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HomeMy WebLinkAboutRES 04-018 RESOLUTION NO. 04-018 WHEREAS, bids were received for a contract for a comprehensive risk management study of Beaumont Fire/Rescue Services; and, WHEREAS, Emergency Services Consulting Group, Inc. submitted a bid in the total amount of$41,335; and, WHEREAS, City Council is of the opinion that the bid submitted by Emergency Services Consulting Group, Inc. should be accepted; NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF BEAUMONT: THAT the bid submitted by Emergency Services Consulting Group, Inc. for a comprehensive risk management study of Beaumont Fire/Rescue Services in the total amount of$41,335 be accepted by the City of Beaumont and the City Manager is hereby authorized to execute a contract for the study substantially in the form attached hereto as Exhibit "A." PASSED BY THE CITY COUNCIL of the City of Beaumont this the 20th day of January, 2004. - Mayor 11fro Tern Becky Ames - Emergency Serviees Consulting inc. Personal Services Contract This agreement made this day of 2004, by and between the City of Beaumont and Emergency Services Consulting inc. (ESO), doing business as a corporation in York, Pennsylvania, hereinafter called Emergency Services Consulting inc.. Witnesseth: That for and in consideration of the payment and agreements hereinafter mentioned and attached to be made and performed by the above City and ESG, hereby agree to commence and complete the consultation and to provide the work described and comply with the terms of the contract documents for the: Comprehensive Risk Management Study of the Beaumont Fire/Rescue Services Hereafter called the "project" for the sum of $36,330.00 plus expenses not to exceed $5,005.00. Expenses are anticipated to include travel, lodging,and meals. Total bid for services, not to exceed: $41,335.40. ESCi will furnish all labor and other services necessary to complete the work relating to and including the development and administration of the study. Ma hereby agrees to perform the work as specified by the City as outlined in the attached scope of work. The City shall pay EKE- 25%payment due upon contract signing • 25%payment due upon receipt of draft report(Tasks I and I!) • 25%payment due upon receipt of Strategic Plan Draft(Task III) • 2S%payment due upon receipt of invoice, final report and completion of project (oral presentation). This agreement shall be binding upon all parties hereto and their respective heirs, executors, administrators, successors, and assigns. The laws of the state of Texas shall govern this agreement. This agreement is an integrated writing, executed by the parties after negotiation and discussions of all material provisions. Either party has relied upon no inducements, concessions or representations of the fact, except as-set forth in this agreement and the ESCii proposal. - _ IN WITNESS WHEREOF, the parties hereto have executed,.or caused_ to be executed by-­"' their duly uthorized officials, the Y agreement is two (I)-copies, each of which shall-be _ deemed an on ' - -- gmal, on the first date written above. City of Beaumont,Texas Emergency Services Consulting inc- - By: Br. Signature Jack W. Snook,President EXHIBIT "N' Emergency Services Consulting inc. Scope of Work The following steps, activities and analysis will be accomplished to produce the final report and recommendations. This methodology has been developed specifically for the Beaumont Fire/Rescue Services based on our understanding of your expectations. However, it utilizes approaches, tools, and techniques proven through experience to provide the kind and quality of information needed to make objective, informed decisions. Task No. l: Development of Project Work Plan Activity: ESCi will meet with and refine the proposed work plan with the project's management team to gain a comprehensive understanding of the project's background, goals, and expectations. This action plan shall be developed identifying: A. Primary tasks to be performed B. Person(s)responsible for each task C. Time table for each objective to be complete D. Method of evaluating results E. Resources to be utilized F. Possible obstacles or problem areas associated with the accomplishment of each task This meeting will also help to establish working relationships, make logistical arrangements, determine line of communications, and finalize contractual arrangements. Other agenda items to be discussed includes data collection approach, finalize interview plan and tentative schedule, interim milestones, meetings, deliverables, and to obtain pertinent reports and background material. Task No. 2: Review of Background Information Activity: Review and evaluate documents and information relevant to this project including: A General plan of the municipality or community B. Existing community growth managemem plans C. Current and proposed land use plans D. Zoning maps and zoning code E. Current comprehensive planning documents= - s F. City building codes and ordinances - G. Local census statistics - - - H. Physical facilities I. Incident data, service practices, current service delivery objectives and targets, and other relevant information 2 Emergency Services Consulting mc. Task No. 3: Stakeholders Input Activity: Conduct interviews with and gather information from key personnel including: A. City Manager B. Finance function managers C. Fire Department managers and other staff D. Labor representatives E. City planning staff F. Building officials G. Others as they may contribute to this project The project team will interview key stakeholders of any organization associated with this study. At a minimum, members of the project team will interview elected officials, fire agency officials, labor representatives and, as appropriate, representatives that the agency deems necessary. From these interviews ESCi will obtain additional perspective on operational, economics, and policy issues facing the agency. In addition, the project team will learn more about availability of data necessary to meet projected goals. Task No. 4: Community Risk Analysis Activity: Conduct a complete and thorough analysis of the community fire, rescue, and hazardous materials risk The purpose of this phase of the project is to quantify, .as accurately as possible, in what areas, and to what degree, the community is at risk of fire or disaster, created by both man and nature. Objective 1: Workload Analysis - An overview of the, organization's historical incident workload shall be developed evaluating: A Incident volume by type B. Incident volume by land use C. Incident volume by demographics D. Incident volume temporal analysis E. Incident volume by resource F. Other historical workload data as may be appropriate Objective Z: Geographic Risk Analysis—A fire incident risk analysis of all areas of the municipality will be completed and presented in graphic format and will include consideration of A. Occupancy risk classification B. Quantification of occupancy risk type by zoning or land use classification C. Quantification of occupancy risk type density 3 Emergency Services Consulting inc. D. Development of relative risk scoring for zoning or land use classes 4 Emergency Services Consulting inc. Objective 3: Target Hazard Analysis- The community's target hazards shall be identified and mapped, including: A. Occupancy-sensitive hazard locations B. High hazard materials and processes C. Transportation corridors with elevated hazard D. Sensitive government or community function hazards Task No. 5: Fire Department Agency Analysis Activity: Conduct a complete and thorough organizational analysis of the agency based on the elements included in the following ten objectives. The purpose of this phase of the project is to quantify the efficiency, effectiveness, and capabilities of the department in relation to the community's risks as identified in Task No. 4. This phase can be an excellent foundation for the preparation of the agency for accreditation by providing a third-party, independent and systematic examination of the inner workings of all aspects of the operation. Objective l: Organization Overview - An overview of the organization shall be developed evaluating: A Responsibilities and line of authority B. Attributes of successful organizations C. History,formation,and general description of the Fire/Rescue Services today D. Chain of command E. Organizational structure F. Operating budget,funding,fees,taxation,and financial resources G. Cost recovery efforts K Current description of the fire suppression infrastructure Objective 2: Management Component-Areas to be evaluated include: A. 11ission,vision, strategic planning, goals and objectives B. Adequacy of SOGs,rules and regulations, policies C. Financial controls D. Critical issues E. Challenges of the future F. Internal and external communications G. Decision making process H. Document control I. Security I Reporting and records 5 Emergency Services Consulting inc. 6 Emergency Services Consulting hm Objective 3: Planning for Fire Protection- The agency's planning process shall be identified and reviewed. Key components include: A. Organizing for the planning process B. Review and evaluate the adequacy of the current planning process C. Identifying critical issues and analyzing current and future services D. Review elements of tactical planning within the organization E. Review elements of operational planning within the organization F. Review elements of master planning within the organization G. Make recommendations relative to future planning efforts Objective 4. Risk Management — Review and make recommendations on various elements within the operation of the agency that present or mitigate risks of civil or legal action, injury, or illness, that would have a detrimental effect on the organization, including: A Compliance programs for regulations and standards B. Analysis of risk management strategy C. Analyze risks associated with current employment practices D. Analyze risks associated with current termination practices E. Analyze risks associated with current training practices F. Review safety policies,practices and programs G. Review job-related injury processes H. Liability insurance programs I. Property insurance programs Objective S. Personnel Management - Personnel management program shall be reviewed, focusing on: A Policies, rules, regulations,manuals, and handbooks B. Reports and records C. Compensation D. Labor-management relationship and issues E. Certifications and licensing F. Disciplinary process G. Counseling services H. The application and recruitment process I. Testing, measuring, and promotion-processes J. Health and wellness programs Objective 6. Staffing-Review the staffing levels of the Fire D_ epartment. Areas to be considered include: - - A Review and evaluate administration and support gaffing levels B. Review and evaluate operations staffing levels C. Review staff allocation to various functions and divisions ` D. Analyze current staffing performance for incidents E. Review operational staff distribution F. Review distribution of responsibilities and activity levels of personnel 7 Emergency Services Consulting inc. Objective 7: Capital Assets and Capital Improvement Programs — Review status of current major capital assets (facilities and apparatus) and analyze future needs relative to the purchase of necessary capital improvement items including: A Facilities - Tour and make recommendations in areas critical of current station location and condition. Items to be contained in the report include: • Location • Code compliance • Age, condition, serviceability • Efficiency of design • Staffing capability • Environmental issues • Construction • Safety B. Apparatus/vehicles -Review and make recommendations regarding inventory of apparatus and equipment. Items to be reviewed include: • Age, condition, and serviceability • Distribution and deployment • Maintenance • Regulations compliance • Future needs C. Support equipment D. Methods of financing capital needs Objective 8. Delivery Systems: Suppression, Rescue, and HazMat — Review and make recommendations in areas specifically involved in, or affecting, service levels and performance. Areas to be reviewed shall include, but not necessarily be limited to: A_ Alarm systems and communications B. Dispatch capabilities and methods C. Current response time performance levels and capabilities, analyzed through Geographical Information Systems software D. Facility deployment strategies, analyzed through Geographical Information Systems software as appropriate E. Resource deployment strategies, analyzed through Geographical Information Systems software as appropriate F. Suppression, rescue, hazmat, and other specialized programs scope of delivery G. Incident control and management practices H. Standard response deployment.practices I. Mutual aid, automatic aid • plans and agreements • frequency and type of use • methods of communication • inter-department training 8 Emergency Services Consulting inc. Objective 9: Training Program - Review and make overall recommendations in critical areas involving training. Items to be reviewed include: A. General training competencies B. Training administration C. Training schedule D. 'gaining facilities E. Training program goals and objectives F. Training procedures and manuals G. Record keeping H. Clerical support Objective 10: Fire Prevendon/Public Education Program - review the department's efforts toward fire injury prevention and public education programs. Elements to be evaluated.include: A Code enforcement activities B. New construction inspection and involvement C. General inspection program D. Fire and injury public education programs E. Fire investigations F. Pre-incident planning G. Statistical Collection and Analysis Task No. 6: Customer Centered Strategic Planning Process Activity: Customer Input Opportunity- ESCi will assist the Fire/Rescue Services in identifying external customers/key members of the community who will be invited to participate as the Citizen's Advisory Group for this portion of the process. Once identified, invitations will be mailed and ESCi facilitators will convene this Citizen's Advisory Group for the purpose of gaining a realistic view of external customer needs and expectations of their Department, including: 1. How customers prioritize the services provided by the Department. 2. Areas of customer concern about the Department. 3. Customer expectations of the Department. 4. Positive attributes of the Department as identified by external customers. The meet' will be o - - — uig organized after normal working hours to accommodate carious vrork = _ schedules. At a minimum, we recommend the representatives of this Citizen's Advisory Group include but not be limited to: • Business owners. - - - • Chamber of Commerce representative: • Prominent citizens in the community. • Members of civic organizations. • Media representative. 9 Emergency Services Consulting inc. • Multiple citizens who have been actual recipients of the Department's services. • Representatives of neighborhood organizations. • Representative(s)of non-profit organizations. • Representatives of local industry. ESCi personnel will facilitate this group meeting. This step is critical, as it makes certain that customer needs and concerns are incorporated into the strategic plan. It ensures that the Department recognizes the public concerns and incorporates them into the long-range strategic planning process and provides the public with important background information about their Fire/Rescue Services that they might not have been exposed to under normal circumstances. Activity: Strategic Planning Workshop- ESCi will facilitate a two-day strategic planning workshop that will fully integrate all phases of this study project, as well as the customer's input, in order to clearly articulate a vision for the future of the agency and to identify realistic and achievable goals and objectives that will lead the agency toward this vision over the next five years. Successful achievement of this objective requires the formation of a Department Strategic Planning Group. The composition of this group should include representative members from all ranks, divisions, and shifts of the Department. As stated in the RFP, it is important that representatives from Local 399 IAFF, fire administration and other constituencies fully participate in this process. These members shall become liaisons between the planning group and their respective shifts, divisions and workgroups throughout the development and implementation of the plan. They will need to meet regularly with their respective workgroups, shifts, divisions and sections to disseminate information on the various steps of the planning process as it progresses, and obtain valuable feedback and input from the other members of the Department at large to put back into the planning process. This two-way exchange of information ensures that everyone in the Department who chooses to have a voice in the process has one. These communication-conduits are integral, and vital to the success of the strategic planning process. Objective 1: Mission, Vision, Values- The Strategic Planning Group will be guided through the process of development and/or review of meaningful vision, mission, and values for the organization: I. Vision statements describe the way the Department views itself min'-the future. 2. Mission-statement describes the purpose for which the Department-exists: 3. Values enumerate the principles, tenets or ideas-that are important-to-the members. Participative, collaborative development of the mission and vision--statements=and the values of the Beaumont Fire/Rescue Services. are pivotal to ensure that there is Department-wide"buy-in"and support for the plan(s)_and their development. ESO will facilitate discussions that ensure participation by all present, to stimulate challenging thought process, prevent tangential discussion, and to move the group to consensus. 10 Emergency Services Consulting Lac. Objective 2: Internal and External Assessment- Identification or review of both internal and external needs and issues(SWOT Analysis): 1. Strengths of the organization. 2. Weaknesses of the organization. 3. Opportunities for the organization. 4. Threats to the organization. The importance of the internal customers of the organization lending their full participation to the strategic planning process cannot be overemphasized. The members who compose the Beaumont Fire/Rescue Department are the primary internal customers of both the Department and of each other. Their participation, involvement, and interaction with the strategic planning group,-particularly at this point in the process, are critical to the vitality and overall success of the resultant plans. Analyzing the strengths, weaknesses, opportunities for,and the threats to the organization is the next critical step in the strategic planning process, and the participation of the internal customers is crucial to the success of the plan at this point. Strengths are important as areas of the organization to be built upon, and weaknesses are areas to be identified as potential spots for improvement. Opportunities are extremely important to the organization as areas to be viewed as positive prospects. Threats must be identified and dealt with if plausible, but at the very least they will be known to the organization. The strategic planning group may identify other critical issues facing the Department either currently or in the future at this point as well. These may include issues that the strategic planning group identifies as critical to the health and success of the organization. This activity will intensely utilize the previous agency evaluation portion of this study project as a foundation for identification and analysis of strength and weaknesses. Objective 3: Goals, Objectives, Tasks, and Performance Measures- The Strategic Planning Group will be guided through the process of identification and articulation of,the primary goals necessary achieve its future vision, as well as the development-of achievable and realistic objectives, tasks, and timelines for-accomplishment and methods for measuring this accompksh` ent: This process will include: 1. Establishment of organizational goals that address the concerns identified by the internal and external customers. Goals will be achievable, realistic, and measurable and will be specific enough to provide organizational movement toward the articulated vision of the agency 11 Emergency Services Consulting inc. 2. For each goal,the development of one or more measurable objectives that are written in such a manner that describes the criteria judging the outcome as complete or successful, and the time frame expected to reach the desired outcome. 3. Development of associated tasks for each goal and objective utilizing the format of identified measurable criteria. 4. Development of performance measures for ongoing assessment of Department's performance based on current and anticipated service demands. The establishment of realistic goals and objectives will demonstrate attainment of this objective for the Department at this stage of the process. In order to meet the mission of the Department,the establishment of these goals is essential to providing the Department and the individual members with a clear direction. The goals and objectives established during this process will become management tools and should be updated on a continuous basis as priorities change and as specific goals and/or objectives are achieved. The goals and objectives can then be used to identify what has been achieved and to denote changes within the community and the organization. . Task No. 7: Development and Review of Draft Project Report Activity: ESO will develop and produce an adequate quantity of publication-quality, bound, draft versions of the written report for review by the client. Client feedback is a critical part of this project and adequate opportunity will be provided for review and discussion of the draft report prior to finalization The report will include: A. An Executive Summary describing the nature of the report,the methods of analysis,the primary findings, and critical recommendations. B. Detailed narrative analysis of each report component, structure in easy-to- read sections and accompanied by explanatory support to encourage understanding by both staff and civilian readers. C. Clearly designated recommendations, highlighted,for easy reference and catalogued as necessary in a report appendix. D. Supportive charts,graphs, and diagrams,where appropriate. E. Supportive maps, utilizing Geographical Information Systems analysis as necessary. 12 Emergency Services Consulting inc. Task No. 8: Delivery and Presentation of Final Project Report Activity: ESCi will complete any necessary revisions of the draft and produce the specified quantity of publication-quality, bound, final versions of the written report. Formal presentations of the project report will be made by ESCi project team member(s) to staff elected officials, or the general public and will include the following: A Conduct a complete and thorough organizational analysis of the agency a summary of the nature of the report, the methods of analysis, the primary findings, and critical recommendations. B. Supportive audio-visual presentation C. Review and explanation of primary supportive charts, graphs, diagrams, and maps,where appropriate. D. Opportunity for questions and answers, as needed. Deliverables ESCi will be responsible for the following specific deliverables in keeping with the schedule described below: 1. Work plan. 2. Collection'and review of organization documentation. 3. Identification and coordination of stakeholders and sessions involving stakeholders. 4. Weekly status reports and debriefings after each on-site session. 5. Two(2)copies of the draft reports will be delivered for review of accuracy of obtained information. 6. Ten(10)professionally bound copies of the final report. d - - 13