; Anchorage, AK; Sullivan County, NY; South Shore, WI; and the National Institutes of Standards and Technology Fire Department, Gaithersburg, MD. In addition, Ms. Hankin is a lead author for the National Fire Data Center's Topical Short Report Series, including reports on vehicle fires, Halloween fires, firefighter fatalities, fire station fires, and others. Ms. Hankin will be assisting in the review of the management and organization of the department. Philip Bushkar, mathematician, and Sarah Lathom, program assistant, have training on ESRI's ArcView GIS software. They have assisted in station location analyses using GIS for West Palm Beach, FL; Broward County, FL; and Northbrook, IL. They will be assisting Dr. Charles Jennings in the station location analysis and working with GIS. TriData Corporation 75 October 2001 Fort Worth Proposal Part V1.Personnel Summary of GRA Staff Experience and Role in Study GRA offers the City of Fort Worth a local resource that meets MWBE requirements and brings additional depth and breadth to the expertise of TriData. They have undertaken many studies for cities in Texas. Their areas of expertise include: • Information Technology • Operational Analysis • Financial Experience • Performance Management • Fleet Management • Administrative Servic6s More specifically: INFORMATION TECHNOLOGY— While employed at the City of Irving, TX, Richard Price chaired the committee that developed the City's first information technology strategic plan. The plan resulted in the development of a citywide computer network and an award winning geographic information system. As Information Services Director, Mr. Price replaced the legacy mainframe system with client server financial, human resources and payroll software package running on a UNIX platform, upgraded the telephone switches and implemented voice mail,participated as an advisor in the selection of a 80OMhz trunked radio system for public safety and general government, established a technology help desk function and enhanced customer service, and developed numerous enterprise wide applications making use of electronic forms and e- mail routing capabilities. Mr. Price left the City of Irving to lead Arthur Andersen's Southwest Region Business Consulting Government Services Technology practice. While at Andersen he managed two large PeopleSoft financial and human resources/payroll implementations for the City of Corpus Christi and Kenneth Copeland Ministries. He also managed several information systems plan and software selection projects for the following clients: City of Colorado Springs,Boulder County,Kenneth Copeland Ministries and the American Heart Association. 'In addition, Richard assisted the City of Carrollton in outsourcing their Data Processing department. TriData Corporation 76 October 2001 Fort Worth Proposal Part V1. Personnel He will work with Martha Word-Haley in evaluating the fire department's MIS, administrative services, fleet management, and with the management and organizational issues. He also will help in costing out alternatives and cost-savings of efficiencies. Becky Grimm, President, GRA, was employed as City Auditor Arlington, TX. She served on a multi-disciplinary taskforce to evaluate fire operations. The scope of this analysis focused on operations, but also included supplemental analyses of prevention, training and support services. She also served on a follow-up project to work with the administration section to analyze payroll processes, as well as support on how to analyze the data to assist with policy development on staffing for planned and unplanned absences in the fire department. With her extensive financial background, Ms. Grimm has worked in virtually every financial-related function, including payroll, budgeting, purchasing, supplies management, inventory control. In addition, she has taught courses on process improvement, including a course for the Police Department at the City of Irving. Both Mr. Price and Ms. Grimm have extensive work experience in Fleet Management. Mr. Price developed a PC-based fleet management work order system for the City of Irving. Ms. Grimm worked on an analysis of fleet operations while at the City of Arlington, covering such issues as staffing, workload, performance results, customer expectations, parts management, and facilities usage. As a consultant, Ms. Grimm worked with the City of Richardson in evaluating their fleet replacement planning methods and integrating those into strategic financial planning. Also, she served as a subcontractor to Spectrum Consultants, Inc. on a project for the City of Dallas to evaluate the opportunities for managed competition in the fleet arena. She primarily performed the cost allocation and analysis support. Ms. Grimm has also worked with multiple state and national organizations on topics such as Performance Management, Financial Planning and Fiscal Policies, Cost Analysis, and Operational Evaluation, including: • Texas Fire Officials Association on Financial Planning for Fire Departments. • Texas Municipal League and King Cole Institute—Performance Management TriData Corporation 77 October 2001 Fort Worth Proposal Part VI.Personnel • Association of Mayors, Councilmembers and Commissioners— Fiscal Planning and Budgeting • Government Finance Officers Association of Texas—Financial Planning, Cost Analysis, Performance Management, and Operations Analysis • Neighbornood Reinvestment Corp—(national non-profit) Strategic Planning and Measuring Success • American Public Works Association—Performance Management Ms. Grimm has written articles for industry newsletters on topics such as performance management, ethics in government, and Texas taxation laws. In addition, she presently serves as an adjunct instructor for the University of North Texas (LTNT) in their graduate program for Public Administration. The course this semester is entitled Government Management and is a required course for all students completing their masters degree. Previously, she also instructed or co-instructed on courses for Program Evaluation and Accountability. Ms. Grimm serves on the UNT MPA Alumni Advisory Board, as well. Mr. Grimm has worked with the City of Dallas on a performance management system designed after the Kaplan/Norton Balanced Scorecard concept. TriData Corporation 78 October 2001 Fort Worth Proposal Part V1.Personnel TRIDATA RESUMES PHILIP SCHAENMAN JAMES WEED VICKI MURPHY Tim KIEHL PAUL HAIGLEY BILL RICHMOND STEVE SOUDER MARTHA WORD-HALEY DR. CHARLES JENNINGS ROBIN PAULSGROVE BRIAN ORGEN DAVID COHEN NICOLE HANKIN PHILIP BUSHKAR SARAH LATHOM TriData Corporation 79 October 2 001 Fort Worth Proposal Part V1.Personnel PHILIP SCHAENMAN, MIFIREE Education: Professional Degree of Electrical Engineer, Columbia University, 1963. M.S., Electrical Engineering, Stanford University, 1962. B.S., Engineering and Liberal Arts, Queens College, 1961, magna cum laude. B.S., Electrical Engineering, Columbia University, 1961. Honors: Phi Beta Kappa, Tau Beta Phi, and Eta Kappa Nu. Newly elected (2001) to be a member, Institution of Fire Engineers Experience: 1981-Present TriData Corporation, Arlington, Virginia, President and Founder. Mr. Schaenman founded TriData to undertake studies and research in local government and industrial management of public safety functions, especially fire and EMS. Major fire department and EMS studies directed by Schaenman include Houston, TX; Colorado Springs, CO; Chicago, IL; Washington, D.C.; Seattle, WA; Portland, OR; Nashville,TN; Omaha, NB; Des Moines, IA; Wake County,NC; and Orange County, FL. Schaenman has undertaken a wide range of research in fire prevention and international concepts in fire protection. He is widely published in fire and EMS issues and gives talks on TriData's research and management studies nationally and internationally. Among his other contributions are performance measurement methods for police and fire departments; fire department management and planning studies; design and implementation of national public fire education and EMS-related campaigns; managing major fire investigations and urban search-and-rescue incident investigations for the United States Fire Administration; fire data analyses, major fire investigations, and other technical research for government and industry. He has consulted for the fire problem of many industries, including the tobacco,petrochemical, electrical, hotel, home appliance,plastics, wood products, cigarette lighter, and smoke detector industries and others. His particular emphasis in public service management studies is to ensure that planning and decisions are based on hard data. TriData's steady growth in business is a direct reflection of his ability to manage complex client projects effectively,to build a first-rate staff and a select cadre of technical consultants, and to maintain the highest standards of quality control over costs and client deliverables. 1976-1981 United States Fire Administration, Washington,D.C., Associate Administrator for the National Fire Data Center(19'76-1981);Director, Analysis and Evaluation Division(1926 .) Mr. Schaenman directed the national system for fire data collection, analysis. and dissemination,major fires investigation, firefighter safety, and. the development of new TriData Corporation 80 October 2001 Fort Worth Proposal Part V1.Personnel technologies for fire protection, including their transfer to state and local government and to private industry. He managed the growth of the first National Fire Incident Reporting System in the United States from 6 states to 40 states (9,000 local fire departments) with a compatible hierarchy of data systems. He developed an overall system design based on the criterion of compatibility with local and state agency participants, produced data collection and quality control manuals and training programs, and directed the development of a series of large, complex computer programs to implement the system. In addition, Mr. Schaenman was responsible for the federal hardware system approach for collecting and analyzing the data, and determining how to divide the work between in-house staff and contractors. Mr. Schaenman was responsible for the U.S. Fire Administration's major fires investigations program, which resulted in the reports on the events and management of such major emergencies as the Beverly Hills Supper Club fire and the MGM Hotel fire. This program affected fire codes and other national programs to enhance fire protection in hotels, nursing honies, and other high-risk occupancies. Mr. Schaenman supervised breakthrough developments in residential sprinkler technology, firefighter safety programs and protective outfits, and code administration. He also developed and taught the Data Collection and Analysis section of the Executive Development course for fire chiefs at the National Fire Academy, served as a federal spokesman on the fire problem, appeared on numerous TV and radio programs, and represented the U.S. internationally on fire data and fire technology. 1972-1976 The Urban Institute, Washington, D.C., Senior Research Associate. Mr. Schaenman was project manager for studies on measuring performance of several state and local government services, including fire, crime control, and transportation. He headed several project teams that focused on improving information for managing police crime control. He examined and improved the use of Uniform Crime Report data in local police department(e.g., Nashville, Tennessee, St. Petersburg, Florida, Arlington County, Virginia, Washington, D.C.) and worked with them to improve the usefulness of those data with supplemental data and additional analyses. Mr. Schaerunan held seminars for local police officials on improving their management information systems and worked with the IACP on developing and disseminating the results of these projects. He also was project manager for studies of ways to measure impacts of land development and co-authored several books in these areas. 1963-1972 Bellcomm, Inc. (a systems engineering subsidiary of AT&T), Washington, D.C., Supervisor, 1966-1972; Member of Technical Staff, 1963-1966. From 1969-1972, Mr. Schaenman helped spearhead the TriData Corporation 81 October 2001 Fort Worth Proposal Part VI.Personnel conversion of this company from space program engineering support to corporate management science. He supervised groups involved in defining corporate-level information needs, developing analytical bases for corporate policy decisions, and developing quality of service measures. He directed the development of a computer model to optimize corporate depreciation policy, which was credited with saving AT&T a billion dollars in new capital. From 1966 to 1969, Mr. Schaenman supervised computer technology studies for the manned space flight program. He analyzed potential uses of spacebome computers on advanced manned missions. He developed automated procedures for detecting solar flares using pattern recognition (now artificial intelligence) techniques, in-flight automated checkout schemes for spacecraft systems, and ways to use cockpit instrumentation for in-flight training on long missions. He also served on the NASA panel, formulating criteria for spacecraft computers and he developed forecasts of aerospace computer technology. From 1963-1966, he was involved in a variety of studies in which he estimated data flow from advanced satellites, applied Monte Carlo simulations to space vehicle countdowns, conceived of computerized displays for monitoring countdown status, studied launch window constraints for Apollo missions, and analyzed problems with fuel gauge instrumentation in the Saturn launch vehicle. 1962 The Rand Corporation, Santa Monica, California, Consultant. Mr. Schaenman analyzed Minuteman missile bases for communications vulnerability to missile attack. He also participated in an Air Force strategic weapons budget planning exercise and wargame (SAFE). 1961 Hughes Research Laboratories, Malibu, California,Member of the Technical Staff(summer). Mr. Schaenman performed a mathematical analysis for an experiment to determine thermal properties of freely supported ultra-thin films for aerospace instrumentation. 1960 Bell Telephone Laboratories, Whippany,New Jersey, Technical Aide (summer). Mr. Schaenman performed traffic analysis for the worldwide communications network used in Project Mercury. He discovered and corrected a significant problem in the communications analysis that had been used. Professional Memberships: 1996-Present Northern Virginia Community College Advisory Committee Member 1992-Present "Who's Who in American Business Executives" 1991-Present National Association of State Fire Marshals,Advocacy Member 1982-Present National Fire Protection Association,Fire Reporting Committee 1963-Present IEEE, ACM TriData Corporation 82 October 2001 Fort Worth Proposal Part V1.Personnel 1980-1986 U.S. —Japan Natural Resources Panel on Fire Research and Safety Selected Bibliography: Management and Personnel Analysis and Master Plan for South Metro Fire Rescue, South Metro Fire Protection District, Denver, Colorado, March 2000. City of West Des Moines Fire and Emergency Medical Services Study, West Des Moines, Iowa, February 2000. City of Wichita Fire Station Location Study, Wichita, Kansas, February 2000. Boardman Township Fire Department Study, Boardman Township, Ohio, February 2000. Fire Department Operations Study, Worcester, Massachusetts, December 1999. Fire Station Location and Resource Allocation Study, Naperville Fire Department, Naperville, Illinois, October 1999. Fire Department Deployment Model Evaluation, Bellevue, Washington, September 1999. Comprehensive Assessment of the Wake County Emergency Medical Services System, Wake County Emergency Medical Services, Raleigh, North Carolina, June 1999. Comprehensive Review of the Chicago Fire Department, Chicago, Illinois,June 1999. East Lansing-Meridian Township Fire and Emergency Services Consolidation Assessment, East Lansing, Michigan, May 1999. Comprehensive Study of Colorado Springs Fire Department, Colorado Springs, Colorado,January 1999. Review of Oregon Forest Fire Prevention Programs, Keep Oregon Green Association, Inc., January 1999. Recruitment and Retention in the Volunteer Fire Service: Problems and Solutions, Federal Emergency Management Agency,National Volunteer Fire Council, and U.S. Fire Administration, December 1998. Review and Assessment of the Orange County-,Fire and Rescue Services Division, Orange County,Florida,July 1998. Management Review and Station Location Study of the Des Moines Fire Department, City of Des Moines, Iowa,November 1997. Development and Implementation of a Management Reform Plan for the District of Columbia Fire and Emergency Medical Services Department, Task 3—Integrated TriData Corporation 83 October 2001 Fort Worth Proposal Part V1.Personnel Management Reform Plan, District of Columbia Financial Responsibility and Management Assistance Authority, December 8, 1997, co-author. Development and Implementation of a Management Reform Plan for the District Of Columbia Fire and Emergency Medical Services Department, Task 2—Identification of Management ReformlImprovement Projects, District of Columbia Financial Responsibility and Management Assistance Authority,November.1997, co-author. Development and Implementation of a Management Reform Plan for the District Of Columbia Fire and Emergency Medical Services Department, Task I —Problem Identification, District of Columbia Financial Responsibility and Management Assistance Authority, October 1997, co-author. Wildland Firefighter Safety Awareness Study, Phase III—Implementing Cultural Changes for Safety, prepared for five federal agencies- Department of Agriculture Forest Service, Department of the Interior, Bureau of Land Management, National Park Service, Bureau of Indian Affairs, and Fish and Wildlife Service, March 1998. Wildland Firefighter Safety Awareness Study, Phase H—Setting New Goals for the Organizational Culture, Leadership, Human Factors, and Other Areas Impacting Firefighter Safety, prepared for five federal agencies: Department of Agriculture Forest Service, Department of the Interior, Bureau of Land Management, National Park Service, Bureau of Indian Affairs, and Fish and Wildlife Service, February 1997. Fire Program Review, State of Washington Department of Natural Resources, Olympia, Washington, January 1997. Wildland Firefighter Safety Awareness Study, Phase 1—Identifying the Organizational Culture, Leadership, Human Factors, and Other Issues Impacting Firefighter Safety, prepared for five federal agencies: Department of Agriculture Forest Service,Department of the Interior, Bureau of Land Management,National Park Service, Bureau of Indian Affairs, and Fish and Wildlife Service, October 1996. Fire Statistics and the USA Fire Problem, presented at international meeting organized by ITSEMAP FUEGO, "Fire Statistics, Social and Economic Impact," Madrid, Spain, June 13, 1996. "International Concepts in Fire Protection: New Ideas from Europe," The Building Official and Code Administrator,May/June 1995. Reaching the Hard-to-Reach, TriData Corporation, Arlington, Virginia, October 1994, co-author. "Reinventing Prevention,"Fire News,National Fire Protection Association, Quincy, Massachusetts,February arch 1994. "Reinventing Fire Prevention,"Firefighter's News, Lifesaving Communications, Inc., Nassau, Delaware, Feb rulary/MLarch 1994, TriData Corporation 84 October 2001 Fort Worth Proposal Part V1.Personnel The Community-Based Fire Safety Program, TriData Corporation, Arlington, Virginia, and Rossomando Associates, Washington, D.C., 1994, co-author. A Guide to Funding Alternatives for Fire and Emergency Medical Services Departments, United States Fire Administration, December 1993, co-author. International Concepts in Fire Protection: New Ideas from Europe, TriData Corporation, Arlington, Virginia, 1993. "New Prevention Ideas from Europe,"Fire Chief Magazine, Chicago, Illinois, August 1993. Retention and Recruitment in the Volunteer Fire Service, Federal Emergency Management Agency, August 1993, co-author. "Trends in Fire and Injury Prevention: Today's Challenge is Reaching the Hard-to-Reach," Prevention Perspective, The Fire and Injury Prevention Association, Ashland, Massachusetts, 1993. Study of Selected Fire and EMS Issues, City of Daytona Beach, Florida, 1993. "Major Ship Fire Extinguished by CO2, Seattle, Washington," United States Fire Administration, Federal Emergency Management Agency(Report No. 058), April 1992. "Apartment Complex Fire, 66 Units Destroyed, Seattle, Washington,"United States Fire Administration, Federal Emergency Management Agency(Report No. 059), April 1992. "International Concepts in Fire Prevention,"Fire Engineers Journal, December 1991. Estimated Impact of the Center for Fire Research Program on the Costs offire, KIST-GCR-91-591,U.S. Department of Commerce,National Institute of Science and Technology, Gaithersburg, Maryland, January 1991. (Also excerpted in Fire Technology,National Fire Protection Association, Quincy, Massachusetts, November 1991.) Comprehensive Study of the Seattle Fire Department, Office of Management and Budget, City of Seattle, Washington, 1991. Proving Public Fire Education Works, TriL)ata Corporation, Arlington, Virginia, September 1990. Fire in the United States,7'h ed., 1983-1988, United States Fire Administration, August 1990. The Wood Heating Alliance's National Survey of Chimney Fires, 1989-1990, August 1990. NFIRS Firefighter Casualty Data, A Preliminary Assessment of Credibility and Usefulness,National Fire Infonnation Council, February, 1990. TriData Corporation 85 October 2001 Fort Worth Proposal Part V1.Personnel Improving the Usefulness of NFIRS, Quality Control Data Definitions, December 1989. The Wood Heating Alliance's National Survey of Chimney Fires Year 2, 11,988-1989, June 1989. "The Facts About Fire Prevention in the Lodging Industry,"Fire Journal, January/February 1989, co-author. "Fire Safety Special Report,".1989 Health and Medical Annual, World Book Encyclopedia, Chicago, Illinois. "Fire Problem Comparatives," The Voice, The Journal for Fire Service Instructors and Officers, Ashland, Massachusetts, October 1988. "International Concepts in Fire Protection: Ideas that Could Help U.S. Prevention," Journal of Burn Care and Rehabilitation, May/June 1988. National Chimney Fire Survey, Pilot Study, 1987-1988, The Wood Heating Alliance, June 1988. The Many National Uses of the National Fire Incident Reporting System, U.S. Fire Administration, May 1988. "Schomberg Plaza Fire, Harlem, New York," U.S. Fire Administration, 1988, with Tom Copeland. "Consumer Products Most Frequently Involved in Fire Casualties and among the Elderly,"The American Association of Retired Persons, December 1987, with Charles Feldman. "Five Tenets for Improving Fire Protection by 2001,"IAFC On Scene, July 1987, co-author. Overcoming Barriers to Public Fire Education,TriData Corporation, Arlington, Virginia, August 1987, co-author. Public Fire Education Today, U.S. Fire Administration, Washington, D.C., 1986, co-author. "High Tech Firefighting,"Newsweek, February 9, 1987. "U.S. Leads World in Fire Deaths," Washington Post-Health, February 3, 1987. "Fire! New Ways to Prevent It,"Science,January 16, 1987. "Breaking Down Barriers to Public Fire Education,"Fire ChiefMagazine, January 1987. "Wearing Apparel Fires: Analysis of In-Depth Investigations form 1972-1984," Consumer Product Safety Commission, CPSC-C-85-1172, co-author. TriData Corporation 86 October 2001 Fort Worth Proposal Part V1.Personnel "International Concepts in Fire Protection: Examples from the Far East,"Fire Journal, January 1986. "What Can We Learn from the Experience of Other Nations?"Fire Command, January 1986. "What Is the Condition of Charlottesville's Capital Plant? (Phase I)," Office of the City Manager, Charlottesville, Virginia, December 1985. "Fire Injuries in the Workplace,"National Safety News, December 1985. "First-Class Abroad,"Firehouse, October 1985. International Concepts in Fire Protection —Practices from Japan, Hong Kong, Australia, and New Zealand,TriData Corporation, Arlington, Virginia, 1985, co-author. "From Tokyo to Down Under: (Part 11) Fire Department Training, Safety, and Organization,"Fire Chief Magazine, January 1985, co-author. "From Tokyo to Down Under: (Part 1) International Approaches to Fire Prevention," Fire Chief Magazine, December 1984, co-author. "America's Burning, Why Isn't Europe?"Fire Overseas Supplement, Fire Protection Equipment and Safety Center of Japan, Volume 2, 1984, co-author. "Improving Fire Safety: We Can Learn From Europe's Example,"Legislative Policy, May/June 1984, co-author. "Why Europe Isn't Burning,"Fire Chief Magazine, Chicago, September 1983. "International Concepts in Fire Protection—Ideas From Europe That Could Improve U.S. Fire Safety,"Fire Engineering,New York, New York, August 1983. Improving the API Fire and Safety Data System, Phase 11—Final Report, TriData Corporation, Arlington, Virginia, July 1983. "America's Burning, Why Isn't Europe?"FIRE Overseas Supplement, Great Britain, August 1983. "America's Burning, Why Isn't Europe?"Fire Chief Magazine, Chicago, Illinois,May 1983. International Concepts in Fire Protection—Ideas from Europe That Could Improve U.S. Fire Safety, TriData Corporation, Arlington, Virginia, December 1982. Improving the API Fire and Safety Data System, Phase I—Final Report, TriData Corporation, Arlington,Virginia,November 1982. TriData Corporation 87 October 2001 Fort Worth Proposal Part V1.Personnel Priorities for Improving Little Rock's Fire Protection, City of Little Rock, Arkansas, November 1982. What is the Condition of Our Capital Plant?, City of Alexandria, Virginia, October 1982. "HUD Standard Improves Safety In Mobile Homes, Survey Shows,"Fire Engineering, New York, New York, September 1982. Strengthening the Residential Rental Permit Program, City of Alexandria, Virginia, July 1982. Improving Management Information for the Alexandria Fire Department, City of Alexandria, Virginia, March 1982. Review of Performance Measures, City of Alexandria, Virginia, February 1982. "Celebrity Fires,"Firehouse, June 1981. "Fire Safety and Weatherization,"Proceedings of the National Conference on Weatherization, Community Services Administration, Washington, D.C., 1981. "International and National Analyses of Fire Problem,"Etudes et Dossiers, No. 45, Part 2, Geneva Association, January 1981. Fire in the United States, U.S. Fire Administration, Washington, D.C., I"ed., 1978, and 2d ed., 1980, co-author. Highlights of Fire in the United States, U.S. Fire Administration, Washington, D.C., I" ed., 1978, and 2d ed., 1980, co-author. "Data Collection, Processing, and Analysis,"Managing Fire Services, International City Management Association, Chapter 18,pp. 455-500, 1979. "Testimony Before the U.S. Consumer Product Safety Commission's Meeting on Upholstered Furniture Flammability,"pp. 8-22, U.S. Fire Administration, Washington, D.C., December 1978, with Henry Tovey. How Effective Are Your Community Services? Procedures for Monitoring the Effectiveness of Municipal Services, (Harry Hatry, Philip Schaenman, et al.), The Urban Institute/International City Management Association,November 1977 (wrote chapters on transportation, mass transit, and fire protection). Monitoring the Effectiveness of State Transportation Services,The Urban Institute, for DOT/Policy,Plans, and International Affairs, Washington,D.C., 1977. Procedures for Improving the Measurement of Local Fire Protection Effectiveness,The Urban Institute/National Fire Protection Association, Washington, D.C., 1977, co-author. TriData Corporation October 2001 Fort Worth Proposal Part V1.Personnel "Firefighter Health and Safety,"Fourth Symposium on Occupational Health and Hazards of the Fire Service, John P. Redmond Memorial Fund, International Association of Fire Fighters and National Fire Prevention and Control Administration, Washington, D.C., April 1977. "Productivity Measures for Fire Protection Services,"RANN 2, Realizing Knowledge as a Resource, Proceedings of the Second Symposium on Research Applied to National Needs, Volume V, Improving Government Responsiveness to Public Needs, National Science Foundation, Washington, D.C., co-author. Measuring Local Fire Protection Outcomes: Some Potential Improvements, The Urban Institute, Washington, D.C., April 1976, co-author. "Impact of the Aesthetic Appearance of the Urban Environment: How Important? How Measured?" Urban Environment and Land Use Division, Organization for Economic Cooperation and Development, Paris, France, 1975. Using an Impact Measurement System to Evaluate Land Development, The Urban Institute, Washington, D.C., 1976. "Land Development: Measuring the Impacts,"Management and Control of Growth, Volume V, The Urban Land Institute, Washington, D.C., 1975. Measuring Effectiveness of Basic Municipal Services: Initial Report, The Urban Institute, Washington, D.C., 1974 (chapters for fire, police, and transportation services). Measuring Impacts of Land Development, An Initial Approach, The Urban Institute, Washington, D.C., 1974, co-author. Measuring Fire Protection Productivity in Local Government—Some Initial Thoughts, National Fire Protection Association, Boston, Massachusetts, 1974, co-author. "Police Productivity Measurement: Initial Approaches and Practical Problems," Proceedings of the Criminal Justice Symposium Focusing on Police Productivity, National Commission on Productivity, Washington, D.C., July 1974. Measuring Police Effectiveness in Crime Control,National Science Foundation, The Urban Institute, Washington, D.C., August 1974. Measuring the Effectiveness of Local Transportation Services Provided by Local Government,National Science Foundation, The Urban Institute, Washington, D.C., August 1974. "State-Required Impact Evaluation of Land Development: An Initial Look at Current Practices and the Key Issues,"Working Paper#201-11, The Urban Institute, Washington, D.C., July 1974,co-author. TriData Corporation 89 October 2001 Fort Worth Proposal Part V1.Personnel Proposed Public Safety Effectiveness and Productivity Measurements for the City of St. Petersburg, Florida, St. Petersburg-ICMA, The Urban Institute, 1973 (included chapters on fire and transportation data). "Performance Measurement in Local Government,"Selected Papers from North American Conference on Labor Statistics, Miami Beach, Florida, U.S. Department of Labor, Bureau of Labor Statistics and Florida Department of Commerce, June 18-21, 1973. The Challenge of Productivity Diversity: Improving Local Government Productivity Measurement and Evaluation, Part III: Measuring Crime Control Productivity(co- author),National Commission on Productivity, Washington, D.C., June 1972, co-author. "Functional Requirements for the Spaceborne Computer System of a mid-70s Space Station," presented at American Astronautical Society meeting on Space Technology and Earth Problems, Las Cruces,New Mexico, October 1969, co-author. "Role of Spaceborne Computers on Advanced Manned Missions,"Proceedings of Fourth Space Congress, Cocoa Beach, Florida, April 1967, co-author. "Functional Requirements of Spaceborne Computers on Advanced Manned Missions," Spaceborne Multiprocessing Seminar, NASA Electronics Research Center, Cambridge, Massachusetts, October 1966, co-author. Statement before the Senate Subcommittee on Science, Technology, and Space— Hearings on Reauthorization of the Fire Prevention and Control Act of 1974, March 26, 1985. Statement before the House Subcommittee on Science,Research, and Technology— Hearings and the U.S. Fire Problem, March 21, 1985. Statement before the Civil Aeronautics Board, Washington, D.C., February 14, 1984. "The U.S. Fire Problem and What We Might Learn From Europe,"House Subcommittee on Health and Environment, March 21, 1983. Statement before the Subcommittee on Science, Research and Technology, U.S. House of Representatives, "What We Can Learn From Europe's Success in Fire Protection," March 16, 1983 Written Statement, Committee on Commerce, Science and Transportation, Subcommittee on Science,Technology and Space,U.S. Senate on U.S. Fire Administration,U.S. Fire Administration, February 22, 1983. TriData Corporation 90 October 2001 Fort Worth Proposal Part V1.Personnel JAMES WEED Education: B.S., Fire Administration/Management Studies,University of Maryland, University College, College Park, Maryland. Post-Graduate Course work in Trauma. The John Hopkins Medical Institution, Baltimore, Maryland. Course work in Fire Service Technology/Emergency Medical Services. Community College of Baltimore, Baltimore, Maryland. Course work in Fire Service Technology. Catonsville Community College, Catonsville, Maryland. Summary: Hazardous Material Emergency Response Director—Developed and implemented a Statewide Hazardous Materials Emergency Response Division for the Commonwealth of Massachusetts. Fire Chief/Emergency Management Director—Twenty-seven years experience in Fire/Rescue Services in both Maryland and New Hampshire. • Emergency Management • Department Management • Financial Management • Personnel Training/Instruction • Program Development • Hazardous Materials • Materials Incident • Equipment Procurement/Control • Public/Community Relations Experience: 2000-Present TriData Corporation, Arlington Virginia,Deputy Director of Local Government Studies. Mr. Weed has worked on fire department studies for Broward County, FL; West Palm Beach, FL; Springfield, NJ; Brighton, CO; Arlington County, VA; Houston, TX; South Shore, WI; and Worcester,MA. He has been the project manager on many of these studies. He also has been an investigator for major fire and emergency incidents for the U.S. Fire Administration and works on special research projects in fire operations and management. Mr. Weed is the Regional Coordinator for Radiological Emergency Preparedness Program for FEMA Region X. 1998-2000 Federal Emergency Management Agency, Office of Occupational Safety and Health, Safety Officer, Mr. Weed conducted OSHA inspections of FEMA facilities and developed and conducted pre- construction meetings for projects that could influence the health and safety of FEMA employees. He conducted detailed investigations of accident/occupational illness and investigated employee complaints of unsafe or unhealthy working conditions. He designed and conducted employee occupational safety and health training. Typical topics include safety orientation,hazard communication, work station ergonomics, etc. TriData Corporation 91 October 2001 Fort Worth Proposal Part V1.Personnel He developed evacuation plans and emergency procedures and site- specific Hazcom programs and developed and maintained a comprehensive loss control program as required. 1995-1997 Massachusetts Department of Fire Services, Hazardous Materials Response Division, Division Director. Mr. Weed directed the development and implementation of a Statewide Regional Hazardous Materials Response program for the Commonwealth of Massachusetts. He managed the day-to-day operations of the regional response teams consisting of 385 employees. He served as the liaison between the Department of Fire Services and EPA, OSHA, DEP, DOL, and other Federal and State Agencies. He designed and implemented a"Unified Command System"by creating partnerships with Federal and State Agencies, as well as private industries for a multi-agency response program. He developed and administered an operating budget in excess of $13 million, conferred with State officials to outline equipment, capital purchase, and personnel requirements. He directed the development and implementation of EPA, OSHA and DEP regulations and mandates that related to employee health and safety. He directed the design and implementation of a Statewide MIS (Management Information System) utilizing telephone, radio, and wireless communications to transmit, receive and download data worldwide for all emergency response activities. 1989-1995 Town of Windham New Hampshire, Fire Chief. Mr. Weed participated in the negotiation of the first three Collective Bargaining agreements with the Fire Union, resulting in a 10% cost sharing in all areas of Health Insurance. He directed the development and implementation of FST, OSHA and other regulations and mandates with the Fire, EMS, and other Town Services that related to employee health and safety. He actively fostered and established the concept of employee involvement that led to significant changes in key areas, including designing the management team's responsibilities. He produced significant improvements in the response to fire/rescue and emergency medical service incidents. 1989-1995 Town of Windham, Emergency Management Director. Mr. Weed designed and implemented emergency operations training for all Town departments. He established the Town's Emergency Management Plan and continually evaluated its effectiveness. He developed and secured grant funding for training and administrative duties totally$48K for 1993-1994 inclusive. 1990-1995 Southeastern New Hampshire Hazardous Materials Mutual Aid District, Chairman. Designed and implemented emergency operations training for over 900 firefighting and EMS personnel. He designed and implemented the District Hazardous Material Contingency Plan. TriData Corporation 92 October 2 001 Fort Worth Proposal Part V1.Personnel 1980-1989 Howard County Fire Department, Ellicott City, Maryland (1971-1989) Fire Lieutenant. Mr. Weed's 18-year career with this 10-station, combination department (with 226 career firefighters) was highlighted by rapid advancement based on demonstrated success in both rescue operations and personnel direction. He managed a crew of up to 60 career and volunteer personnel, provided training in effective fire suppression, rescue, and emergency medical techniques. He designed and implemented specialized training programs, assumed responsibility for district command in Commander's absence (weekends, evenings, holidays), and supervised all activity at two stations with up to 80 personnel. He served as Shift Commander, conducted detailed investigations of fires of suspicious or undetermined origins,presented fire prevention and education programs to citizens throughout the County, and designed programs to reach targeted audiences. He prepared visual aids and program text materials. Presented training programs to career and volunteer personnel. Selected to establish a Medical Service program for Howard County; researched and evaluated needs and made recommendations directly to the Fire Administrator and Chief of Operations. Accomplishments: • Appointed in 1992, for a two year term by the Governor of the State of New Hampshire, to coordinate the implementation of a Statewide Enhanced 911 System. • Established technical and operational standards for the creation of a public safety answering point, which utilizes enhanced 911 network features. • Prepared and submitted to the Commissioner of Administrative Services a budget for the bureau's operations. Certifications: (Partial Listing) • Instructor Level 11, NFPA for Fire Instructor Service • Instructor for the Emergency Management Institute in the following subject areas: • Incident Command System • Educational Methodology • Hazardous Materials Contingency Planning 10 Certified Safety Officer through FEMA Commendations/Awards: • Exemplary Award for job performance from the Town of Windham • Pop Somers Award for Outstanding Service and Leadership in Emergency Medical Service in the State of Maryland Military Service: • Fire Protection Service, Maryland National Guard, 1971 - 1977 • Assigned to United States Air Force TriData Corporation 9 3 October 20 01 Fort Worth Proposal Part VI.Personnel Professional Affiliations: • National Fire Protection Associations • International Association of Fire Chiefs • American Heart Association • NFPA Fire Service Section • Fire Chiefs Association of Massachusetts • International Municipal Signal Association • Association of Public Communications Officers • National Safety Council TriData Corporation 94 October 2001 Fort Worth Proposal Part V1.Personnel VICKI MURPHY Education: Chief Fire Officer, Commission on Chief Fire Officer Designation and the Commission on Fire Accreditation International, International Association of Fire Chiefs, 2000. Executive Fire Officer, National Fire Academy, Emmitsburg, Maryland, 1995. M.P.A, University of Central Florida, Cocoa, Florida, May 1994. B.S., Fire Science and Safety, specialties in Fire Administration, Fire Inspection and Education, Florida International University, Miami, Florida, 1988. A.S., Emergency Medical Services, Broward County Community College, Ft. Lauderdale, Florida, 1982, graduated with honors. Coursework in Arts & Sciences, Spanish, Algebra, and Trigonometry, Howard County Community College, Columbia, Maryland, 1978-1979. Honors: 1999-Present Serve on the editorial board of JEMS Manager and Supervisor 1999-Present Commissioner on the Commission on Chief Fire Officer Designation, International Association of Fire Chiefs Experience: 2000-Present TriData Corporation, Arlington, Virginia, Senior Fire Analyst. Ms. Murphy is currently the Deputy Project Manager for a comprehensive study of Palm Beach County's Fire and Emergency Services. She serves as a key technical consultant on management organization and administrative programs within county and municipal government. Ms. Murphy brings broad-based knowledge and experience in numerous areas of government especially in the areas of human resources, training, and emergency management. 2001-Present Federal Emergency Management Agency,United States Fire Administration, Washington D.C., Fire Grant Specialist Consultant. Ms. Murphy is responsible for facilitating the implementation of the FY 2001 $100,040,000 Firefighter's Assistance Grant program. She responds to questions and inquiries from the fire service, emergency management, and elected officials. She represents the Fire Administrator in meetings and conferences on the Fire Grant program. July 2000 Eagle Systems, Wisconsin, Consultant. Served on curricula review committee for the EFO prograrri at the National Fire Academy. 1996-2000 City of Seminole Fire Rescue, Seminole,Florida, Fire Chief. Fire Chief of Seminole Fire Protection District,which includes the City of Seminole and contract service with Pinellas County for the Greater Seminole area sing 23 sq. miles and 75,000 residents. The FY 2000 budget was TriData Corporation 95 October 2001 Fort Worth Proposal Part V1.Personnel $7.2 million and the Fire Rescue Department runs around 12,000 calls yearly. The services provided include Fire Protection (including Hazardous Materials& Technical Rescue Teams) and EMS service via Advanced Life Support Engines, Fire Prevention, Public Education, and Training. The Maintenance Division provides contract repairs for eight other Fire Departments in Pinellas County in addition to maintaining Seminole's fire and city vehicles. The fire department also oversees the Building Department and Code Enforcement functions for the City. • Served as the Fire Marshal for three years until the Assistant Fire Marshal position was upgraded. • Served as the City's Emergency Management Coordinator and developed the City's Emergency Disaster Plan. Functioned as the Florida Fire Chief's liaison as part of the overhead team during the Florida fires in 1998 both at the State EOC and in Flagler County. • Served as City Safety Coordinator and, with the assistance of the FR Safety Officer, developed the City Safety Manual. • Initiated management/labor teams to address Strategic Plan, Fire Prevention, EMS, Quality Assurance and vehicle specifications. 1990-1996 Brevard County Fire Rescue, Melbourne, Florida, Battalion Chief. Coordinated the activities of the Office of Career Development (OCD), responsible for training and personnel functions. Reported to the Director of Public Safety (Fire Chief). The training division develops and oversees the ongoing training schedule, monitors CEUs and assists with Quality Assurance, conducts training drills, and assists with the personnel functions for 268 full-time and 250 volunteer Firefighters and Paramedics plus, 100 part-time school crossing guards and lifeguards. Brevard County has 23 stations and runs an average of 15,000 EMS and 6,000 fire calls per year. • Additional tasks performed by OCD include recruitment, testing, interviewing, hiring, and orientation of new employees. • The division oversees promotional exams, maintains all personnel records, tracks employee physicals, evaluations, and initiates paperwork for all pay increases. Originated and submitted departmental policies and SOPS for approval. • Served as Department Internal Affairs Officer coordinating all sexual harassment, discrimination, and disciplinary investigations and hearings. • Temporarily assumed the additional duties as EMS Coordinator for in the absence of the EMS Chief. • Coordinated and participated in TOM training teams as a member, leader and facilitator. Assisted in developing a Strategic Plan as Master's project. Coordinated several workshop problem-solving teams. • OCD assisted the EMS Coordinator in obtaining and tracking State EMS Grants up to $650,000. TriData Corporation 96 October 2001 Fort Worth Proposal Part V1.Personnel • Supervised Volunteer activities. Responsible for maintaining consistency in volunteer training, accountability and performance within the County Fire Rescue Dept standards. • Instrumental in Persuading the Community College to reinstate the Fire Science Technology program. Voluntarily coordinated the program for first two years until a program chair was hired. • Coordinated the purchases and assisted setting up a training video studio and editing lab. Frequently functioned as still and video photographer and edited videos on Amilink Computer and Amiga Video Toaster for training and public relations. 1982-1990 City of Margate Fire Rescue, Margate, Florida, Lieutenant. Worked as Shift Commander reporting directly to the Fire Chief on a regular basis the last two years. • Worked as a fire fi ghter/p aramedic and assisted with training and public education as needed. • Coordinated the hydrant maintenance program. Initiated and completed Map and Pre- Fire Plan Books for all fire and rescue vehicles. • Presented training classes and conducted three in-house EMT classes, simultaneously, through the Broward Community College. Assisted with CPR& First Aid training to other city employees and the general public. 1981-1982 Pembroke Pines General Hospital, Pembroke Pines, Florida. Worked in the Emergency Room as a Paramedic. Also taught CPR for the Continuing Education Dept, 1982-1989. 1980-1981 City of Pembroke Pines Fire Rescue, Pembroke Pines, Florida, Firefighter/Paramedic. Intern and Volunteer Experience: 1993-1994 Brevard County Community College-Voluntarily Coordinated the Fire Science Program until a full-time Program Coordinator was hired. Metro-Dade Fire Academy- Completed teaching internship by teaching recruit classes. Broward Fire Academy- Completed teaching internship by teaching recruit classes. Broward Community College- Completed teaching internship by teaching recruit classes. Broward County, Florida—Volunteer firefighter EMT Howard County, Maryland—Volunteer Firefighter/TMT Professional Memberships: 1996-Present International Association of Fire Chiefs 1996-Present National Fire Protection Association 1997-Present Fellowship of Christian Fire Fighters 1996-Present Women if the Fire Service 1994-Present National Society of Executive Fire Officers TriData Corporation 97 October 2001 Fort Worth Proposal Part V1.Personnel 1990-Present SE Association of Fire Chiefs 1990-Present Florida State Fire Chiefs' Association 1990-Present Florida Fire Marshal's Association 1997-Present Florida Executive Fire Officers' Association 1996-Present Pinellas County Fire Chiefs Association 1996-Present Tampa Bay Fire Marshals Association 1990-2000 Fire Department Safety Officers Association St Petersburg Junior College EMS Steering Committee Pinellas County EMS Advisory Committee Alternate Selected Bibliography: Articles published in Fire Rescue Magazine: Murphy's Law, JEMS Publications Carlsbad, California "Seminole's Star Fleet", July 2000 "Hiring A to Z", June 2000 "Job Descriptions", February 2000 "Recruitment—Finding Potential Employees", November 1999 "Demotions, Suspensions and Terminations",July 1999 "The Pre-Disciplinary Hearing", May 1999 "The Written Reprimand", March 1999 "Verbal Counseling", January 1999 "Fork in the Road", November 1998 Articles published in JEMS EMS Manager& Supervisor, JEMS Publications Carlsbad, California HR Toolbox—"Employee Orientation", May 2001 (Volume 3-Number 5) HR Toolbox—"Killer Employee Handbooks", March 2001 (Volume 3-Number 3) HR Toolbox—"Handling Sensitive Issues",November 2000 (Volume 2-Number 11) HR Toolbox—Wanted: Brains&Brawn-Make practical & skills testing part of your hiring process. July 2000 (Volume 2-Number 3)Also, contributed to Time Keepers Real- world time-management tips straight from the experts. HR Toolbox—Trial before Fire: Pre-Disciplinary Hearings (Part 111)Are your Third step in Progressive Discipline April 2000(Volume 2-Number 4), HR Toolbox—'Troblem Employees (Part 11) Create meaningful reprimands", March 2000 (Volume 2-Number 3) HR Toolbox—"Problem Employees (Part 1) Verbal Counseling", February 2000 (Volume 2-Number 2) TriData Corporation 98 October 2001 Fort Worth Proposal Part VL Personnel HR Toolbox— "Marvelous Meetings" by Julie Schaffer(Quick Tips from Murphy) November 1999 (Volume I-Number 7) HR Toolbox—"Local Recruitment-Smart ways to find great employees in your backyard", October 1999 (Volume 1-Number 6), Also contributed to "What Would You Do (WWYD)?" HR Toolbox—"Bang-Up Job Descriptions-8 Tips to create & clarify yours and your employees", September 1999 (Volume 1-Number 5), Also contributed to WWYD HR Toolbox—"Termination: A 10 Step Strategy-Ease the process for you and your employees", July 1999 (Volumel-Number 3). Also contributed to WWYD Management U: "Leadership know-how they didn't teach you in medic school — Advancement Angles—Act now and improve your chances of getting promoted", May 1999 (Volume I-Number 1), also contributed to WWYD Presentations: Workshops of the Firefighter's Assistance Grant: • Fire Department Instructor's Conference, Indianapolis, Indiana February 2001 • Mississippi State Fire Marshal's Office Grant Workshop, Jackson, Mississippi, March 2001 • State of Delaware's Fireman's Association, Dover Delaware, March 2001 EMS Today 2001 in Baltimore MD. March 2001 Presented two sessions on Progressive Discipline and Hiring A to Z. Women in the Fire Service (WFS) Conference in Atlanta in March 2001 on Chief Fire Officer Designation Program. Chief Fire Officer Designation at the IAFC Conference-Dallas, TX 2000 Chief Fire Officer Designation at the Florida Fire Chiefs Conference -Panama City, FL 7/2000 Overview of Chief Fire Officer Designation at Executive Fire Officers' Symposium, National Fire Academy, Emmitsburg MD, April 2000 Assessment Center Workshop for Company Officer Candidates—Seminole FL 6123/2000 Assessment Center Workshop for Chief Officer Candidates—Seminole, FL 3110/99 Assessment Center workshop for Company Officer Candidates—Seminole, FL 3/9/1939 Assessment Center Workshop at Women in the Fire Service Conference(FA), Los Angles, CA 1999 Women Chief Fire Officer's Retreat in Atlanta, GA 1999 °r ' ata Corporation 99 October 2001 Fort Worth Proposal Part V1.Personnel Legal& Personnel issues affecting the Fire Service, Southeast Fire Chief s Conference, Savannah, GA, June 1996 Overcoming barriers in non-traditional roles, Southeast Fire Chiefs Conference Ladies Lunch Savannah, GA June 96 Overcoming barriers in non-traditional roles, Keynote Speaker at award Banquet for honoring Florida's non-traditional student of the year. Orlando 1996 Instructor(excluding classes taught as training officer and fire chief): National Fire Academy, Emmitsburg, Maryland, Adjunct Faculty approved to teach Organizational Theory Interpersonal Dynamics Advanced Leadership Issues in EMS Emergency Response to Terrorism-Strategic Considerations for Chief Officers Barry University, Merrit Island, Florida 1995 Public Management &the Policy Process and Budgeting Brevard Community College, Cocoa, Florida 1992-1995 Fire Service Law Fire Administration Fire Service Instructor Hazardous Materials Broward Community College Fire Administration EMS Classes: Paramedic Refresher, EMT, First Responder, Aids and Infectious Diseases, EMS continuing Education, etc. Broward Fire Academy Assisted with Recruit Classes Continuing Fire Education Classes Licenses and Certifications: Florida Certified Firefighter Florida Certified Paramedic Florida Certified Fire Inspector American Heart Association ACLS and CPR, Basic Trauma Life Support TriData Corporation 100 October 2001 Fort Worth Proposal Part V1.Personnel TIMOTHY KIEHL Education: Master of Health Administration, Duke University, 1984. BA, Economics and English, University of North Carolina, 1976. Experience: 1998-Present TriData Corporation, Arlington, Virginia; Senior EMS Systems Analyst. Participated in TriData's studies of the EMS system in Washington, D.C., Wake County,NC; Sullivan County,NY; and others. Led study of Houston EMS system. 1997-Present International Medical Consulting, Washington, D.C., Associate, Healthcare Economist, Partner Track. Consulted for Maryland Hospitals on regulatory matters; Maryland Jockey Club for EMS system planning for race events; Home Health Agency for developing managed care marketing strategy; Community Based NFP, on particular vulnerable populations. 1995-1996 Executive Office of the Governor, Annapolis, Maryland, Director of Policy, Office for Children Youth and Families. Directed twenty-five professionals in the administration of eight separate statewide programs totaling nine million dollars in annual expenditures, ( e.g.: Head Start, various grant programs & gubernatorial commissions,councils and trusts); 1115 Waiver development, children's/school health issues. 1993-1994 Executive Office of the Mayor, Washington, D.C., Senior Policy Advisor to the Mayor for Health Care Reform. Developed baseline study on the state of the healthcare delivery system in DC; Special advisor to the mayor for all health related issues; Developed blueprint for DC's Public Benefits Corporation; Developed (team member) DC's 1115 Waiver application. 1990-1992 Office of the Fire Chief,D.C. Fire and Emergency Medical Services - Department, Washington, D.C., Chief of Staff to the Emergency Medical Services(EMS) Assistant Fire Chief/MD. Conducted study; Ambulance Services in the District of Columbia, A Blueprint for Change; Member of executive management team charged with improving ambulance services; Project Director for complete central communications&dispatch upgrade. 1984-1989 Office of Emergency Medical Services,Department of Human Services, North Carolina, Regional Director for EMS System Development. Directed staff of eleven, charged with regulatory and developmental responsibilities for Eastern North Carolina's 178 rescue squads; Associate Professor, East Carolina School of Medicine, Department of Emergency Medicine. TriData Corporation 101 October 2001 Fort Worth Proposal Part VI,Personnel 1980-1984 North Carolina Memorial Hospital,Emergency Department, Chapel Hill,North Carolina, Administrator. Designed physical layout of Level 'I trauma center with air ambulance services. Consulting Experience as Government Project Director and Free Lance: 1998 —Consultant to Community Based NFP charged with educational responsibilities by the State of Maryland for the amelioration of adolescent pregnancy; funding scouting, strategic plan development. 1998—Formed consulting group, Community Health Risk Management, LLC. CHRM's expertise is in halving unnecessary treatment costs to managed care Organizations through identification and care management. Currently serving small client base; seeking financial partner with larger established health care consulting firm. 1998—Consultant to ambulance providers of Maryland as they seek market expansion and service upgrades. 1998 —Consultant-to Maryland jockey Club as IMC Associate, planned and implemented IMC EMS service coverage for Maryland's tracks. 1998—Consultant to Maryland Hospital Coalition on rate setting issues, IMC Associate. 1997 —Consultant to DC Financial Control Authority, management consulting on DC Fire and EMS Department, 1997—Modeled integrated home health systems designed to minimize unnecessary hospitalizations; developed new business for client through capitated contracting with managed care organizations 1997—Researched and drafted affiliation proposal between academic medical center and public hospital with satellite community health centers. Researched like mergers in five other cities, surveyed state of community health centers for affiliation fitness, drafted and presented findings and recommendations to respective boards. 1996—Represented Governor's Office's interests as they pertain to children's medical services during the development and award of Maryland's Medicaid Managed Care 1115 waiver program. 1996—Procured six million dollar education program from communications/public relations firm designed to lower adolescent pregnancy rates statewide. 1996—Secured one and a half million dollar grant from the Robert Wood Johnson Foundation to implement school based health centers statewide; recruited and trained staff to implement same. 1995 —Chief architect of Washington DC's Public Benefits Corporation(PBC),designed to manage the public sector health care delivery system. TriData Corporation 102 October 2001 Fort Worth Proposal Part V1,Personnel 1995 —Chief strategic planner for DC's Health Department as separate entity from DHS. 1995 —Developed Business plan for a start up commercial ambulance service. 1994— Chief of Staff to Mayor's"Blue Ribbon Panel on Health Care Reform", laid groundwork for PBC, separate health department, Medicaid managed care program and broad insurance reforms. 1994—Chief of Staff to Mayor's Health Care Reform Task Force, analyzed President's Plan and predicted how it would impact DC's healthcare delivery system both; lobbied concerns to Congress and City Council. 1994—Health care issue consultant to Mayor Barry's 1994 mayoral transition team. 1993 —Developed proposal for interstate hospital systems joint venture. 1993 — Installed computer aided dispatch system to DC's 911 center, installation included sophisticated medical priority dispatch capability and system's status management components. 1992 — Designed Advanced Life Support (paramedic) consolidated county EMS system for Lenoir County, N.C. 1992—Researched the five most common organizational designs for urban Emergency Medical Services(EMS) systems, reporting findings to mayoral commission. 1991 —Member of Governor Schaefer's multidisciplinary International Health Care Task Force mission to Kuwait, analyzed war damage to Kuwait's EMS system. 1990—Designed third service type emergency medical services system for Mayor Kelly's 1990 transition team. TriData Corporation 10 3 October 2001 Fort Worth Proposal Part V1.Personnel PAUL C. HAIGLEY,JR. Education: University of Baltimore Graduate School Six (6)credit hours in Masters program. University of Baltimore, Bachelor of Science Degree in Business Management, 1969. University of Baltimore, Associate of Arts Degree, 1961. Experience: 1994-2000 Fire Chief—St. Lucie County Fire District, 2400 Rhode Island Avenue, Fort Pierce, Fl,34948. Appointed by St. Lucie County Fire District Board of Commissioners as Chief January 10, 1994. The Fire District covers approximately 600 square mile with a population of 200,000. The Fire District presently has 15 fire stations, with 303 uniformed personnel and 30 civilians. The Fire District has a budget in excess of 28 million dollars. I was hired to reorganize the District and apply nationally accepted standards and methods to improve its operation. 1991-1994 Fire Administrator—Anne Arundel County Fire Department, P.O. Box 276, Millersville, Maryland 21108. Appointed Fire Administrator, 1991. The Fire Department was at a strength of 617 officers, men and women in 30 companies spread over 440 square miles with a population of 430,000. The Fire Department budget for fiscal 1994 was in excess of 40 million dollars. There were 24 active volunteer fire companies with a membership of approximately 1500. 1991-1994 Director of Emergency Management, Appointment by the Governor effective December 1, 1991. Responsible for all aspects of planning, coordinating, developing and administering the Anne Arundel County Emergency Management program. 1977-1991 Chief Deputy, Appointed October 29, 1977 through a department reorganization. Second in command of department, assisted the Fire Administrator in planning, coordination and supervising the operation of the department. Acted as Fire Administrator in his absence. 1968-1977 Deputy Chief, Promoted October 4, 1968. Commanded fire scenes of unusual or multiple alarm fires. Planned,coordinated and directed fire operations, over the course of my career approximately 1800 such emergency situations. Other duties as assigned. TriData Corporation 104 October 2001 Fort Worth Proposal Part V1. Personnel 1966-1968 Assistant Fire Administrator, Appointed December 15, 1966. Duties associated with all phases of Fire Administration,budget and fiscal policy, personnel, payroll, etc. 1965-1966 Lieutenant, Promoted April 15, 1965, assigned to Fire Marshal's Office. Duties included all phases of Fire Prevention,plans review and code enforcement. Fire Investigation—cause origin arson squad with power of arrest. 1962 Appointed to the Fire Department. Teaching Experience: Mr. Haigley has been associated with three (3) Community Colleges and one (1) University serving as a part-time faculty member and advisor of the Fire Science Curriculums. The following is a list of those Colleges and courses with which Mr. Halgley has been associated: University of District of Columbia 4200 Connecticut Avenue NW, Washington, D.C. August 1980 to 1983 Fire Department Administration and Organization Charles County Community College LaPlata, Maryland Spring 1974 to 1980 Fire Department Administration and Organization Fundamentals of Fire Prevention Community College of Baltimore Baltimore,Maryland Fall 1971 through April 1977 Fire Department Administration and Organization Fundamentals of Fire Suppression Fundamentals of Fire Prevention Advanced Tactics and Strategy Anne Arundet County Community College Arnold,Maryland Fall 1968 through 1970 Fire Service Technology Curriculum Introduction to Fire Science I Accomplishments: TriData Corporation 10 5 October 2001 Fort Worth Proposal Part V1.Personnel Vice Chairman of the Fire Chief's Council of the Baltimore Regional Council of t, Government. The group consisted of 5 counties and the City of Baltimore comprising the metropolitan area and dealt with problems and concerns relative to area Fire Protection. 1989 to 1994 served on the Regional Planning Councils Fire Marshal's Sub Committee for the Baltimore Subway and Light Rail construction extension into the surrounding counties. Anne Arundel County Management Task Force Committee member. This was a management group appointment by the County Executive to study the County Fire Department in areas of management and organization and to make recommendations for its improvement. The final report was known as the Turner Commission Report. Served as a member of the Affirmative Action Committee for Anne Arundel County. The purpose of the committee was to develop a comprehensive affirmative action plan for the Anne Arundel County Government. Appointed by County Executive, Anne Arundel County, Maryland, to the Equal Employment Opportunity Committee. Served as a member of the Employee Assistance Program Advisory Group for Anne Arundel County. The E.A.P Program was a county employee benefit which provided counseling in areas of family, stress, drug and alcohol abuse, financial, legal and crisis problems. The Advisory Group evaluated and recommended changes in the program, reviewed the performance of the Provider and reviewed the contract proposals of the Provider on a yearly basis. The Program was available to all 3,000 county employees. Served as a member of the Anne Arundel County Core Group for study and implementation of automation of County departments. The purpose of the Group was to evaluate, study and recommend areas of County government operations and functions that could be automated. In 1989, was assigned by the County Executive to the United Way of Maryland as a loaned executive for four(4)months. Special Assistant State Fire Marshal appointed by the Fire Marshal's Office of the State of Maryland to enforce the State Fire Prevention Code. Sworn into the Anne Arundel County Police Department June 1967 as a Special Police Officer with the purpose of having the power of arrest relative to arson investigations. Professional Organizations: International Association of Fire Chiefs International Association of Fire Chiefs Metropolitan Committee National Fire Protection Association Life member International Association of Firefighters, Local 1563 Maryland Arson Investigators Association TriData Corporation 106 October 2001 Fort Worth Proposal Part VI.Personnel Chairman of the Entertainment Committee IAFC Metro Meeting 1981 I.A.F.C. Metropolitan Committee meeting was hosted by the Anne Arundel County Fire Department in 1981. 1 served as Chairman of the Hospitality and Entertainment Committee. Assisted the Baltimore City and Baltimore County Fire Departments as Vice Chairman of the Finance and Transportation Committee for the lAFC Metro Committee Meeting in Baltimore, April 1990. Anne Arundel County Volunteer Firemans Association Anne Arundel County Retired Firefighters Association Delegate—Maryland State Firemans Association Treasure Coast Fire Chief's Association Florida Fire Chief's Association TriData Corporation 107 October 2001 Fort Worth Proposal Part VI.Personnel WILLIAM RICHMOND Education: A.A.S., Fire Science, Community College of Philadelphia, Philadelphia, Pennsylvania, 1980. Honors: Phi Theta Kappa Honor Society Experience: 1990-Present TriData Corporation, Arlington, Virginia, Consultant. Mr. Richmond has served as a key consultant on comprehensive fire department management studies [26 studies to date] that include Winnipeg; Chicago, Illinois; Washington D.C.; Omaha, Nebraska; Seattle and Tacoma, Washington; Bellevue, Washington; Trenton, Hamilton and Vernon Townships, New Jersey; Norwalk, Connecticut. Fire Loss Prevention, Fire protection and Fire Service Management, Philadelphia, Pennsylvania,Consultant. Conceive, prepare and submit articles related to fire service management, operations, and administration to trade journals for publication; 56 published to date. 1989-Present Hecker, Brown, Sherry & Johnson - Attorneys at Law, Philadelphia, Pennsylvania, Property Loss Coordinator. Responsible for coordination of the investigation of catastrophic property losses due to fire or natural disasters. He also provides in-house expertise in environmental-related cases. Fire Service Seminars, Philadelphia, Pennsylvania, Lecturer. Presentation of seminars on a variety of fire service related subjects tailored to fit training needs. 1960-1988 City of Philadelphia Fire Department, Philadelphia, Pennsylvania, Commissioner(1984-1988). Responsible for overall operation,planning, - direction, control, coordination, and training of a 2,645-person municipal Fire Department and Emergency Medical Service serving 1.6 million people in 129 square miles. Other accomplishments include the following: — Responsible for the preparation, validation,presentation, and implementation of a$100,000,000 budget and the well being of 2,645 uniform and civilian employees along with the upkeep and maintenance of 265 vehicles and 70 buildings. — Directed the development of the Philadelphia Incident Command System to facilitate operational control. — Created a Hazardous Materials Administrative Unit and an Inspections Unit and completely revamped the Philadelphia Fire Department's organizational structure to address topical needs. TriData Corporation 1 08 October 2011 Fort Worth Proposal Part V1.Personnel — Directed an assessment and evaluation of all Departmental training and facilitated the adoption of new programs along with complete revision of in-place training modules. — Directed the development of a Computer Aided Dispatch System to enhance the selection and control of emergency vehicles. — Developed and implemented a"Third Party" billing procedure for emergency medical services to capture a previously overlooked funding source. — Drafted, proposed and implemented legislation mandating smoke detector installation in one and two family occupancies. — Restructured and directed the departmental Employee Assistance Program including the development of a Critical Incident Debriefing Program. — Directed the development of a Juvenile Firestoppers Program to address the growing problem of youthful firesetters. — Developed, implemented and directed a substance abuse screening program for new hires and an overall departmental policy on the same subject. Deputy Chief, (1975-1984). Director of Research and Planning Unit (1975-1980) and Supervisor of the Emergency Medical Delivery System. He planned and directed fire protection and emergency medical coverage for major city events, such as Bicentennial Celebration, 1976; 41st Eucharistic Congress, 1976; Papal Visit, 1979. As Director of the Research and Planning Unit, Mr. Richmond researched, prepared, published and distributed departmental directives, operational procedures and annual reports. Battalion Chief, (1972-1975). Responsible for fire operations, emergency medical activities, supervision, training and fire prevention participation for staff of 40 to 60. Captain, (1969-1972). Responsible for fire operations, emergency medical activities, supervision, training and fire prevention participation for staff of 25-30. Selected for original staff of newly formed Research and Planning Unit. Lieutenant, (1967-1969). Responsible for fire operations, emergency medical activities, supervision, training and fire prevention participation for staff of 5 to 10. Served as instructor for two recruit firefighter classes. Firefighter, (1960-1967). Memberships: National Fire Protection Association International Association of Fire Chiefs(IAFC) Intemational Association of Arson Investigators TriData Corporation 109 October 2001 Fort Worth Proposal Part VI.Personnel Pennsylvania Association of Arson Investigators Keystone State Fire Chiefs Association Union Historical Fire Society Association of the 60th Signal Service Company Hospital Fire Marshals Association Philadelphia Fire Department Historical Corporation National Fire Academy Alumni Association Certificates: Integrated Emergency Management Course, Emergency Institute - 1986 Disaster Preparedness Seminar, Emergency Management Institute - 1986 Executive Development III, National Fire Academy - 1982 Fire/Arson Detection, National Fire Academy- 1982 Supervision (Advanced), Philadelphia Government Training Institute - 1967 Boards/Panels: 1991-1992 Fire Science Advisory Committee— Community College of Philadelphia, Philadelphia, Pennsylvania 1984-Present PAL Board of Directors Fireman's Hall Board of Directors 1984-1988 Hero Scholarship Fund Executive Board Modem Fire Service Management Panel, Firehouse Magazine Conference 1986-1987 City of Philadelphia, Labor Relations Task Force 1986 Chief of Department Examination Appeals Panel, New York City 1985 Affirmative Action Panel, Metropolitan Fire Chiefs (IAFQ 1983 Deputy Chief Oral Board, Baltimore 1982 Captain Oral Board, Philadelphia 1977 Captain Assessment Center Panel, Philadelphia 1975-1981 Fire Safety and Disaster Preparedness Task Force,Urban Consortium, National League of Cities Awards: 1988 City of Philadelphia—"Citation" 1988 Council of the City of Philadelphia—"Resolution" 1988 United Negro College Fund—"Distinguished Leadership Award" 1988 "Philadelphia Bowl," City of Philadelphia 1987 Man of the Year Award, Emerald Society 1986 Outstanding Public Service Award, Federal Emergency Management Agency Achievements/Career Overview: Department Management — Drafted and implemented a major restructuring of the Department's organization. TriData Corporation 11 0 October 2001 Fort Worth Proposal Part VI.Personnel — Oversaw the development of a Computer Aided Dispatch System "Request for Proposal." The Department subsequently entered into a contract for this$3.5 million installation. — Oversaw the development of specifications and subsequent adoption of aluminum as the metal of choice for new engines, addressing a long- term rusting problem. — Developed and implemented a program to bill "Third Parties" for emergency medical — services provided by the Department. Administrative/Political — The Philadelphia Fire Department was named "Best City Service 1986" by Philadelphia Magazine. — Drafted and had introduced legislation mandating smoke detector installation in one and two family dwellings. — Created an Inspections Unit charged with the responsibility to prevent loss of life and property through the effective management of recognized codes and standards. — Created a Hazardous Materials Administration Unit charged with the responsibility to professionally and proficiently address the myriad problems associated with hazardous materials as they relate to the department. — Organized and conducted the City's most successful Minority Intake Recruitment Drive. Personnel Management — Established a Departmental Employee's Assistance Program with a complete menu of guidance areas designed to address most employee needs. Coupled with this was the creation of a Critical Incident Stress Program. — Established an Annual Awards Day to property recognize outstanding employee effort. — Encouraged the physical fitness of employees through a variety of programs. — Developed and implemented a drug screening program for new hires and overall departmental drug policy as well. — Developed and implemented a departmental policy on smoking in the workplace. and Raising — Obtained private foundation funding for 160,000 smoke detectors, which were distributed without cost in high fire death history areas. — Acted as Co-Chairperson for the 1987 United Negro College Fund Municipal Campaign. — Promoted the highest ever departmental sale of Hero Scholarship Thrill Show Tickets. TriData Corporation t t i October 2001 Fort Worth Proposal Part V1.Personnel Youth EducationlAwareness — Developed a Juvenile Firestopper Program to work with young firesetters. — Created a Departmental Explorer Scout Post- #644. Articles: Bridging the Communication Gap"- Firestation Management Advisor—June, 1999 "A Fire Chief's Guide for Keeping Up-to-Date"—Firestation Management Advisor— May, 1999 "Keeping Up Your SOPS"—Firestation Management Advisor—April, 1999 "Is There Life After the Fire Service?"—Firestation Management Advisor—March, 1999 "Learning to Delegate Authority"—Firestation Management Advisor—February, 1999 "Assessing the Value of Your Training Program" —Firestation Management Advisor— January, 1999 "Dismissal—The Ultimate Weapon"—Firestation Management Advisor—December, 1998 Evaluating Firefighter Performance Firestation Management Advisor - November, 1998 "The Fire Chief—Legislation Connection"—Firestation Management Advisor—October, 1998 "Avoiding Apparatus Accidents"—Firestation Management Advisor— September, 1998 "EMS —Fire Departments Do It Best"—Firestation Management Advisor—September, 1998 "Facing Legal Challenges"—Firestation Management Advisor—August, 1998 "Budget Presentations—A Primer"—Firestation Management Advisor—July, 1998 "Data Management at Your Service"—Firestation Management Advisor—June, 1998 "Fire Station Management—A Check List"—Firestation Management Advisor—May, 1998 "The X Factor in Decision Making"—Firestation Management Advisor—April, 1998 "Paving the Path to Advancement"—Firestation Management Advisor—April, 1998 "Leader or Manager—Which Are You?"—Firestation Management Advisor—March, 1998 "Ten Commandments for Fireground Operations"—Firestation Management Advisor— January, 1998 "Decision Making: A Time Tested Approach"—Firestation Management Advisor— January, 1998. "Tips for Performing Well on Oral Examinations"—Firestation Management Advisor— December, 1997 "rhe Art of Being Approachable: How It Can Help Your Management Style"— Firestation Management Advisor—December, 1997 "What More Important Than Training?"—Firestation Management Advisor,November, 1997. " e Battle of the Badges"—Firestation Management Advisor—November, 1997 "Fire Risk Assessment: Three Questions Your Department Should AsV—Firestation Management Advisor—October, 1997 "'Used To' Isn't Here Anymore—How to Implement Change and Win Support"— Firestation Management Advisor—September, 1997 TriData Corporation 112 October 2001 Fort Worth Proposal Part V1.Personnel "Should Subordinates Ever Challenge Orders?"—Firestation Management Advisor— September, 1997 "You Don't Need All Those Boxes— Streamlining Your Department's Organizational Chart"—Firestation Management Advisor—June, 1997 "How Communications Equals Successful Fire Response"—Firestation Management Advisor— May, 1997 "Don't Be Fooled: Practical Tips for Buying Firestation Equipment"—Firestation Management Advisor—April, 1997 "When the Firefighter, Not the Fire, Is Under Investigation: A First Person Account"— Firestation Management Advisor—February, 1997 "Drawing Your Line in the Sand"—Firestation Management Advisor—November, 1996 "Independent Outside Firms Evaluate Department Efficiency"—Firestation Management Advisor—July, 1996 "The Cult, the Confrontation, the Chief and the Court"—Firehouse Magazine—June, 1996 "A Word to the Fire Investigator: Insurance and Legal Communities Drive Investigators to Embrace NFPA 921'"—Firestation Management Advisor—May, 1996 "The Positive Side of Committees: Delay Aside, Committees Provide Key to Problem Solving"—Firestation Management Advisor— February, 1996 "Everyone Needs an Umbrella! Leadership, Management and Strategy Combine to Protect the Chief From the Elements"—Firestation Management Advisor—January, 1996 "Talk About Your Red Flags! City Managers Claim Chiefs Have No Plan for the Future" —Firehouse Management Advisor— December, 1995 "Look to the Standards"—Firehouse Management Advisor— September, 1995 "Roadmap to the Future"—Firehouse Management Advisor—August, 1995 "Do as I Do—Setting the Example"—Firehouse Management Advisor—July, 1995 "Firefighter to Supervisor: A Quantum Leap, Part II""—Firehouse Management Advisor— June, 1995 "Firefighter to Supervisor: A Quantum Leap, Part I"—Firehouse Management Advisor— May, 1995 "Uncommon Valor"—Firehouse Magazine—April, 1995 "The Disciplinary Process—One Chief's Perspective"—Firehouse Management Advisor —April, 1995 "The Computer and the Chief'—Commish—March, 1995 "The Care and Preservation of Your Most Valuable Resource"— Commish—February, 1995 "The Pros and Cons of Critiques"—Commish —February, 1995 "Involving the Community in Mutual Pursuits—Seven Ways to Reach Out"— Commish— J u , 1995 "The Report Card"—Commish—January, 1995 "The Press and the Fire Chief'— Commish—December, 1994 "Avoiding the Dinosaur"—Commish—November, 1994 "The Kitchen Table"— Commish—October, 1994 "The Heir Apparent: Improving Subordinate's Leadership Abilities"— Commish— August, 1994 "From the Toolbox: Using Open Fonuns to Solve Problems"®- Commish—July, 1994 "You and the Union: How to Work Together Effectively"— Commish—June, 1.994 "The Old Timer"—PFD News— 1997 to 1981 TriData Corporation 113 October 2001 Fort Worth Proposal Part V1.Personnel "Company Officer"—PFD News— 1976 to 1977 "Company Officer"—PFD Officers Call— 1973 to 1974 "Report of People Trapped"—PFD News—January-February, 1973 Lectures and Presentations: "The Mary Pang Fire/Analysis," Holy Family College, Philadelphia, Pennsylvania, 2000 "The MOVE Confrontation: Lessons Learned," Saint Joseph's University, Philadelphia, Pennsylvania, 2000 ....MOVE Confrontation/Analysis," Holy Family College, Philadelphia, Pennsylvania, 1996 and 1998 "Harrison Court Fire/Analysis," Holy Family College, Philadelphia, Pennsylvania, 1996 and 1998 "Major Incidents: Planning and Operational Considerations," Eastern Montgomery County Emergency Management Council, Willow Grove, Pennsylvania, 1997 "Employee Assistance Programs," Saint Joseph's University, Philadelphia, Pennsylvania, 1993 "Incident Command Systems,"Norristown Fire Department, Norristown, Pennsylvania, 1990 "High Rise Fire Fighting," New Jersey State Safety Council, Atlantic City, New Jersey, 1990 "Effective Fire Investigation,"New Jersey State Safety Council, Fort Dix, New Jersey, 1990 "High Rise Considerations Seminar," Montgomery County Fire Academy, Montgomery County, Pennsylvania, 1989 Military: United States Air Force United States, Iceland and Japan Air to Ground Radio Operator 1956 to 1959 Honorable Discharge United States Army United States, Korea,Japan and Okinawa High Speed Radio Operator 1949 to 1952 Korean Service medal with 4 Battle Stars Honorable Discharge 114 October 2001 TriData Corporation Fort Worth Proposal Part V1. Personnel STEPHEN SOLIDER Experience: 1991-Present TriData Corporation, Arlington, Virginia, Emergency Communications Consultant. Mr. Souder serves as a key technical consultant on emergency communication systems for the federal government and cities. This included developing a Fire Service Communications Manual for the United States Fire Administration and assessing emergency communications as part of EMS and fire studies for Calvert County, Maryland; Chicago, Illinois; Houston, Texas; Seattle, Washington; Portland, Oregon; Dallas, Texas; Palm Beach County, Florida; Bakersfield/Kern County, California; St. Augustine and St. John, Florida; Norwalk and Groton, Connecticut; Washington, D.C.; and others. Souder brings common sense, strong interpersonal skills, and a practical, user-based vision of the future regarding how the wireless communications revolution can benefit government in the delivery of services to the community. 1985-Present Emergency Communications Center (ECC), Arlington, Virginia. Administrator. As the Administrator(Division Chico of the Arlington County, Virginia ECC, he manages a state-of-the-art communications center utilizing Enhanced 9-1-1, computer aided dispatch (CAD), mobile data terminals (MDT) and an 800 MHz trunked radio system. The ECC serves as the 9-1-1 public safety answering point (PSAP) and police/fire/EMS dispatch center. Mr. Souder manages a staff of fifty-five employees (calltakers, dispatchers and administrative staff) with a yearly budget of$3 million. He has developed communications standard operating procedures,policies and protocols for emergency incident management by on-scene and communications center personnel. Mr. Souder reviews all major/unique incidents to ensure that proper and efficient communications practices are utilized. This ECC has been nationally recognized as a progressive, efficient center, utilizing civilian cross-trained personnel. Souder recently served as project manager for the design and construction of a new ECC, which includes a graphical user interface(GUI) and distributed processor platform-computer aided dispatch(CAD) system, a 15 channel 800 Mhz trunked radio system and encompassed the design of a new Mobile Command Post vehicle. The ECC is currently upgrading its mobile data terminal (MDT) system in all police patrol vehicles with portable(laptop) computing devices for data entry and retrieval from the vehicle or event scene. Steve is active in the affairs of the'Associated Public Safety Communications officials(APCO) and the National Emergency Number TriData Corporation 11 S October 2001 Fort Worth Proposal Part V1.Personnel Association (NENA), is the past President of the Virginia Chapter of APCO and is the Executive Council member representing the Virginia Chapter. Recently, he was a member of a committee of national experts that developed the APCO National Public Safety Telecommunicator Training Standard. Additionally, Steve serves as Chair and Vice Chair of the Metropolitan Washington (DC) Council of Governments Fire/Rescue Communications Committee and Police Communications Committee respectively. Also, Steve is the Chair of the FCC region 20 (comprising Maryland, the District of Columbia and the six (6) northern counties of Virginia) Public Safety Communications Planning Committee. 1961-1985 District of Columbia Fire Department (DCFD), Fire/EMS Communications Division, Washington, D.C., Chief, Fire/EMS Communications Operator. During eighteen years service in the DCFD Fire/EMS Communications Division, he served in every operations position and had extensive experience in effective and efficient communications operations for a wide variety of challenging incidents; i.e., airplane crashes, mass casualty incidents, railroad accidents, hazardous material incidents,civil disturbances, and major fires. Prior to working in communications, Mr. Souder spent seven years in the field as a firefighter. Professional Memberships: • Chairman, Metropolitan Washington Council of Governments (COG) Fire Communications Officers Committee. Developed communications procedures for Incident Command Systems for regional fire service mutual aid operations at major disasters. • Coordinator,Northern Virginia Fire Service Regional Response Program (NOVA). • Member, Associated Public Safety Communications Officials (APCO) International • Fire Service Communications Committee • 911 Committee • Committee on the Accreditation of Public Safety Communications Centers • President, Virginia Chapter of APCO • Chairman, Operations Committee FCC Region 20(Maryland, Washington,DC & Northern Virginia) Public Safety Communications Plan. General Experience: • Served as a member of the U.S. Coast Guard(USCG)Reserve for forty years with the rank of Senior Chief Port Securitymen. During 1987-1989 represented USCG on NTPA Sub-committee 1405 (Recommended Practice of Land-Based Fire Fighters Who Respond to Marine Fires). In this capacity developed the Chapter TriData Corporation 116 October 2001 Fort Worth Proposal Part VI. Personnel on Communications. During his career has had extensive experience in search and rescue (SAR) missions and the coordination and control of the same. • Has been and is a frequent speaker on the subject of fire service communications at meetings, courses, conferences and seminars. • Developed communications procedures for Incident Command systems for regional Police/Fire/EMS mutual aid operations. • Served as an "subject matter expert" on various post incident reviews, critiques and investigations. • Provide consulting service to other agencies and jurisdictions on a wide variety of emergency communications issues including organization, consolidation, personnel and training, 911, radio, etc. • Serve as an expert witness in proceedings involving a variety of public safety communications center equipment, operational and personnel matters. TriData Corporation 117 October 2001 Fort Worth Proposal Part V1. Personnel MARTHA WORD-HALEY Education: Master of Business Administration, Owen Graduate School of Management, Vanderbilt University, Nashville, TN, 1976 Bachelor of Arts, George Peabody College,Nashville, Tennessee, 1972 Certified in SAP Financial Accounting and Controlling Modules, Andersen Consulting SAP Partner Academy, 1995. Experience: 1998-Present Word Consultants, San Angelo, Texas, Consultant. Ms. Haley provided project leadership to plan and direct disaster recovery testing for the central computer center for Vanderbilt University Medical Center. She provided IT consulting to analyze the performance of the IT function and quality of data for management decision-making for the Fire Departments of Chicago and Colorado Springs. Changes in organization, procedures, systems, development direction and IT management practices were recommended to improve operations. She provided general management consulting to assess the operational structure and performance, to evaluate staffing requirements and to recommend improvements to top Fire Department management of Chicago and Colorado Springs. The functions assessed included emergency management and preparedness, fire and building code enforcement, plans reviews, finance (accounting, operating and capital budgeting, purchasing, cost accounting, payroll, time and attendance), planning and budgeting, and human resources. 1995-1998 Vanderbilt University Medical Center, Information Management Manager, Health Systems Projects. Ms. Haley provided leadership and direction to develop, test and implement remote hot site recovery and business restoration for the hardware and software located in the central computer center of VUMC. This involved: recovering an IBM ES9000 MVS/ESA(running under VM with 500+Gb DASD farm, multiple CICS regions, DB2 system and various system software products); a RS6000, AIX with mirrored discs; a AS400, 451400; a DEC VAX with mirrored discs; various communication links between platforms (including TCP/IP) and two switched TI lines as the network link between servers at remote site and servers at VUMC; and various application software systems. She provided direction for 10 cross-functional IT working teams to develop sub-project plans,operational procedures and data sets required for recovery. She coordinated disaster declaration and recovery responsibilities with various departments across the university. She provided direction to application project managers to evaluate the cost/benefit of on-line and batch recovery,to assess the current feasibility of recovery, and to develop detail plans for batch and on-line recovery. She provided leadership and direction to the Operative Services Division of VUMC to evaluate and implement clinical and administrative systems. This included: leading 5 teams of clinical and administrative managers and staff(approximately 50 users) to define requirements, evaluate altematives TriData Corporation t t8 October 2001 Fort Worth Proposal Part V1. Personnel and recommend software solutions for admissions,discharge and transfers; patient charting; patient and surgical procedure scheduling; hospital billing; physician billing; supplies inventory control; procedure pack assembly and billing; instrument management; case management; staff scheduling; and payroll, and developing an imp lementation/integration strategy and project plan. She also provided leadership and direction to develop a Change Management process for VUMC. 4/95-11/95 Chaptec Group Inc., Irving, Texas, Consulting Associate. Ms. Haley provided system implementation consulting to Anheuser Busch International, Inc., Metal Container Division, for implementing SAP Financial Accounting and Controlling modules. She is certified in SAP Financial Accounting and Controlling Modules, Andersen Consulting SAP Partner Academy, 1995. FI/CO modules include: General Ledger, Accounts Receivable, Accounts Payable, Asset Accounting, Cost Center Accounting, Internal Orders, Profitability Analysis, Profit Center Accounting, Extended General Ledger and Report Writer. 1990-1995 The Miami Herald Publishing Company (MHPC), Miami, Florida Manager, Systems And Programming Department, IT Division. Ms. Haley managed an IT professional staff of 15 responsible for developing business systems to support order entry, classified ad sales, pricing, accounts receivable, billing and collection, and decision support for the Advertising Sales Division. She directed several concurrent cross- functional efforts: converted from an IBM mainframe architecture (3081, MVS/XA, CICS, VSAM./DLI, Cobol/Assembly, 3270 communication) to networked HP3000's (987, 967, 957,MPE/LX, VPlus, Turbo Image with Omnidex indexing/KSAM, Cobol) and HP9000 (Unix, Sybase,TCP/IP communication) architecture. She converted a client/server Classified ad order entry and pagination application written in Turbo Pascal, IBM Cobol and CICS with VSAM file structure and 3270 communication to HP Cobol, Turbo Image with Ornnidex indexing file structure with TCP/IP communication using WRQ Reflections and PPL for approximately 130 on-line users. She implemented a client/server decision support system (MSS from Media Data Technology, Inc.)on HP Unix using Sybase file structures and Business Objects as an end user reporting tool. Ms. Haley converted historical reporting data from VS AM to Sybase tables and developed a daily conversion method to create a seamless transition as various projects were implemented. She implemented a display ad order entry/ billing software package for approximately 60 on-line users, and directed numerous large scale software development projects to enhance functionality,all of which were delivered on-time and within budget. Maintained over I million lines of custom code. Reduced staff by 1/3. 1985-1989 Rogers Group, Inc.,Nashville, Tennessee, Director, Business Systems Planning Department(BSP), Ms. Haley directed corporate business systems strategic planning and business design of IT systems, Developed TriData Corporation 119 October 2001 Fort Worth Proposal Part V1.Personnel a five-year plan for corporate business systems and trained a cross- functional learn of Vice Presidents and Directors in IBM's Business Systems Planning Methodology. The initial planning effort was completed on time and 10% under budget. Established a BSP Advisory Committee to set priorities and monitor IT development projects. She planned and lead a consolidation of an independent business region into the corporate systems. The project was completed on time,, within budget and reduced annual expenditures $200,000 through a 50% staff reduction and closing a data center. Rated ten on a scale of ten by the CFO. She planned and directed a General Ledger Development Project. The project was completed on time and provided the first on-line capability for corporate financial consolidation, interim reporting by legal entity, management reporting using multiple reporting structures and weekly operational performance reporting. Lead a Coding Structures Project which developed a new chart of accounts, the management reporting rollup structures and the detail cost center structures. As a member of the Top Management Crisis Team, Ms. Haley planned and directed daily survival strategies to recover from a failure of corporate systems. Managed and trained the Accounts Receivable staff and processed a 2.5 month back log of unbilled receivables. 1980-1985 Deloitte Touche, Nashville, Tennessee and Atlanta, Georgia, Manager, Management Advisory Services. Ms. Haley was a lead member of a cross-functional team to design and implement the financial systems and manufacturing interfaces during construction and startup of a truck manufacturing facility for Nissan Motor Manufacturing Corporation, USA. She lead responsibility for defining requirements, developing a systems design and implementing a paperless accounts payable, accounts receivable and letter of credit payment systems. She designed a paperless purchase price variance, 3-way matching(invoice,purchase order,receipt) system. Ms. Haley analyzed and defined requirements for interfaces between the financial and cost accounting systems and purchasing, inventory control, transportation, free trade zone and manufacturing process control systems. She managed cross-functional performance assessment of a large IT department and developed a plan to improve planning, system development, computer operations, and to migrate to a new hardware configuration. She was the Project Lead to define requirements and recommend the future development direction for Bell Atlantic's purchasing and accounts payable functions. And Ms. Haley managed business systems and IT consulting projects and marketed client services in a variety of industries: automotive manufacturing, wholesale building products distribution, higher education, regional bell operating company,public utility, state and local governments, and a legal fi rm. 1972-1980 Metropolitan Government of Nashville Davidson County,Tennessee, Director, Management Analysis Division, Health Department. Ms. Haley directed the finance, budgeting, planning and grants administration functions and managed a professional and clerical staff of twelve(three TriData Corporation 120 October 2001 Fort Worth Proposal Part V1.Personnel Accountants, a Business Office Supervisor, a Health Care Planning Specialist and staff in payroll, accounts payable, billing and collections). She directed the implementation of a clinical fee system for Primary Health Care Clinics, development of a program and account center cost accounting system to maximize grant revenue, and revision to the cost basis and allocation methods for Medicare cost reimbursement which resulted in additional federal revenue. Ms. Haley directed construction activities, inspected construction-in-progress and approved progress payments for construction projects totaling$4 million. 1972-1977 Metropolitan Government of Nashville Davidson County, Tennessee, Supervising Program and Performance Analyst, Finance Department. Ms. Haley led special projects for the Mayor, Director of Finance and Assistant Director of Finance, analyzed departmental budgets and supervised two analysts. Ms. Haley led a comprehensive investigation of the Department of Codes Administration which resulted in establishing professional certification programs for building, electrical, plumbing and housing inspectors; instituting performance standards; establishing new staffing requirements and instituting cross-training programs between Fire and Building Inspectors. She was Assistant Project Director of a government-wide Effectiveness Measurement Program which instituted nationally-recognized performance measures for city services. These standards were recently recognized by Vice President Gore. Ms. Haley designed and implemented a cost accounting system and employee time keeping system for the Department of Parks and Recreation and assisted in designing and implementing two budgeting systems. Skills: • Excellent verbal,written and graphical communication skills using MS Word, MS Powerpoint, ABC Flow Charter, Word Perfect, Visio, Flowcharting IV, and MS Excel. • Excellent analytical skills. Trained in Applied Learning CASE, Applied Learning AD/Cycle,Yourdon Structured Analysis, Yourdon Structured Systems and Program Design, Data Flow Diagramming and Entity Relationship Modeling. • Excellent organizational skills using Lotus Organizer and Franklin Day Planner. Trained in Time Management(Franklin's TimeQuest). • Excellent project management skills using MS Project and Project Workbench. Proven leadership completing large scale complex projects on time and within budget. • Proven leadership as IT Manager directing complex cross-functional projects in dynamic changing environments in various industries and managing the complete application cycle(requiremcnts definition, system and process design,test engineering, application deployment). Trained in Deloitte Touche&IBM TriData Corporation 121 October 2001 Fort Worth Proposal Part VI.Personnel Strategic Business Systems Planning, and Price Waterhouse and Deloitte Touche application development methodologies. • Broad experience in IT management including: strategic systems planning, software conversion, platform conversion, disaster recovery planning and testing, client server development, decision support development, mainframe development, vendor software selection and implementation, change management, and risk benefit analysis. • Strong business acumen due to training and experience including: MBA, AMA Financial Analysis, AMA Strategic Planning, experienced with business systems (A/R, A/P, P/0, PPV, G/L, Cost Accounting, Inventory Control) and 5+ years with a big five. General management training includes Interaction Associates' Facilitative Leadership, TQM, and Miami Herald Leadership. • Certified in SAP Financial Accounting and Controlling Modules, Andersen Consulting SAP Partner Academy, 1995. Fl/CO modules include: General Ledger, Accounts Receivable, Accounts Payable, Asset Accounting, Cost Center Accounting.Internal Orders, Profitability Analysis, Profit Center Accounting, Extended General Ledger and Report Writer. • Broad experience in numerous industries including: health care, newspaper publishing, truck manufacturing, heavy highway construction, aggregate stone and coal mining, building materials supply, public utilities, and local goverment functions (finance, budget, fire code enforcement, emergency management, IT, building code enforcement, etc.). • Knowledge of HTML, Sybase, MS Access, WindowsNT, Windows95, Business Objects, Turbo Pascal, and Turbo Image. • Understanding of UNIX, MVS/XA, MPEXX, TCP/IP, CICS, VSAM, Cobol, and Assembly. TriData Corporation 122 October 2001 Fort Worth Proposal Part V1.Personnel CHARLES JENNINGS, PH.D. Education: Ph.D., City and Regional Planning, 1996, Cornell University, Ithaca, New York. M.R.P., Master of Regional Planning, 1994, Cornell University, Ithaca New York. M.S., Fire Protection Management, 1990, John Jay College of Criminal Justice, City University of New York. B.S., Journalism, 1986, cum laude, University of Maryland. A.A., Fire Science, 1984, Montgomery College, Rockville, Maryland. Honors: Kappa Tau Alpha, National Journalism Honor Society, 1986. Exemplary Community Service Award, Department of City and Regional Planning, Cornell University, 1996. Experience: 1997-Present John.Jay College of Criminal Justice of the City University of New York, New York, New York, Assistant Professor. Develop and instruct courses in the undergraduate degree programs in Fire Science and Fire Service Administration; Master's degree programs in Public Administration and Protection Management (fire safety and security). 1991-Present Consultant, TriData Corporation, Peekskill, New York. He consults on fire and EMS management studies and conducts fire investigations for TriData Corporation. He served on TriData's team that did comprehensive fire and EMS studies for Colorado Springs, Colorado; East Lansing, Michigan; Des Moines, Iowa; Portland, Oregon; Orange County, Florida; and others. Jennings is also active with TriData as a member of the USFA Arson Unit Management Technical Assistance Project. He has provided assistance to Saginaw, Michigan; Indianapolis, Indiana; Buffalo, New York; and Baltimore County, Maryland. 1993-1996 Board of Fire Commissioners, Ithaca, New York. Appointed by Mayor in August 1993, elected Chair, 1994. Responsible for oversight and administration of the fire and rescue service for the City and To of Ithaca, including Cornell University and Ithaca College. Improved the accountability of the Board and the effectiveness of the fire department. Areas of emphasis included development and utilization of management information and improved coordination with other city agencies. He initiated a comprehensive study leading to a complete change in deployment of personnel and equipment. 1991-1994 Ithaca Fire Department, Ithaca,New York, Volunteer Firefighter/EMT. 1989-1991 TriData Corporation, Arlington, Virginia, Research Associate. Mr. Jennings was Deputy Manager of Fire Services Communications Manual TriData Corporation 123 October 2001 Fort Worth Proposal Part V1.Personnel project for the US Fire Administration. The comprehensive manual covered system design, policies, and routine emergency communications. Jennings participated in site visits to Los Angeles County, Huntington Beach, California, and Montgomery County, Pennsylvania, and was Deputy Project manager of several studies including comprehensive fire and EMS studies for Seattle, Washington, and Tacoma, Washington. He was project manager for a comprehensive study of the State College, Pennsylvania fire department. Jennings' also assisted in the conduct and review of major fire investigations for USFA, including the One Meridian Plaza high-rise office building fire in Philadelphia, a residential hotel fire in Miami Beach that killed nine elderly people, an Atlanta five-fatality high-rise office building fire, and others. He also contributed to fire data analyses, and technical research and review of materials for public fire education campaigns. 1979-1994 Fire Department/Rescue Squad, Sergeant. Mr. Jennings was an active firefighter and officer in New York State and Maryland. As an active member of the Hillandale, Maryland Volunteer Fire Department, a combination department, he served as a member of the Board of Directors from 1989 to 1991. He served as an Emergency Medical Technician on an Advanced Life Support ambulance in Montgomery County, Maryland. From 1991 to 1994, he was an active firefighter with the Ithaca Fire Department. 1988-1989 University of Maryland Fire Protection Bureau, Fire Protection Specialist. Mr. Jennings reviewed architectural/engineering plans for renovations, fire alarm and fire suppression systems, conducted fire inspections and code interpretations for various occupancies. He performed extensive acceptance testing and routine testing of fire alarm and suppression systems. Mr. Jennings developed a computer database for incident report't analysis, designed a program to enhance reliability of fire alarm systems and provided support and liaison with the fire department and police. Jennings also acted as an agent of the State Fire Marshal with the title of Special Assistant State Fire Marshal. 1987-1988 Quality Fire Protection Consultants, Inc., Consultant. Mr. Jennings conducted fire safety instruction, fire drills and fire warden team organization for occupants of high-rise office buildings. He consulted with building management on fire safety issues and fire code compliance. He also inspected high-rise office buildings for compliance with applicable codes and good fire safety practices. 1986-1987 Nev York City Fire Department, Office of the Assistant Fire Commissioner, Press Relations,New York, New York, In errs. Mr, 124 October 2001 TriData Corporation Fort Worth Proposal Part V1,Personnel Jennings responded to inquiries from the media and the public and assisted with information dissemination at emergency scenes. 1985-1986 Montgomery County, Maryland,Fire and Rescue Commission, Budget Aide. Mr. Jennings assisted in the review of over$40 million in budgets and was responsible for research and computations used to formulate recommendations to Commissioners. 1985 Baltimore Gas and Electric Company, Security/Fire revention. (Summer) Mr. Jennings revised and developed training materials including a nuclear facility fire brigade manual, a firefighting training school booklet and an instructional program for fire departments. 1984-1985 Public Technology Inc., Consultant. Mr. Jennings researched and wrote a comprehensive document on mass transit fire safety for the U.S. Department of Transportation. He prepared marketing case studies and provided technical assistance to the marketing of software and products. 1984 Maryland, Department of Fire and Rescue Services, Montgomery County, Maryland, Intern, Communication Section. (Summer) Mr. Jennings analyzed response times to evaluate proposed station locations and developed parameters identifying high activity response areas. Professional Awards, Certifications, and Memberships: Firefighter of the Year, 1989 Line Officer of the Year, 1990, Hillandale Volunteer Fire Department Fire Marshals Association of North America: Associate Member National Fire Protection Association American Statistical Association International Association for Fire Safety Science National Trust for Historic Preservation Regional Science Association International Urban and Regional Information Systems Association Certified Fire Inspector 11,National Professional Qualifications Board(NFPA/IA.FC) Certified Firefighter 111, State of Maryland Selected Bibliography: "Socioeconomic Characteristics and Their Relationship to Fire Incidence: A Review of the Literature."Fire Technology. vol 35,no. 1,pp. 7-34. "Urban Fire Risk: Using GIS to Connect Fire, Census, and Assessor's Data."Regional ScienceReview. Vol. 17 (1998)pp. 105-112. TriData Corporation 125 October 2001 Fort Worth Proposal Part V1.Personnel Fire Department Communications Manual: A Basic Guide to System Concepts and Equipment. Federal Emergency Management Agency, U.S. Fire Administration, 1995. (co-author) "High-Rise Office Building Evacuation Planning: Human Factors versus'Cutting Edge' Technologies." Journal of Applied Fire Science, Vol. 4,No. 4. "Explaining Salary Levels in the Public Safety Sector: The Effects of Parity and Other Municipal Policies," Review of Public Personnel Administration, Vol. XIV, Summer 1994, pp. 5-25. (co-author) Seattle Fire Department Management Study, prepared by TriData for the City of Seattle, March 1991. "High-rise Office Building Fire, One Meridian Plaza, Philadelphia, Pennsylvania, "U.S. Fire Administration, February 1991. "Fire Protection in.the Centre Region, Pennsylvania: A Review of Alpha Fire Company Operations, Organization, and Effectiveness, Final Report," (principal author), Centre Region Council of Governments, 1990. "Five-Fatality High-rise Office Building Fire, Atlanta Georgia, "U.S. Fire Administration, 1990. "NFIRS Firefighter Casualty Data: A Preliminary Assessment of Credibility and Usefulness" (co-author Philip Schaenman),National Fire Information Council, February 1990. "Nine Elderly Fire Victims in Residential Hotel, Miami Beach, Florida, "U.S. Fire Administration, 1990. "Power Off to Hard-wired Smoke Detector in Nine-Fatality House Fire, Peoria, Illinois," (co-author with Daniel J. Carpenter) U.S. Fire Administration, 1989. "Gasoline Tanker Incidents in Chicago and Fairfax County, Virginia: Case Studies in Hazardous Materials Planning," U.S. Fire Administration, 1989. "An Effectiveness Comparison of Sprinklers and Compartmentation for High-rise Office Building Fire Protection as Detailed by New York Local Law 5 (1973) for the year 1981- 1985, unpublished Masters thesis,John Jay College, 1990. Partial List of Consulting Projects: Comprehensive Fire, Emergency Medical, and Emergency Management Studies - Washington,D.C. - East Lansing/Meridian Township, Michigan - Colorado Springs, Colorado - Nashville,Tennessee - New Britain, Connecticut TriData Corporation 126 October 2001 Fort Worth Proposal Part V1.Personnel - Orange County, Florida - Portland, Oregon - State College, Pennsylvania - Seattle, Washington - Tacoma, Washington Police-Fire Arson Unit Management Studies - Baltimore County, Maryland - Buffalo, New York - Indianapolis, Indiana - Saginaw, Michigan - Youngstown, Ohio Major Fire Investigations - Atlanta, Georgia - Chicago, Illinois - Fairfax County, Virginia - Miami Beach, Florida - Philadelphia,Pennsylvania Planning Studies Projection of AIDS populations, Baltimore, Maryland Metropolitan Area TriData Corporation 127 October 2001 Fort Worth Proposal Part V1.Personnel ROBIN PAULSGROVE Education- Masters Degree Candidate, Public Administration/Psychology, Southwest Texas State University Public Executive Institute, University of Texas at Austin, The Lyndon B. Johnson School of Public Affairs B.A., Fire Administration specialization, Western Illinois University Executive Fire Officer Program,National Fire Academy, 1993 Honors: Austin Fire Department Medal of Merit, 1992 Bill Randleman/Fire Chief Magazine Fellowship, 1991 Experience: 1993 Austin Fire Department, Austin, Texas, Fire Chief, Department Director. 1989 Austin Fire Department, Austin, Texas, Assistant Fire Chief(Assistant Department Director). Overseeing Communications, Prevention, Investigations, Public Education/Information,Training, Hazardous Materials, Engineering Services, and the Office of Emergency Management. Includes an interim assignment as Assistant Chief of Operations 1989 Austin Fire Department, Austin, Texas, Acting Assistant Director of Administration(AFD's Chief financial and Personnel Officer. 1988 Austin Fire Department, Austin,Texas, Batallion Chief. Managing the Communications/Computer Services Division. Selected to serve as management intern in City Manager's Office, 1988. Acted as management assistant to Assistant City Manager. Selected to establish new position of Critical Issues Officer. Contributing team member of Department Executive Staff. 1987 Austin Fire Department, Austin,Texas, Acting Chief. Assigned to Communication/Computer Services. 1984 Austin Fire Department, Austin,Texas, Captain. Assigned to Operations truck company and Rescue/Hazardous Materials unit. 19821986 Austin Community College, Austin,Texas, Instructor, Fire Science Curriculum. 1981 Austin Fire Department, Austin,Texas, Lieutenant. Assigned to Prevention Division; cross-trained as Inspector/Investigator. Assigned to Public Education Section. Assigned to Fire Chief s Office, Public Information Officer. Assigned to Communications Section, Dispatch Shift Officer. Assigned to an Operations engine company. TriData Corporation 128 October 2001 Fort Worth Proposal Part VL Personnel 1978 Austin Fire Department, Austin, Texas, Fire Specialist. 1976 Austin Fire Department, Austin, Texas, Firefighter. Professional Awards, Certifications, and Memberships: - Awarded Austin Fire Department Medal of Merit, 1992. - Awarded Bill Randleman/Fire Chief Magazine Fellowship, 1991. - Selected to contribute a regular column on management perspectives to the NFPA Journal. - Elected to the Board of the Metropolitan Fire Chief's Section, LkFC. - Appointed to National Fire Protection Association's Urban Fire Forum, 1994. - Appointed to the Board of Directors of NFPA's Research Foundation. Publications: "Management matters,"NFPA Journal, Regular Columnist. "Fire Department Administration and Operations,"NFPA Handbook, I Sth Edition. "Fire Departments,"! World Book Encyclopedia, 1997 Edition. "Recruitment and Retention Strategies for Fire Department Engineers," NFPA Journal, January 1993. "The Quality Service Challenge: The Austin Fire Department's Response," Fire Engineering, September 1992. "Take This Job and Love It-Assignment of Uniformed Personnel to Staff Positions," Fire Chief, August 19921September 1992. "Customer Service: Making It Work,"Fire Chief, September 1991. "A Model to Introduce Customer Service Methodology in the Fire Service Regulatory Role,"Fire Chief, March 1991. "Personnel Appraisal vs. Personnel Development: Implementing the New Program,"Fire Chief, February 1990; "Austin's Personnel Development Procedure," Fire Chief, January 1990; "Researching the Options,"Fire Chief, December 1989. Presentations: Presented a paper on "Visionary Leadership"at the Institute of Fire Engineers International Conference in New Zealand, 1996. International Conference: Managing for Results: Advancing the Art of Performance Measures; LBJ School of Public Affairs, Austin,Texas, 1995; "Fighting Fire With Facts." Metropolitan Fire Chiefs Section Conference, Montreal, Canada, 1995; "Dance With Who B You." Represented the U.S. Fire Service at an international conference in Wales,U.K.,May, 1994;`Quality Service Management." National Fire Protection Association, Orlando, FL, 1993; "Recruitment and Retention of Fire Protection Engineers." National Academy of Public Administration, Washington, DC, 1993; "City of Austin's BASICS Process." TriData Corporation 129 October 2001 Fort Worth Proposal Part V1.Personnel Texas Quality Conference, Austin, TX, 1993; "Total Quality Management in the Austin Fire Department." Western Fire Chief's Association, Las Vegas, NV, 1993; "Quality Customer Service National League of Cities, Orlando, FL, 1993; "City of Austin's BASICS Process." International Association of Fire Chiefs, Anaheim, CA, 1992; "Improving Fire Service Customer Service." TriData Corporation 130 October 2001 Fort Worth Proposal Part V1.Personnel BRIAN ORGEN Education The George Washington University, Washington DC, Bachelor of Science in Health Sciences, May 2001. Honors and Awards: Presidential Academic Scholarship Outstanding Academic Achievement Citation Dean's List Professional Experience: 512000-Present TriData Corporation, Arlington, Virginia, Research Analyst. Mr. Orgen received a Bachelor of Science degree in Health Sciences with a concentration in Prehospital Emergency Care. Mr. Orgen assists in*the research, data collection, and analysis of emergency medical service systems for comprehensive fire and EMS studies. Mr. Orgen participated in writing the EMS chapter for the Houston report, "Comprehensive Review o the Houston Fire Department," in which he )f analyzed the problems and made recommendations to their system. Mr. Orgen has also worked on the inter jurisdictional comparisons for many of our recent studies including Everett, WA; Jacksonville, FL; Ottawa, Canada; and Palm Beach County, FL. As a Research Analyst, he has implemented his experience in working with clients, researching, analyzing, and culminating in a written or oral presentation. He offers a unique combination of interpersonal and analytical skills, dedication and diligence, making him an excellent addition to this team. 1/2000-5/2001 EmeRG (Emergency Medical Response Group), Washington, DC. Emergency Medical Technician. The Emergency Medical Response Group is a DC-licensed first response, non-transport agency operating under the auspices of the George Washington University. The service is managed primarily by GW undergraduate students and provides emergency medical care at the enhanced BLS level to GW students, faculty, and staff. 2/2000-5/2000 Health Risk Management Group,Inc., Washington, D.C., Intern. Mr. Orgen researched environmental and public health issues through newspapers,magazines,professional journals, and Internet searches. Mr. Orgen also assisted in developing questionnaires to identify and intervene against health risks from wireless communications. 9/1999-1/2001 The George Washington University, Washington, D.C.,Team Leader. Mr. Orgen served as a Team Leader for the Analysis of Emergency TriData Corporation 131 October 2001 Fort Worth Proposal Part V1.Personnel Medical Service Systems class that developed an EMS System for a small village in Southern India. 1997-1999 The George Washington University Medical Center, Washington, D.C., Assistant Residency Coordinator. Mr. Orgen organized the procedural components of application materials, interviews, and selection of residents into the Surgical Residency Programs. He participated in creating a budget for the Surgical Residency Programs, and created and maintained performance evaluations. Summer 1998 Joel A. Aronowitz, M.D., Inc., Los Angeles, California, Office Manager. 1997, 1996 Assistant. Mr. Orgen contacted insurance companies regarding patient billing and referrals. He also assembled and maintained new and existing patient charts, scheduled patient appointments, and performed other administrative tasks. Certifications: National Registered Emergency Medical Technician-Paramedic BLS Cardiopulmonary Resuscitation (CPR) Instructor Advanced Cardiac Life Support (ACLS) Pediatric Advanced Life Support (PALS) Basic Trauma Life Support(BTLS) Special Interests: Basketball, Golf, Reading, and Art TriData Corporation 132 October 2441 Fort Worth Proposal Part V1.Personnel DAVID KRASS COHEN Education: Bachelor of Science in Business Administration in Management; Minor in Environmental Studies, Bucknell University, Lewisburg, Pennsylvania, May 2001. Dean's List Fall 2000, Spring 2001. Work Experience: 1999-Present TriData Corporation, Arlington, VA, Research Analyst. Wrote Prevention chapter for USFA's Firefighter Fatalities Retrospective: 1990- 2000. Performed data queries and wrote several Topical Reports for USFA. Performed data analysis and edited portions of the I It' edition of USFA's Fire in the United States: 1987-1996. Researched various topics, wrote sections and assisted with editing USFA's Fire Risks for the Blind or Visually Impaired, Fire Risks for the Deaf or Hard of Hearing, Fire Risks for the Mobility Impaired, and Fire Risks for the Older Adult. Participated in the research of EMS billing rate data for USFA's Guide to Funding Alternatives for Fire & EMS Departments. Researched equipment and apparatus for USFA's Hazardous Materials Response Technology Assessment. Assisted with editing on several reports for USFA's Arson Unit Technical Assistance Program. Researched and wrote several sections for NASFM's Product Safety Issues: Juvenile Fire-setter Intervention Project. Performed inter jurisdictional comparison research and data analysis for several municipal fire department management studies. Past projects include Everett, WA, Houston,TX, Jacksonville, FL, Schaumburg, IL and Palm Beach County, FL. Albuquerque, NM, Anchorage, AK, Arlington County, VA, Bellevue, WA, Boardman Township, OH, Calvert County, MD, Deerfield Beach, FL,Naperville, IL, South Metro, CO, West Des Moines, IA, Wichita, KS, and Winnipeg, MB. 1997-1998 Bucknell University Department of Athletics, Lewisburg, PA, Student Athletic Trainer. Evaluated and treated athletes' injuries, completed and maintained confidential medical records, and served as primary athletic trainer to Varsity Wrestling Team. 1997-1998 Green Acres Summer Day Camp, Rockville,MD, Counselor/Lifeguard. Served as acting unit leader of pool staff, enforced pool safety,performed pool maintenance, and taught all levels of swimming lessons. 1993-1997 Drs. Cohen, Eig& Madden, Silver Spring, MD, Office Assistant. Performed minor medical care, filing, weighing, and measuring of patients. Fire Department and Community Service: 1995-Present Cabin John Park Volunteer Fire Department, Bethesda, MD, Firefi ghter/Rescuer 11, Swiftwater Rescue Technician-1, Ambulance Driver, Probationary Training Coordinator, Duty Night Coordinator,Duty TriData Corporation 133 October 2001 Fort Worth Proposal Part VI.Personnel Night Crew Leader. Provided fire suppression, heavy rescue, hazardous materials (first responder), and EMS response to a suburban community. Received Montgomery County, MD Firefighter/Rescuer of the Month (July, 1998), Certificate of Valor and a Unit Citation for emergency medical care performed on a critical care victim at the scene of a Motor Vehicle Collision. 1997-Present William Cameron Engine Company, Lewisburg, PA, Firefighter First Class, EMS Crew Chief, Ambulance Driver. Provided fire suppression, heavy rescue, hazardous materials, and EMS response to a rural community, organized and staged a mock-drunk driving collision on campus with more than 45 participants, received Ambulance Attendant of the Year Award (2000) and Certificates of Exemplary Service for Fire Suppression and Ambulance (2000). 1997-2001 Bucknell University Office of Admissions, Lewisburg, Pennsylvania, Tour Guide. Responsible for giving biweekly campus-wide tours to perspective students and performed administrative duties. 1998-1999 Bucknell University Office of Housing and Residential Life, Lewisburg, Pennsylvania, Resident Assistant. Served as the primary liaison between 28 residents and the University Administration, advised, counseled residents, held weekly office hours, gave fire safety lectures, conducted building rounds, and facilitated 10 educational and social programs for residents, enforced University Student Code of Conduct, and served on the RA Training committee. 1994-1995 Suburban Hospital, Bethesda, MD, Clinical Support Services, Volunteer. Transported patients and delivered prescriptions and lab specimens. Computer Skills: Proficient with Macintosh and Windows '98 Operating Systems. Experience with Microsoft Word 98, Microsoft Excel 98, Microsoft PowerPoint 98, Microsoft Internet Explorer, StatPro Statistical Program, ArcView GIS. Certifications: EMT-B, Firefighter 11, Swiftwater Rescue Technician-1, CPR, AED, EVOC, and Lifesaving. TriData Corporation 134 October 2001 Fort Worth Proposal Part V1.Personnel NICOLE HANKIN Education: Columbia University in the City of New York, Bachelor of Arts, Sociology, May 2000. Jewish Theological Seminary of America, New York,New York, Bachelor of Arts, Jewish History, May 2000. Work and Volunteer Experience: 1998-Present TriData Corporation, Arlington, Virginia, Research Analyst. Ms. Hankin assists in the analysis of emergency services issues, evaluating and developing plans for emergency medical service systems; analyzing service levels and quality for comprehensive fire and EMS studies, including demand projection analysis. Ms. Hankin has participated in TriData Fire/EMS studies for Broward County, Florida; Anchorage, Alaska; Houston, Texas; Ottawa, Ontario; Brighton, Colorado; Sullivan County, New York; the National Institutes of Standards and Technology in Gaithersburg, Maryland; Springfield, New Jersey; and South Shore, Wisconsin. She has prepared research and written sections for several USFA publications, including: Guide to Funding Alternatives for Fire & EMS Departments, Personnel Accountability Technology Assessment, Fire Risks for the Blind or Visually Impaired, Fire Risks for the Deaf or Hard of Hearing, Fire Risks for the Mobility Impaired, and Fire Risks for the Older Adult. Also, she has performed National Fire Incident Reporting System (NFIRS)data analysis and prepared a report detailing trends in Multiple Fatality Fires. Recently, she has authored a series of Topical Short Reports on subjects including Daycare Center Fires and Child Fire Casualties. 1999 Massachusetts Trade Office, Jerusalem Israel, Intern. Ms. Hankin prepared a report detailing current and future trends in the Emergency Medical Services (EMS) System in Israel. The report was used as part of an analysis to determine prospects for international trade in emergency medical products in Israel. 1996-Present Gaithersburg-Washington Grove Volunteer Fire Department, Gaithersburg, Maryland, Volunteer Fire/Rescue Medical Attendant 11 (Paramedic). Ms. Hankin has extensive experience operating on both advanced and basic life support apparatus in a busy suburban station as part of an integrated, career/volunteer system. Responsible for patient care and the direction of crewmembers. She is an instructor in the Department's monthly drill program and in the community CPR program. She has received citations,both unit and individual, for excellence in the provision of emergency medical care. 1997-2000 Columbia Area Volunteer Ambulance (CAVA),New York,New York, Crew Chief, Chief Medical Officer(Fall 1999). Provided emergency TriData Corporation 135 October 2001 Fort Worth Proposal Part V1.Personnel medical services for students, staff, and faculty on the campus of Columbia University and the surrounding neighborhoods of Manhattan. Responsible for direct patient care/contact and the direction of a crew of three other emergency medical technicians. As Chief Medical Officer responsible for all training matters including curriculum, implementation, coordination, and instruction. Certifications: Emergency Medical Technician-Paramedic (EMT-P)—National Registry of Emergency Medical Technicians Emergency Medical Technician—Paramedic (EMT-P), State of Maryland BLS Instructor—American Heart Association Heartsaver AED—American Heart Association Cardiopulmonary Resuscitation (CPR) for Healthcare Providers Hazardous Materials Technician, Operations Level, Montgomery County, Maryland Publications: Topical Short Report Series, Volume I, Issues 1-10, Lead Author, United States Fire Administration, Federal Emergency Management Agency, September 2000— February 2001. Personnel Accountability Technology Assessment, co-author, United States Fire Administration, Federal Emergency Management Agency, March 2000. Product Safety Issues:Juvenile Firesetter Intervention Project, co-author, National Association of State Fire Marshals, December 1999. Fire Risks for the Mobility Impaired, co-author, Ogilvy Public Relations Worldwide, October 1999. Fire Risks for the Blind and Visually Impaired, co-author, Ogilvy Public Relations Worldwide, October 1999. Fire Risks for the Deaf and Hard of Hearing, co-author, Ogilvy Public Relations Worldwide, October 1999. Fire Risks for Older Adults, co-author, Ogilvy Public Relations Worldwide, October 1999. Guide to Funding Alternativesfor Fire &EMS Departments (Update), co-author,Federal Emergency Management Agency, United States Fire Administration 136 October 2001 TriData Corporation Fort Worth Proposal Part V1.Personnel PHILLIP J. BUSHKAR Education: Master of Science in Mathematics from University of South Carolina—2001. Bachelor of Science in Mathematics from Virginia Polytechnic Institute and State University in Mathematics-1999. Work and Volunteer Experience: 2001-Present TriData Corporation, Arlington, Virginia, Research Analyst. Mr. Bushkar works in geographic information systems (GIS) and data analysis. He has participated in TriData Fire/EMS studies for Broward County, Florida and Northbrook, Illinois. He also has performed data and geo-spatial analysis for the National Fire Incident Reporting System data. 1999-2001. University of South Carolina, Columbia, South Carolina, Graduate Assistant. Mr. Bushkar taught calculus, pre-calculus, and business calculus to undergraduates for two years. 1992-1999 Clearbrook Rescue Squad, Roanoke, Virginia, EMT. Mr. Bushkar has extensive experience operating on both advanced and basic life support apparatus as a member of a career/volunteer system with roles including patient care, vehicle operation, and direction of crewmembers. Special Skills: Research and coursework in Number Theory with additional interests in Algebra and Cryptography. Thesis concerns the Hasse-Minkowski criterion for solvability of quadratic forms over the integers and Ostrowski's theorem on metric fields containing the rationale. TriData Corporation 137 October 2001 Fort Worth Proposal Part VL Personnel SARAH L. LAS HOM Education: B.A., Classical Studies, Hollins University, Roanoke, Virginia, May 2000 Honors: Eta Sigma Phi (National Honors Society) Experience: 2401-Present TriData Corporation, Arlington, Virginia, Program Assistant and Production Coordinator. Ms. Lathom is trained on ArcView GIS 3.2 and has assisted in station location analyses using the software for West Palm Beach, FL; Broward County, FL; and Northbrook, IL. Ms. Lathom assists in the editing of fire department management studies. She is the primary individual responsible for final report layout and production. She also performs Internet research and statistical analyses for creation of tables and graphs for reports. Ms. Lathom has worked on studies for Jacksonville, FL; Ottawa, Ontario; Palm Beach County, FL; West Palm Beach, FL; and Broward County, FL. 2000-2001 WRIT—Country Club Towers, Arlington, Virginia, Assistant Resident Manager. Ms. Lathom was responsible for day-to-day office operations, including marketing condominiums to prospective residents, handling application and move-in process, assisting manager with monthly rent paperwork, and overseeing housekeeping, maintenance, and front desk. 1998-2000 Country Inn & Suites,Roanoke, Virginia,Front Desk Attendant. Ms. Lathom assisted guests in all areas of reservations,check-in, and check-out. She used a computerized process for these duties. She also acted as guest service representative, laundry attendant, and manager on duty during the later shifts. Ms. Lathom learned all shifts including night audit and worked alone most days. 1996-2000 Hollins University,Roanoke, Virginia, Student Assistant. Ms. Lathom performed special tasks for professors involving photography, scanning slides, and MS Access. She assisted the Department secretary with daily office duties including mail delivery,phone duties,photocopying, and typing. She was Acting Department secretary for one month. Computer Skills: Software • ArcView GIS 3.2 • MS Office 2000 • WordPerfect Office 2000 • Adobe Photoshop TriData Corporation 138 October 2001 Fort Worth Proposal Part VI.Personnel GRA RESUMES BECKY BROOKS GRIMM RICHARD B. PRICE TriData Corporation 139 October 2001 Fort Worth Proposal Part VI. Personnel BECKY BROOKS GRIMM, CHIEF OPERATING OFFICER Education: Masters of Public Administration, 1993, University of North Texas BS Accounting, 1982, McNeese State University, Lake Charles, LA Summary of Experience: Becky has been working in and for the public sector since 1983. Her experience has included state and local government finance, as well as consulting on fiscal and management matters. From 1989 to 1994, she served as City Auditor for the City of Arlington, Texas. During her tenure there, she was responsible for transitioning the audit function from an emphasis on reviewing internal controls to one on promoting operating efficiency. The projects completed under her review covered practically every facet of municipal management, including purchasing, public safety, human resources, code enforcement, and fleet management. In her capacity, Becky both led project teams as well as participated on teams that-were comprised of peers, subordinates, and superiors. Her communication style and analytical ability added valuable dimension to the project teams. For traditional financial managing activities, Becky was involved in tax refund processes, oversight of internal control reviews and cash handling audits. As a quality improvement measure, members of her staff were integrated into information systems design phase. This helped ensure that systems were designed, developed and implemented with proper procedural controls. For four years prior to joining Arlington, and the times after her departure, Becky worked as a financial and management consultant. Her earlier work was for a regional consulting company, owned by Lewis F. McLain, Jr., that offered financial planning, utility rate analysis, and a variety of financial support services. After leaving Arlington, Becky built upon that expertise, and expanded her repertoire into operational analysis and performance management. In this vein, she created a reputation as a leader in the state on both financial planning, as well as performance measurement. Her speaking and training engagements have included: • GFOA T— financial planning,performance measures, user fees, ethics, operations analysis • TCMA —performance management • TML—performance management • Neighborhood Reinvestment Corporation®-performance management and strategic planning • William King Cole Institute—program evaluation • American Public Works Association (API A) —performance management • City of San Antonio—Budget Office, city-wide, Dept of Community Initiatives TriData Corporation 140 October 2001 Fort Worth Proposal Part V1.Personnel • Cities of Waco, Rosenburg, Sugar Land, Bedford, Lewisville— performance management • TMCCP—performance management and costing government services • Various regional Finance Directors roundtables —Fiscal Policies, Utility Plans • Various regional Manager roundtables —Financial Planning, performance management, fiscal policy • Association of Mayors, Council members, and Commissioners— Financial Planning • UMANT—budgeting basics • Texas Fire Officials Association — Financial Planning for Fire Departments • Academic Instruction: University of North Texas, Denton, TX - MPA program adjunct instructor— Program Evaluation; co- instructor— Ethics and Accountability Becky has written several publications on topics including ethics, revenue forecasting, and performance measurement. She worked with Citybase.net to introduce an on-line training tool for performance measurement. Becky authored and compiled a text for the Neighborhood Reinvestment Corporation on facilitating performance measurement for neighborhood revitalization. Becky has been active in GFOAT since 1985. Her participation has included committee work for the program development committee and the ethics committee, where she served as Chair in 1994. Her responsibility included increasing the ethical awareness of the organization. Her committee used their creativity to create an ethics identity and bring issues to the forefront through situational discussions and role-play. As a graduate of the acclaimed MPA program at UNT, Becky has remained active in the graduate school. She serves on the Alumni Advisory Board for the program to help guide policy on curriculum, student recruitment, and continuing education. Becky assisted the university in creating the initial training programs for the UNT Center for Public Management and served as its contract program coordinator in 1996-9T Her ability to explain technical financial matters to non-financial professionals has made Becky a popular speaker at many events. She has an effective training style,which is molded to work in conference presentations or at client training programs. Her insights into all aspects of municipal management make her capable of talking the language of all employees, from fire fighters to code enforcement officers and municipal clerks. She has been to landfills, rode in ambulances, toured animal shelters, walked with inspectors through apartment buildings, sat through TriData Corporation 141 October 2001 Fort Worth Proposal Part VI.Personnel judiciary hearings on traffic citations, visited the pit in the garage, and a been to a host of other municipal venues. These experiences and her interpersonal skill provide Becky a firm foundation in municipal management. TriData Corporation 142 October 2001 Fort Worth Proposal Part V1. Personnel RICHARD B. PRICE, PARTNER Education: M.A, Urban Affairs, University of Texas at Arlington B.B.A. Accounting, University of Texas at San Antonio Summary of Experience: Richard has 23 years of public management experience, including exposure to all levels of government, as well as non-profit agencies. Before joining Government Resource Associates, LLC (GRA), he served as Senior Manager for Arthur Andersen, LLP, where he led the Southwest Region Business Consulting Government Services Technology practice. Responsibilities included: • Developed and maintained business alliance partnerships • Evaluated government technology products and developed go-to- market strategies for sales and implementation Sold and managed ERP software implementation projects • Perform quality assurance role on ERP software implementation projects • Sold and managed Software Selection and Information Systems Planning projects • Helped a local government agency outsource its information technology function • Managed the Shared Services Center Clients served while at Arthur Andersen included Corpus Christi,TX; Kenneth Copeland Ministries; Boulder County, Colorado; City of Colorado Springs; City of Carrollton; Texas; Dallas County; Dallas County Community College District and the American Heart Association. Richard worked for the City of Irving, TX from 1984 to 1996, where he enjoyed increasing responsibility, as Management Analyst, Assistant to City Manager, and Information Service Director. These responsibilities provided Richard exposure to all facets of municipal operations. His work as Management Analyst included the following highlights: • Produced the first personal computer based street maintenance work order system • Created and established an emergency management plan, street sweeper routing schedule and maintenance standards used to measure crew efficiency for the Public Works Department, Street Maintenance Division. • Trained graduate interns to use database software and provide guidance in the design of personal computer information systems for municipal court, fleet maintenance, solid waste collection and water utility maintenance operations. TriData Corporation 143 October 2001 Fort Worth Proposal Part V111.Personnel • Member of the Budget Format Review Committee that defined and instituted the first performance measures at the City of Irving. As Assistant to the City Manager, Richard served as the Chairperson for the computer study review committee that initiated the City's first information technology plan for the geographic information system (GIS), computer network and personal computer use. He also served as interim municipal court manager for six months and conducted a management review of the Health Services Department. During his tenure as Information Services Director, Richard accomplished the following: • City liaison to Arthur Andersen for the management audit which included an organization-wide management review, reorganization of the Administrative Services Group and specific process redesign projects in solid waste, municipal court, finance, inventory and code enforcement. • Conducted operational assessments for the Human Resources Department and the City Secretary's Office. • Formulated the mainframe computer replacement plan and reorganized the Information Services Department to enhance customer service in a client-server environment. • Organized and directed the software selection process and implemented the client-server hardware and software for human resources, finance and municipal court. • Member of selection committee for 80OMHz trunked radio system for public safety and general government use. His experience also includes work as Budget Analyst for the University of Texas Health Science Center at Dallas, Auditor for the U.S. Army Audit Agency, and Budget Analyst for the U.S. Air Force School of Aerospace Medicine. Richard brought all this experience to his present role as a partner with GRA where he is responsible for the following activities: • Provide technology consulting and business advisory services under contract to Arthur Andersen. • Liaison to Arthur Andersen Shared Service Center alliance partners. • Project Manager for City of Hurst business case development that included a software functional requirements definition, shared service center operations plan, and business case for outsourcing. • Provided executive search services for senior level technology managers. TriData Corporation 144 October 2001 Fort Worth Proposal Part VIII. Personnel • Perform Information Systems Planning, Technology Selection and Project Management consulting services to local government agencies. Richard has been asked to speak for GFOAT, LTRISA, UMANT, and North Texas Purchasing Agents on topics of performance management, geographic information systems, and information technology. He has written articles for American City and County, Public Management (ICMA) on information technology in public sector. TriData Corporation 145 October 2001 Fort Worth Proposal PART VII - AUTHORIZED NEGOTIATOR The following person in our organization is authorized to negotiate contract terms and render binding decisions on contractual matters. Philip Schaen-man President, TriData Corporation 1000 Wilson Boulevard, 30th Floor Arlington, VA 22209 Tel: (703) 351-8300 Fax: (703) 351-8383 TriData Corporation 146 October 2001 Fort Worth Proposal PART V111 - COST PROPOSAL CATEGORY HOURS TOTAL DIRECT Philip Schaenman, Project Manager 240 James Weed, Deputy Project Manager 220 Vicki Murphy, Senior Research Analyst 180 Timothy Kiehl, Senior Research Analyst 320 Paul Haigley, Senior Research Analyst 120 Joseph Ockershausen, Senior Research Analyst 40 Emergency Medical Services Analyst(t.b.d.) 200 Fire Department Analyst(t.b.d.) 200 Brian Orgen, Research Analyst 300 David Cohen, Research Analyst 160 Nicole Hankin, Research Analyst 240 Philip Bushkar, Research Analyst 120 Ruth Barth, Executive Assistant 120 Sarah Lathom, Program Assistant 160 Lisa Aziz, Program Assistant too SUBTOTAL DIRECT LABOR 2,720 $197,556 CONSULTANT LABOR Steve Souder, Senior Consultant 160 William Richmond, Senior Consultant 300 Martha Word-Haley, Senior Consultant 160 Robin Paulsgrove, Senior Consultant 80 Douglas Holton, Senior Consultant 40 Dr. Charles Jennings, Senior Consultant 200 FT. WORTH MV"E CONSULTANT Government Resource Associates($36,400) 280 Gulliver's Travel (*Cost included under travel) SUBTOTAL CONSULTANTS 1,220 $.110,944 TOTAL LABOR 3,940 $308,500 STAFF TRAVEL UNITS Washington, DC(Dulles or BWI)/Ft. Worth,TX Airfare Round Trips 26 Lodging and Per Diem 93 Auto Rental 93 Ground Transportation 26 SUBTOTAL-DIRECT TRAVEL $ 64,744 CONSULTANT TRANTL Washington, DC/Ft. Worth,TX (Souder) Air-fare 2 Lodging and Per Diem 8 Auto Rental 8 Ground Transportation 2 TriData Corporation 147 October 2001 Fort Worth Proposal Part V111. Cost Proposal CONSULTANT TRAVEL—Continued Philadelphia, PA/Ft. Worth,TX(Richmond) Airfare 3 Lodging and Per Diem 12 Auto Rental 12 Ground Transportation 3 St. Louis,MO/Ft. Worth,TX (Word-Haley) Airfare 2 Lodging and Per Diem 8 Auto Rental 8 Ground Transportation 2 Peekskill,NY/Ft. Worth,TX(Jennings) Airfare 2 Lodging And Per Diem 8 Auto Rental 8 Ground Transportation 2 Government Resource Associates Ground Transportation $ 238 SUBTOTAL -CONSULTANT TRAVEL 20,671 TOTAL TRAVEL $ 85,417 REPRO, FED EX,ETC. Final Reports(Draft and Final,with color) 2,024 All other repro+courier, FedEx,etc. 1,590 TOTAL PRICE $ NOTES 1.Budget—Includes approximately$40K for analysis of EMS delivery, including transport and alternative revenues for the City,beyond the EMS services currently provided by the City. 2. If two analysts are provided full time by the City,about$20K of the total can be saved. (We still need to supervise them and still need the City to provide much data.) 3. Supplies and materials are included in overhead and are not billed separately. TriData Corporation 148 October 2001 Fort Worth Proposal PART IX - FINAL REPORT TriData Corporation will furnish the purpose and scope of the study, methodology used, findings, recommendations, analysis of projected costs, savings, benefits, and implementation plan in a final written report. The report will be presented to the City Council and will contain an Executive Summary. TriData Corporation will furnish twenty-five copies of this document. We also will provide a master copy and computer disk from which additional copies can be made. TriData Corporation 149 October 2001 City of Fort Worth, Texas Mayor and Council Communication T- T DATE REFERENCE NUMBER LOG N AME PAGE 12/18/01 C-1 8903 02TRIDATA 1 of 2 --SUBJECT -AWARD OF CONTRACT TO TRIDATA CORPORATION FOR A STUDY OF THE FIRE DEPARTMENT RECOMMENDATION: It is recommended that the City Council: 1. Adopt the attached supplemental appropriation ordinance increasing appropriations in the General Fund by $397,530 and decreasing the unreserved, undesignated fund balance by the same amount; and 2. Authorize the City Manager to execute a contract with TriData Corporation for the performance of all professional services and expenses necessary to conduct a comprehensive management review of the Fire Department in the amount of$397,530 for FY2001-2002. DISCUSSION: The City of Fort Worth has experienced considerable geographic and population growth in the past several years. The City is now developing annexation plans that indicate that Fort Worth will continue to grow for at least the foreseeable future. In an effort to provide the citizens of Fort Worth with a higher performing City government, the City Council approved a thorough review of each City department to look at enhancing the competitiveness of City services. It is expected that this evaluation of operations will provide information needed by the City and the Fire Department to ensure the most effective and efficient means of service delivery. On June 25, 2001, a Request for Qualifications (RFQ) was issued, mailed to 26 firms, and advertised publicly. There were eight responses to the RFQ. Four of the respondents earned an evaluation score that deemed them qualified to respond to a Request for Proposal (RFP). Subsequently, on August 24, 2001, an RFP was issued to the four respondents and advertised publicly. On September 28, 2001, three proposals were received in response to the RFP. Of the three, two proposers were asked to make an oral presentation to the evaluation committee. After extensive analysis, TriData Corporation has been selected by the evaluation committee as the preferred proposer to conduct the Fire Department study. TriData Corporation is in compliance with the City's M/WBE Ordinance by committing to 16% MNVBE participation. The City's goal on this project is 1 5%, City of Fort Worth, Texas Mayor and Council Communication DATE REFERENCE NUMBER LOG NAME 7� PAGE 12/18101 C-189)03 02TRIDATA 2 of 2 SUBJECT AWARD OF CONTRACT TO TRIDATA CORPORATION FOR A STUDY OF THE-FIRE IDEPARTMENT FISCAL INFORMATION/CERTIFICATION: The Finance Director certifies that upon approval of the above recommendations, and adoption of the attached supplemental appropriation ordinance, funds will be available in the current operating budget, as appropriated, of the General Fund. After this action, the unaudited, unreserved, undesignated fund balance of the General Fund will be $35,361,700, LW:k Submitted for City Manager's FUND ACCOUNT CENTER AMOUNT CITY SECRETARY Office by: 1)GG01 539120 0361000 —t-3-97,530.00 Libby Watson 6183 Originating Department Head: Paul Sweitzer 8507 11ro m) APPROVED 12/18/01 2)GG01 1 539120 0361000 ------ $397,530-0-0---11 OR D.# 14908 —Additional—Information contact- Paul S •eitzer 8507 T- T-