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HomeMy WebLinkAboutMINUTES - 02122013 - D.1RECOMMENDATION(S): Approve and authorize the Health Services Director, or designee, to execute, on behalf of the County, Contract Amendment Agreement #23-333-6 with Fitch & Associates, LLC, a Limited Liability corporation, effective January 9, 2013, to amend Contract #23-333-5, to increase the total payment limit by $368,500 from $95,000 to a new total payment limit of $463,500, and extend the term from December 31, 2013 to January 31, 2014. Approve the transfer of $170,000 in County General Fund from the County Administrator's Office to the Health Services Department, Service Area EM-1 Zone B. FISCAL IMPACT: This amendment is funded by 63% Measure H funds and 37% County General Fund. The $170,000 County General Fund share will be transferred from the County Administrator's Office to Health Services, Service Area EM-1 Zone B (cost center 7406). BACKGROUND: On December 11th, 2012 the Board of Supervisors directed Contra Costa APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 02/12/2013 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Mary N. Piepho, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Patricia Frost 313-9560 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: February 12, 2013 David Twa, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: J Pigg, D Gary D. 1 To:Board of Supervisors From:William Walker, M.D. Date:February 12, 2013 Contra Costa County Subject:Amendment #23-333-6 with Fitch & Associates, LLC BACKGROUND: (CONT'D) Health Services Emergency Medical Services (EMS) to conduct an independent EMS System re-evaluation and to report findings and recommendations to the Board of Supervisors. The Board further directed EMS and County administrator to work together to expand the study to include an evaluation of fire services related to EMS. In November 2011, the County Administrator approved and the Purchasing Services Manager executed Contract #23-333-3 (as amended by Contract Extension Agreements #23-333-4 and #23-333-5) with Fitch & Associates, LLC, to conduct an independent study and evaluation of County’s Emergency Medical Services (“EMS”) funding, identify potential new funding, and present the results to the Health Services Director, for the period from October 24, 2011 through December 31, 2013. Approval of Contract Amendment Agreement #23-333-6 will allow Contractor to conduct an expanded study for the County’s EMS Modernization Project, through January 31, 2014. This project is envisioned to identify strategic objectives to assist in making public policy decisions for the future delivery of EMS and community healthcare to residents and visitors of Contra Costa County. Including but not limited to: • Evaluate current and alternative fire first responder and ambulance EMS service delivery to effectively respond to incidents of acute illness or injury • Establish mechanisms to achieve appropriate response to disasters, multiple casualty incidents, and other events requiring additional surge capacity of providers • Review and update ambulance ordinance to support EMS System enhancement • Review dispatch procedures and protocols based on best evidence beneficial to patient outcomes • Strategically enhance EMS services to match healthcare resources with patients’ illnesses, injuries, or social needs • Integrate EMS service delivery into County’s system to include prevention, early identification, resource allocation, care delivery, transportation, and definitive care • Prepare system for modern out-of-hospital initiatives for EMS providers such as, treat and release, alternative destinations, referral to most appropriate resources, community paramedicine, etc. • Expand funding sources and allocate resources to further accomplish system objectives CONSEQUENCE OF NEGATIVE ACTION: If this amendment is not approved, the Contractor will not provide the additional study that will evaluate short and long term actions to address substantive issues impacting EMS, fire, ambulance and community healthcare in Contra Costa County. CHILDREN'S IMPACT STATEMENT: Not Applicable. CLERK'S ADDENDUM Speakers:  Raymond Bradley, Chief of Orinda-Moraga Fire Protection District; Jack Barton, Chief of San Ramon Valley Fire District; Darryl Louder, Chief of Contra Costa Fire Protection District; Vince Wells, President, Local 1230; Leslie Mueller, American Medical Response; Vito Impastato, Local 1230; Lance Maples, Chief of El Cerrito Fire Protection District; Bill Granados, Fire Advisory Commission. ACCEPTED and APPROVED the recommendations as presented; DIRECTED this matter be referred to the Public Protection Committee and the Contra Costa Fire Protection District Board of Directors for their consideration at their next meeting, and that they be provided with regular updates on the status of the study.  ATTACHMENTS EMS Modernization Project CCCFPD Evaluation Prtoject Scope and Fees for Contra Costa County Fitch & Associates, LLC EMS Modernization Project Page 1 CONTRA COSTA COUNTY EMS MODERNIZATION PROJECT Overview Fitch & Associates proposes to conduct an evaluation of the Contra Costa County EMS system utilizing a “greenfield” or “whiteboard” approach. These methodologies begin with no preconceptions that the current system is doing what is should be doing and in the manner that produces the greatest benefit. This structured process allows questioning of the status quo; including services and the manner they are delivered, performance requirements, roles, goals, and visions for the future. All options are available for consideration, and it allows for potential fundamental changes in funding, structure, and activities. The evaluation process will have two overriding objectives: 1. To recommend actions and decisions based on benefits to patients and the community. 2. To recommend roles and activities based on value – cost versus benefit. Focus Areas for Scope of Work The proposed scope of work dated October 24, 2012 forms the basis of the EMS modernization project. An addition to the scope is to identify short term actions to address substantive issues impacting EMS. These include: the closure of fire stations and the reduction of resources available for medical first response, and changes in the healthcare facility capabilities and needs within Contra Costa County. The consulting team will focus on these immediate issues and use a shortened multi-phase process as described later in this document to develop recommendations for the County. These recommendations will include short-term action steps designed to mitigate and respond to the urgent challenges. Within 30 days of the initiation of the process the Board of Supervisors will receive these recommendations for action. Another enhancement to the initial proposed scope of work is to evaluate alternative models of delivery of medical first response. We will work closely with fire agencies to evaluate options for the provision of medical first response within Contra Costa County. Scope and Fees for Contra Costa County Fitch & Associates, LLC EMS Modernization Project Page 2 Eight-phase Project Work Plan We have organized our work into eight phases. In each phase, we describe the purpose of the phase and what will be included in completing it. The work plan starts with establishing the scope and process, involves comprehensive data collection, and concludes with the final report. All eight phases will be completed within 40 weeks. Figure 1. Eight-phase Work Plan Phase 1—Initiate Project Phase one is designed to confirm the project schedule and deliverables and to initiate information gathering procedures. The first task involves conducting Level “1” interviews with key members of the EMS system. These will include individual meetings with important stakeholders including:  County Representatives  Community leaders  Dispatch representatives  Fire Agency Leadership  Medical Director  Hospital, Health Care Systems, and Health Care Plan Representatives  Emergency ambulance service provider  CCT, BLS and interfacility ambulance service providers  EMS Agency representatives The Level “1” interviews provide a candid opportunity to meet with the policy makers of the EMS system and to get a clear foundation for the expectations of the project’s goals, management, and outcomes. Included is the reaching of agreement on the framework of the evaluation, a commitment of resources and support to the project, and the initiation of direct dialogue for troubleshooting. The important end-point of phase one is an understanding the expectations of key system leaders and setting the stage for a successful project. Phase 1 Initiate Project Phases 2 –5 Materials & Data Collection Onsite Interviews & Direct Observation Stakeholder Input Phases 6 –7 Data Compilation & Client Input Benchmarking & Compliance Assurance Define Future State Phase 8 Report Results Comprehensive Data Collection Expert Analysis Scope and Fees for Contra Costa County Fitch & Associates, LLC EMS Modernization Project Page 3 Phase 2-Materials and Data Collection Following the Level “1” interviews, we will utilize an Information and Data Request (IDR) instrument to collect detailed information from the County, communications center, fire agencies, ambulance provider, and medical stakeholders. The Fitch & Associates’ IDR has been used in hundreds of organizations over the last 27 years, but will be modified and targeted to meet the specific objectives of this project. Use of this instrument allows us to access key information about your system and compare your results to other organizations. The instrument is delivered in an electronic format with a defined deadline for completion. The IDR data is essential for shaping initial questions, guiding onsite planning, and shortening follow up requests for materials. Thorough and timely review, completion, and submission of the data expedite the completion of the project. The IDR component ensures the project team fully understands the current state of the system and forecast the essential elements of the on site evaluation. Commitment to participating in phase two sets a strong foundation for the project’s success. Phase 3—Onsite Interviews and Direct Observation Prior to the initiation of phase three, the project team will have thoroughly reviewed all materials compiled and submitted as part of the IDR process as well as the notes from the Level “1” interviews. The deployment analysis will be in progress. In Phase 3, we will visit with individuals at various levels of the organization including:  EMS Agency management and staff  Fire Administration  Elected Officials  County Administration  Labor groups  Healthcare system representatives  Receiving hospital personnel  Dispatch/PSAP management  Ambulance contractor personnel  Physicians involved in EMS  Medical Director  Information Management personnel from County, Contractor, Dispatch Centers, etc.  Others Scope and Fees for Contra Costa County Fitch & Associates, LLC EMS Modernization Project Page 4 The majority of the interactions will occur in either one-on-one or small group interviews around specific processes or operational functions (e.g. dispatch, first response, etc.). Phase 3 is an important component of the review. It allows the consultants to take what they have discovered through the IDR process and add to it by interviewing key stakeholders and observing operational practices. During and immediately following this phase, it is common for the project team to determine what additional information is required. Phase 4—Stakeholder Input It is impossible to fully appreciate how a large system operates without seeking broad input from a variety of stakeholders. Through the use of stakeholder meetings, system participants from various entities within the EMS system have an open forum to engage in dialogue about the system, understand history, identify best practices, and highlight opportunities for the future. In Phase 4, the project team will host multiple group meetings. Invitations will be open to system participants and the process will be facilitated by an experienced team member. The group sessions will be scheduled for two hours, but will go as long as the group requires. Information developed from the groups will be included with the data collected in the first three phases. Phase 5—Data Compilation and Client Input At the conclusion of Phase 5, the project team will have collected a large amount of data from requested materials, interviews, and stakeholder meetings. After comprehensive review, the data will be organized and catalogued to facilitate the building of a logical report that meets the scope of work of the project and any additional areas identified. The consultants will visit with targeted system participants to review specific data, ask follow up questions, and gain added perspective to ensure appropriate understanding of what the results reflect. This will conclude requests for data from the client or any of its related entities. Phase 6—Benchmarking Process In this phase, the project team will review the data collected from the Contra Costa County’s EMS system and compare it to available benchmark data, key industry standards, contemporary research, and with other systems of similar model and demand that are in the Firm’s database of client reviews. Scope and Fees for Contra Costa County Fitch & Associates, LLC EMS Modernization Project Page 5 Phase 7—Define Future State A key outcome of the project is to provide you with a clear understanding of the EMS system’s current performance, prioritized actions for improvement, and recommend potential future states. The County seeks to determine creative ways efficiencies and effectiveness could be improved and seeks to objectively review potential options for delivering cost-effective high quality EMS. In Phase 7, the project team will develop a list of recommendations for improving processes to effectively integrate the activities of system participants to provide EMS consistent with industry benchmarks. The recommendations will be designed to ensure:  Equity of response times,  Quality clinical care,  Appropriate utilization of resources,  Integration of healthcare providers, and  Cost-effective delivery of services. The report will outline multiple options for future actions and options for the EMS system and discuss the pros, cons, and financial impact of each. This phase will be where the key results of the project come together. The specific tasks required regarding the evaluation of the existing EMS agreements and recommendations for provisions to be included in future agreements to improve clarity of expectations, accountability, transparency, and funding allocations will be undertaken and developed in this phase Phase 8—Report Results The deliverables from Phases 1 through 7 will be consolidated into a formal narrative report. A discussion draft of the report will be provided for review as decided in conjunction with the County’s project lead. The final report will be delivered electronically within the 40-week project time frame. The results will formally be presented in person at the conclusion of the project. This will also allow stakeholders to have a question and answer session with members of the consulting team. The presentation will occur at a time and location mutually agreed upon with the County. Scope and Fees for Contra Costa County Fitch & Associates, LLC EMS Modernization Project Page 6 Deliverables The specific deliverables for the Contra Costa County project include tangible products and intangible benefits. The intangible benefits are derived from the face-to-face interaction with system stakeholders through interviews, surveys, and group presentations and forums. The tangible deliverables will be comprised of an initial presentation and summary of short- term action steps recommended to address the immediate issues and a final comprehensive report with sections addressing each of the scope areas. The acceptance of the recommendations in the final report will form the basis to develop the RFP for the county’s emergency ambulance service provider. Work Plan and Timetable The Proposed Scope of Services Yields Desired Outcomes The proposed scope of work demonstrates that we understand the desired outcome and have proposed projects and tasks to achieve that outcome. A table for each of the proposed phases, activities, and time frames is attached to describe the project more clearly. We have outlined the projects and tasks based upon accomplishing the project within a 40-week completion schedule. Fee Estimate Fitch & Associates estimates that the project will require more than 700 consultant hours. We propose a project price with progress payments made based on milestones completed. Professional fees for the project are $175,000. Travel and expenses are estimated at $23,500. The total price of the project is $198,500, inclusive of travel and expenses. Contra Costa EMS Project Timeline 1 to 2 3 to 4 5 to 6 7 to 8 9 to 10 11 to 12 13 to 14 15 to 16 17 to 18 19 to 20 21 to 22 23 to 24 25 to 26 27 to 28 29 to 30 31 to 32 33 to 34 35 to 36 37 to 38 39 to 40 Immediate Action Steps 1.1 Identify needed interviews 1.2 Schedule onsite 1.3 Conduct interviews 1.4 Analyze Isssues 1.4 Develop immediate action recommendations 1.5 Present recommendations Phase 1 Initiate Project 1.1 Finalize scope and schedule 1.2 Identify level "1" interviews 1.3 Schedule onsite 1.3.a Draft interview schedule 1.4 Level "1" interviews 1.5 Review interview data Phase 2 Materials & Data Collection 2.1 Identify entities & responsible contact(s) 2.2 Identify & request financial documents 2.3 Modify IDR for system & respondents 2.4 Distribute IDRs 2.5 Distribute call data request 2.6 Monitor data collection progress 2.7 Receive materials & data 2.8 Organize & catalog 2.9 Consultant review of materials & data Phase 3 On-Site Interviews & Direct Observation 3.1 Identify level "2," 3"," & "4" interviewees 3.2 Schedule onsite 3.2.a Draft interview schedule 3.2.b Schedule communication center visits 3.2.c Schedule observation activities 3.3 Develop interview outcomes 3.4 Onsite interviews & observations 3.5 Organize & catalog 3.6 Consultant review of data Phase 4 Stakeholder Input 4.1 Identify venues 4.2 Schedule meetings & distribute invitations 4.3 Develop stakeholder questions 4.4 Conduct stakeholder group(s) 4.5 Consultant review of data Phase 5 Data Compilation, Analysis & Client Input 5.1 Consultant review of collective data 5.2 Analyze financial data 5.3 Analyze call demand and location data 5.4 Create maps for drive & response time, EOA 5.5 Quantify revenue for EOA 5.6 Follow up contact of client system members Phase6 Benchmarking & Compliance Assurance 6.1 Identify similar & best practice systems 6.2 Benchmark EMS system 6.3 Compliance review Phase 7 Define Future State 7.1 Develop future states Phase 8 Report Results 8.1 Drafting of report 8.2 Discussion draft 8.3 Client review & input 8.4 Drafting of final report 8.5 Final report delivery (Electronic Format) 8.6 Final report presentation Note: Predicted timelines are estimates. Multiple tasks may be in progress simultaneously and tasks may be completed earlier and/or later than estimated depending on project activities and progression. Exception - the draft report and final report will be delivered on time. Phase/Task Week Week Scope and Fees for Contra Costa County Fitch & Associates, LLC Fire Protection District Options Appraisal Page 1 CONTRA COSTA COUNTY FIRE PROTECTION DISTRICT EVALUATION AND OPTIONS APPRAISAL PROJECT Fire Project Overview Contra Costa County seeks to determine the optimal fire and first response coverage that can be provided within the County Fire Protection District’s defined fiscal limitations. There is a clear understanding at the outset that alternative service delivery methodologies, station deployment and staffing may be required to achieve the objective. Developing an implementable model requires a highly collaborative approach that engages system stakeholders. To that end Fitch & Associates proposes the following scope. Jurisdictions throughout the country, and especially in California, are facing a new reality in the provision of public services. Fiscal resources are unable to sustain the traditional methods and scope of providing services to the community. Concurrently, the taxpayers are unwilling to increase their contributions to fund the status quo, let alone increased service levels. In this environment, it is incumbent on government to explore options for the delivery of essential services. This proposal is designed to investigate options for the fire service in Contra Costa County. One essential activity adopted by fire departments is the response to medical emergencies. This accounts for the vast majority of fire responses. Contra Costa County is undertaking a separate study for the modernization of its EMS system. This will result in recommendations for change to the fire service role in medical response, but making operational changes to the fire service role in EMS cannot be undertaken without fully understanding the impact on, and accounting for, other aspects of the fire service’s mission. Fire suppression, prevention, disaster response, homeland security, inspections, and training are among the fire service activities. This proposal is integrated with the separate, but related, proposal for EMS system modernization. We propose a team of experts in fire service explore and recommend options for the Contra County Fire Department to respond to funding cuts while preparing for the fire agency’s future service delivery in an operationally effective, efficient, and sustainable manner. Scope of Work 1. Document Existing Service Levels This element is essential to understand how the County currently meets its scope of service requirements, evaluates risk, determines station and asset location based upon NAED, APCO, NFPA, ISO and other relevant standards. Key elements of the analysis will include a detailed review of call intake/communications center processes, an appraisal of standards of cover, travel distance/time, coverage, response time, workload and call distribution. Fitch will evaluate the agency’s capabilities as an “All Hazards Department” including risk assessment and mitigation planning for specialized rescue, natural and man-made hazards (e.g. earthquake, flood, wild land fire, landslides, dam failures), Haz-mat sites, transportation, critical facilities and homeland security. Fitch will undertake a detailed geographic and demand-based service delivery modeling and GIS Mapping technologies. Scope and Fees for Contra Costa County Fitch & Associates, LLC Fire Protection District Options Appraisal Page 2 2. Service Impacts of Station Changes Fitch will analyze projected community growth, physical barriers, infrastructure, target hazard occupancies, land use, traffic patterns, socio-economic factors and political climate. We will identify impacts of changes to services, facilities, staffing, apparatus and fleet services, training and information management based on that analysis. 3. Staffing Levels and Practices Staffing levels and practices necessary to support recommended operational changes will be evaluated. This will include location and configuration of stations, scheduling of personnel and composition of staff, potential additional staff and cooperation/coordination of efforts with other internal city agencies. 4. Internal Alignment of Responsibilities and Relationships We will seek to understand current alignment and relationships. Fitch will provide recommendations regarding reporting relationships and the utilization of both uniformed and civilian personnel, including levels of authority and responsibility and the manner in which efforts are planned, directed, coordinated, supervised and evaluated. Job descriptions, work schedules and platoon structure will also be reviewed. 5. Optimized Deployment Fitch will utilize its expertise to objectively determine options to improve the efficiency and effectiveness of department operations as it relates to the deployment (response model), response times, safety and productivity including optimizing response options. 6. Current Response Model and Best Practice Comparison Current response data will be analyzed and profiled with visual mapping models. Fitch will provide recommendations based on industry “best practices” and current CAD software for response data analysis and modeling tools/software that would allow for ongoing just-in-time analysis, compliance to standards analysis and demonstrative impact analysis of hypothetical operational, deployment and facility changes. 8. Prevention and Ancillary Support Programs Prevention is an essential element in fire-life safety. We will analyze and provide recommendations, additions and changes to current prevention programs, public information and education and support service activities consistent to provide an optimal level of service within defined cost limits. 9. Demographics, Growth, Incident Patterns and Strategies for Effectiveness & Efficiency Fitch will analyze past, current and projected city growth, fire/EMS and other emergency- related incident patterns, including type, frequency and distribution of all calls for service by type and the level and quality of the current service, to develop long-term strategies to improve efficiency and effectiveness of services. Scope and Fees for Contra Costa County Fitch & Associates, LLC Fire Protection District Options Appraisal Page 3 10. Ensure Broad Stakeholder Engagement Throughout the Project Fitch will provide multiple opportunities for internal and external stakeholders to provide input at multiple points during the consultation. These will include stakeholder meetings facilitated by an experienced fire team member, interviews with key stakeholders, electronic surveys and other input tools to achieve the objective. To fully address the scope of work, Fitch will recommend current and future response, operational and business targets using contemporary research. We will quantify resource implications required to achieve these targets and describe opportunities and risks associated with each option presented. Based upon the synthesis of all inputs, recommendations will be made regarding structure, functions, staffing, deployment and fleet configurations. This information is organized into a written report and summarized for presentation to local officials. Methodology The work of the Contra Costa County Fire project is organized in eight phases. In the initial phase we meet key leaders, develop a broader understanding of your perspective and finalize the work plans. In phases two through five, the primary data collection and analysis occurs. During phases six and seven, we assimilate the information it a report format, draft the plan and work with you to shape it to be uniquely yours. In phase eight, the plan is finalized for approval and implementation. Fitch proposes to use a collaborative approach that will blend local knowledge with information provided by subject matter experts in a highly defined process to achieve the objectives. The team approach is illustrated below. The work plan developed in phase one of the project for your approval will further define the interactions between administration, fire leadership and other stakeholders including community consultation processes. County & Fire Leaders Team Members Public Officials Fire Administration Local Unions County Staff Fitch & Associates Jay Fitch, PhD Rick Keller Guillermo Fuentes Jim Broman Dianne Wright Tom Somers Methodology and Framework Subject Matter Expertise, Best Practices Knowledge of Local Issues Leadership and Commitment Project Team Fitch & Associates Rick Keller Jay Fitch, PhD Guillermo Fuentes Jim Broman Knowledge Collaboration MilestonesEmpowerment Focus ExecutionExecution Coordination Scope and Fees for Contra Costa County Fitch & Associates, LLC Fire Protection District Options Appraisal Page 4 Project Management Our project management is a disciplined and structured process. Key activities are clearly outlined and logically organized to produce specific deliverables within the defined period of time. We will review our progress against the work plan on a bi-weekly basis to ensure that we are progressing according to plan. Any deviations will be flagged immediately and appropriate action taken, through discussion with you, to address issues. An Experienced Team Fitch has a nearly 30-year track record conducting evaluations and planning projects for emergency service organizations in nearly 1,000 communities. Examples of relevant fire related projects include: • City of Las Vegas, NV Fire Department (on behalf of City of North Las Vegas and Clark County) — Regional fire and EMS communications study for the largest departments in Nevada. • City of Richmond, VA — Comprehensive Fire Master Plan for Virginia’s capital city Optimized resource deployment, staffing and apparatus changes for both fire and EMS first response capacity. • Hong Kong (China) —Strategy for modernization and implementation of MPDS processes for department that serves nearly 8 million people in the core city and surrounding islands. • Lacey, WA — FPD #3 (serves City of Lacey and Thurston County FPD). Comprehensive business process and deployment review in a politically complex environment. • Hanover Park, IL – Business process and deployment review and evaluation of service expansion. • City of Natchez/Adams County, MS — Comprehensive fire service capacity review, rating enhancement and negotiation of long term service agreement between the county and its largest city. • Pinellas County, FL — Evaluation of multiple EMS and fire plans involving potential EMS service level changes for 18 fire departments. Project involved quantifying the impact on fire deployment and suppression capabilities for a county that has unique risk factors and 920,000 residents. There are seven key personnel responsible for accomplishing your project. Of these, three are partners with the firm. Five are active or recently retired fire service executives with extensive planning experience. Members of our team have had experience developing sustainable plans previously implemented by the County as well as multiple projects across the State of California. Scope and Fees for Contra Costa County Fitch & Associates, LLC Fire Protection District Options Appraisal Page 5 Key members of the Contra Costa Fire Project Team include: Team Member Position Primary Responsibilities Richard A Keller Founding Partner, Fitch & Associates, 27 years with the firm. Project Partner, overall project leadership and coordination. Financial review; evaluation of budget and cost models Joseph (Jay) Fitch, PhD Founder, Fitch & Associates, 28 years with the firm. Municipal fire district board member, 15 years. Fire project director, stakeholder input, organizational change management and development of conceptual models for Contra Costa County fire service Guillermo Fuentes, MBA Partner, 10 years with the firm, extensive experience in information systems management and CAD/GIS mapping development; he has the distinction of having had two dispatch centers accredited as centers of excellence; former Chief Administrative Officer Niagara (Ontario) Regional Police Agency. Data collection, deployment plan and optimization of system operations; personnel workload analyses, development of multiple deployment models Chief James Broman, MPA Consultant, Two years with the firm —40+ years in fire service; most recently Fire Chief of Lacey Fire District in Thurston County, WA; previously served as Chief, City of Englewood, CO. Chaired professional development committee; IAFC. Stakeholder input; risk assessment; interface organizational and governance plans across multiple jurisdictions Michael Ward, MBA Senior Consultant, 2 years with the firm – 35 years emergency services provider/leader in fire and EMS. Mr. Ward is the author of the Fire Officer Principles and Practices jointly published by IAFC and NFPA. Stakeholder input, assist in translating fire needs into tangible deployment plans; detailing of fire personnel needs and workload analysis; input regarding risk and impact on ISO rating Captain Tom Somers Senior Consultant, 6 years with the firm– 30 years California fire service experience. Currently serving in communications division, Los Angeles City Fire Department. Communications and data assessment and support; stakeholder input, risk mitigation plan Dianne G. Wright, MPA Senior Consultant, 15 years with the firm– 10 years fire and EMS administration with Miami-Dade Fire Rescue, 30 years experience in Florida county and municipal budgeting and finance Develop budget models based on various deployment plans for comparison purposes; identification of indirect support functions and costing models Fitch will accomplish each of the scope within a 40 week time frame. Individual milestones to be achieved will be developed as part of phase one – detailed plan for approval by the county. Scope and Fees for Contra Costa County Fitch & Associates, LLC Fire Protection District Options Appraisal Page 6 Fee Estimate Fitch & Associates estimates that the project will require more than 600 consultant hours. We propose a project price with progress payments made based on milestones completed. Professional fees for the project are $150,000. Travel and expenses are estimated at $20,000. The total price of the project is $170,000, inclusive of travel and expenses.