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HomeMy WebLinkAboutRes 2022-10-1287 Agreement for Community Risk Assessment, Long-Range Marter Plan and Updated Strategic Plan for FDCITY OF ANNA, TEXAS RESOLUTION NO. 0 -t0— 1a10 A RESOLUTION OF THE CITY OF ANNA, TEXAS, APPROVING AND AUTHORIZING THE CITY MANAGER TO ENTER INTO AN AGREEMENT BETWEEN THE CITY OF ANNA AND EMERGENCY SERVICES CONSULTING INTERNATIONAL ("ESCI") TO CONDUCT A COMMUNITY RISK ASSESSMENT, LONG-RANGE MASTER PLAN AND AN UPDATED STRATEGIC PLAN FOR THE ANNA FIRE DEPARTMENT. WHEREAS, the City Council of the City of Anna, Texas ("City Council") has determined that it is in the best interest of the City to enter into an Agreement with ESCI to conduct a Community Risk Assessment, Long -Range Master Plan and an updated Strategic Plan for the Anna Fire Department; and WHEREAS, the City Council finds that the aforementioned Agreement attached hereto, is vital to support the city's Long -Term Mission and the City of Anna's Strategic Plan with regard to creating a High Performing, Professional City; and WHEREAS, the City Council desires to authorize the City Manager to execute the above - referenced Agreement attached hereto, with Emergency Services Consulting International. NOW THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF ANNA, TEXAS, THAT: Section 1. Recitals Incorporated. The recitals set forth above are incorporated herein for all purposes as if set forth in full. Section 2. Approval of Agreement The City Council hereby approves the Agreement and authorizes the City Manager to execute any associated documents necessary to consummate the Agreement. PASSED AND APPROVED by the City Council of the City of Anna, Texas, on this 25'h day of October, 2022. ATTEST: L11c moo, j City Secretary, Cared o W""1111"',, APPROVED: *'•, [�A4 r, Nate Pike Project Proposal Master and Strategic Plan Prepared by: t Emergency Services 7 Consulting International 25030 SW Parkway Avenue, Suite 330 Wilsonville, OR 97070 P 1-800-757.3724 1 E info@esci.us I W www.esci.us Cover Letter October 19th, 2022 RE: Master and Strategic Plan Emergency Services Consulting International (ESCI) is pleased to submit our proposal to conduct a Master and Strategic Plan. ESCI is well -positioned to assist you with this important project. ESCI has worked with many communities across the country; our project team has significant experience in the development and delivery of Community Risk Assessments, Standards of Cover, Strategic Plans, Agency Evaluations and Master Plans, Staffing and Organizational Studies, Fire Station Assessments, and similar planning studies and reports. Established in 1976, ESCI specializes in high quality, professional consulting services to public safety and emergency management organizations throughout the United States and Canada. Considered by many to be the nation's leader in public safety consulting, the ESCI team brings first-hand experience and subject matter experts in emergency planning, mitigation, response, and recovery, with active involvement in highly visible and responsible leadership positions. ESCI operates on the principles of honesty, integrity, and service. You can count on us to understand your issues, challenges, and responsibilities, and to provide proven, community -driven solutions and best practices designed to meet your specific needs, on time and within budget. ESCI is pleased to submit this response with a recommended project team, unique qualifications, work approach and plan, references, timelines, and cost proposal. We thank you for the opportunity to submit this proposal and are looking forward to working with you on this important project. Should you have any questions, please do not hesitate to contact me or your Project Oversight, Joe Powers at Joe.Powers@esci.us. Sincerely, Andrea D. Hobi, Business Manager Emergency Services Consulting International Esci.us 1 503.570.7778 1 Andrea. Hobi@a esci.us ESCI Overview Emergency Services Consulting International (ESCI) is an international firm providing specialized, high -quality professional fire, police, communications, and emergency medical services (EMS) consulting services to organizations throughout the United States and Canada. ESCI has been meeting the needs of emergency services agencies since 1976, and is considered by many to be the nation's leader in emergency services consulting. Utilizing both full-time staff and over 6o expert field consultants nationwide, ESCI provides consulting services to municipalities; fire, ambulance, and hospital districts; non-profit organizations; and the industrial and commercial community. ESCI is recognized as an expert in the field by the emergency services community. This is confirmed by our ongoing relationship with the International Association of Fire Chiefs (IAFC), the Western Fire Chiefs Association, the National Fallen Firefighters Foundation, the National Volunteer Fire Council, and the hundreds of clients we serve from coast to coast. Since the beginning, ESCI has operated on the principles of honesty, integrity, and service. ESCI's philosophy is to maintain an active involvement within the emergency services disciplines and related fields —staying ahead of the rapid changes and issues facing our clients. The mission of ESCI is to provide expertise and guidance that enhances community safety. We accomplish this by providing the highest value of consulting services and educational programs. ESCI utilizes a team of professionals committed to offering highly beneficial programs covering current and anticipated fire, police, communications, emergency management, and EMS issues and needs. We provide a wide array of services, including organization audits and evaluations, cooperative effort and consolidation, health and safety evaluations; master, strategic, and growth management plans; deployment planning, hazard mitigation planning, executive searches, assessment centers, and customized consulting. ESCI has helped improve emergency services in hundreds of communities throughout the country. Our innovative training programs are improving the way organizations and people work. ESCI encourages creative solutions to complex system dilemmas. The firm recognizes the cultural, economic, operational, legal, and political realities of the local environment. ESCI avoids pre -conceived biases in order to develop and implement creative and long-lasting solutions. In addition, ESCI equips its clients with the background, understanding, and confidence to tackle future problems as they arise. ESCI's field associates have been active practitioners in their respective fields, with many involved in highly visible and responsible national leadership positions in firelrescue services, EMS, and law enforcement. We understand your issues, challenges, responsibilities, and offer proven methods to improve your effectiveness. ItThe mission of ESCI is to provide expertise and guidance that enhances community safety. We accomplish this by providing the highest value of consulting services and educational programs. iff ■ The ESCI Advantage ESCI's advantage begins with our technical expertise and capability, extends to our experienced and highly qualified staff, and concludes with a product that will enable your organization to meet the challenges of emergency services into the future. ESCI's team has first-hand experience in the process of analyzing emergency service providers and recommending an array of opportunities that are economically, culturally, and operationally feasible. Each team member is a specialist in fire, rescue, law enforcement, EMS, or related fields. The team will work collaboratively to create the best possible strategies and options for your organization. The ESCI Advantage includes: • A clear understanding and appreciation of the complexity of the local and regional environment. • Over 40 years of public safety consulting experience; the successful completion of hundreds of consulting engagements. • The ability to deliver a high -quality product on time, and with organizational support and endorsement. • Knowledge of contemporary issues associated with the delivery of emergency services. • Experience with a variety of jurisdictions including municipalities, counties, and state governments. • A highly skilled and knowledgeable team of professionals with skill -sets necessary to meet your expectations. ■ ESCI at a Glance • Mission: Provide expertise and guidance that enhances community safety. • Established in 1976. • Headquartered in Wilsonville, Oregon, with a corporate office in Virginia. • Extensive fire and EMS consulting throughout the U.S. and Canada. • Fifteen full-time employees, with expert field consultants located throughout the country. ■ ESCI Offices In order to better serve our clients, ESCI maintains our Corporate Office in Virginia and a Headquarters Office in Oregon. The following is the contact information for each office, along with a complete organization chart. Headquarters Office Andrea Hobi, Business Manager 25030 SW Parkway Avenue, Suite 330, Wilsonville, OR 97070 Phone: 800.757.3724 ` Email: andrea.hobi@esci.us Corporate Office Mike Roth, Operations Manager 4795 Meadow Wood Lane, Chantilly, VA 22033 Phone: 703.5o6.9400 • Email: mike.roth@esci.us ■ ESCI Organizational Chart The following is an organizational chart of Emergency Services Consulting International, which includes descriptions of our various positions and services. BI Director B„ mienieeMe Business Mgr11 Ops Mgr GIS Analyst Associates SupportStaff Associates Associates Associates s�•nc sniff 0 'n Wms emc CUSTOMER CENTERED STRATEGIC PLAN PROJECT DESCRIPTION AND SCOPE OF WORK B(iEmergency Services Consulting International Providing Expertise and Guidance that Enhances Community Safety 25030 SW Parkway Avenue, Suite 330 Wilsonville, OR 97070 CUSTOMER CENTERED STRATEGIC PLAN The strategic planning process results in a three -to -five-year work plan, intended to guide the work effort of the entire organization toward a common set of goals and objectives. The process includes representation from every major interest group in the organization. Each person in the department should feel that their interests are represented by someone in attendance on the planning team. A strategic plan is often completed as a stand-alone process, or alternately, is used to follow a Long Range Master Planning study. The Master Plan report will result in a lengthy list of work that needs to be completed. Prioritizing and planning for the implementation of the findings can be a daunting task, one that may be best addressed by the use of a strategic planning approach. Typically, all members of the department are invited to submit their individual, anonymous feedback on a SWOT (Strengths, Weaknesses, Opportunities, and Threats) Analysis well in advance of the planning workshop. Each member of the department identifies five issues for each category they believe are the strengths and weaknesses of the agency, and what are believed to be opportunities or threats facing the department. The results of the department -wide SWOT Analysis are compiled by ESCI and de -conflicted (elimination of duplicates). The results are shared with the planning team in the first day of the workshop. As a customer -centered process, ESCI works with the department to identify the right mix of external stakeholders (citizens) to invite to a "citizens forum." This two-hour session occurs the night before the two-day planning workshop with an internal planning team of 12-20 participants. ESCI facilitates the citizen forum, walking the attendees through a structured process to gain insights into their expectations of the department for services and planning elements. The results of this forum are shared with the internal planning team the next morning to ground the participants in meeting the customers' needs. On the first day of the planning workshop, the agency's mission, vision, and values are reviewed and if needed, modified or created if they did not previously exist. The planning team then reviews the results of the compiled SWOT analysis and collectively votes on the top five issues for each of the categories. Once they are compiled, the planning team discusses the rankings and identifies broad themes. These themes form the strategic initiatives for the strategic plan. After the strategic initiatives are created, the planning team is broken into small groups to develop goals which, if successfully completed, accomplish the strategic initiative. The smaller groups facilitate deeper conversation, brainstorming, and discussion than a larger group allows. However, each small group reports out to the full planning team to "cross-pollinate" ideas and concepts. This also creates buy -in from the larger team. Once the goals have been identified, the smaller groups may be mixed up to avoid group -think and begin developing measurable objectives for each goal. Again, these are reported out to the full planning team for refinement. The small groups which develop objectives are also asked to create an "outcome statement," which describes the intended outcome for the objective. The outcome statement may be a performance metric (e.g., Unit turn -out times improved by 20% over 2016 times) or a simple outcome (e.g., A promotional guidance document exists which assists upwardly mobile members prepare for promotional exams). Once the initiatives, goals, objectives, and outcomes have been identified, timelines are established. ESCI will facilitate assignment of timelines, ensuring relatively balanced workload over the life of the plan. ESCI will then compile the results of the two-day workshop and provide a draft for the department to review. After any necessary revisions, the report will be finalized, printed, and provided to the agency for adoption and implementation. Following is a detailed scope of work for the Strategic Planning process. Scope of Work I Customer -Centered Strategic Plan Phase 1: Project Preparation Task 1 A: Project Initiation & Scheduling ESCI will develop a project plan and converse with the community's project liaison to gain a comprehensive understanding of the organization's background, goals, and expectations for the strategic plan process. The project plan will be developed identifying: • Local strategic planning team composition and recruitment • Strategic planning workshop format • Schedule • Location and other logistical issues • Potential impediments and organizational issues This meeting will also help to establish working relationships, make logistical arrangements, determine an appropriate line of communications, and finalize contractual arrangements. Phase Ih Customer -Centered Environment Assessment Task 2 A: Member Survey In order to provide internal personnel with an opportunity to participate in this data gathering event, ESCI's Survey Manager wi II work with the ESCI Project Manage r to develop the internal survey.' The survey will be designed to gather detailed feedback related to several aspects of the members' priorities, opinions, and expectations related to service delivery, core services and programs, positive and corrective issues, and recommendations for the Strategic Plan. ESCI recommends thatthe survey be accessible to all personnel. 'All survey tools will be approved by the agency's project manager prior to distribution. ESCI's Survey Manager will receive the responses directly and will develop and produce an executive summary of the survey results. To ensure respondent anonymity, ESCI will obtain survey responses confidentially. This will be accomplished using an internet-based survey accessible only by the intended participants. The survey results will be delivered directly to ESCI's headquarters office. ESCI's Survey Manager will develop and produce an executive summary of the survey results. Task 2-B. Public Meeting and Assessment of Customer Needs and Expectations ESCI facilitators will assist the department in identifying external customers/key members of the community. Once identified, invitations will be mailed and ESCI will convene these external customers/community leaders for the purpose of addressing the issues outlined above and gaining a realistic view of external customer needs and expectations. The project team will organize these meetings after normal working hours to accommodate citizen work schedules. ESCI has found through experience that 80 to 90 percent of the invitees attend these sessions and actively participate. At a minimum, we recommend the representatives of this citizen's focus group include, but not be limited to: • Business owners • Service groups representative(s) (i.e., Chamber of Commerce, Rotary, Lions) • Prominent citizens in the community • Members of civic organizations • Media representative(s) • Multiple citizens who have been actual recipients of fire and EMS services respectfully • Representatives of neighborhood organizations and/or homeowner associations • Representatives of non-profit organizations • Representatives of local industry • Other citizen -customers as identified by the strategic planning group ESCI will facilitate these group meetings with the presence of one organization representative, usually a chief or chief officer, to act only as a technical resource and to answer questions that may arise that the facilitator is unable to answer. In addition to facilitating the session(s), ESCI may utilize surveys and questionnaires to gather necessary information. This step is critical, as it ensures that customer needs and concerns are incorporated into the strategic plan. More and more, the public is demanding the accomplishment of specific objectives and services with fewer resources. This step ensures that the public concerns are recognized by the organization and incorporated into the long-range strategic planning processes and arms influential members of the public with important background information about their public safety agency that they might not have been exposed to under normal circumstances. The process will seek to identify: • Customers positive attributes of the organization • How "good service" is measured by the customer • How customers prioritize the services provided by the organization • Areas of customer concern about the organization • Customer expectations Phase 111: Planning Workshop ESCI will facilitate the development of an organizational strategic plan utilizing a local planning team (12 to 20 persons) that includes representatives of the elected body and various levels of the organization itself. The strategic planning process will involve a two-day strategic planning "retreat" to be held on consecutive days at an appropriate location within the community suitable for both full group sessions, as well as breakout small group work sessions. Task 3-A: Vision, Mission, and Values ESCI's experienced facilitators will guide the local planning team in the development of meaningful vision, mission, and values: • Vision statements describe the way the organization views itself in the future • Mission statement describes the purpose for which the organization exists • Values enumerate the principles or ideas that are important to the members ESCI will facilitate discussions that ensure participation by all present in order to stimulate challenging thought processes, prevent tangential discussion, and move the group to consensus. Consensus identification of key internal standards creates the moral and practical guidelines of the organization. Task 3-B: Internal and External Assessments ESCI will guide the local planning group through the honest and objective assessment of internal issues and external challenges, also known as the SWOT Analysis. Internal Assessment • Strengths of the organization • Weaknesses of the organization External Assessment • Opportunities facing the organization • Threats challenging the organization Analyzing the strengths, weaknesses, opportunities for, and threats to the organization is the next critical step in the strategic planning process. Strengths are important as they represent areas of the organization to be built upon, and weaknesses are areas to be identified as potential sources for improvement. Opportunities are vital to the future of the organization and should be viewed as positive prospects for growth and enhancement, while threats must be identified and addressed in advance, where possible. Other critical issues facing the department may be identified by the strategic planning group at this point as well. These may include issues that the strategic planning group identifies as issues critical to the health and success of the organization. Task 3-C. Goals and Objectives ESCI will direct the local planning team in the establishment of goals and objectives, critical tasks, and timelines that are imperative to the organization and the participation of individual members. • Establishment of organizational goals that address the identified concerns of the external and internal customers over a one -to -five-year timeframe • For each goal, the development of one or more measurable objectives that are written in such a manner as to describe the criteria by which an outcome is judged complete or successful • Development of associated tasks for each goal and objective utilizing the format of identified measurable criteria • Development of reasonable time for completion Attainment of this task will be demonstrated by the establishment of realistic goals and objectives for the organization. In order to meet the mission of the organization, the establishment of these goals is essential to providing the organization 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. Fastidiously following these goals and objectives will provide the department with the necessary direction and guidance into the future. This should also support the department by reducing the number of impediments, disruptions, and uncertainties for the organization and its members. Task 3-1): Outcome/Performance Metrics ESCI will direct the local planning team in discussions regarding the establishment of performance measures that assist the organization in measuring their progress toward the organizational vision. This will be an ongoing process and may initially involve concepts of performance measurement that will require modifications in the collection of necessary data as the organization becomes more focused on measuring achievement and outcomes. Phase IV: Published Strategic Plan Document Task 4A: Publication of Final Strategic Plan Report ESCI will develop and provide the client with a draft Strategic Plan electronically for review and comment. Any changes noted on the draft will be addressed by ESCI, which will then produce five publication -quality bound, final versions of the written Strategic Plan document. An electronic version of the document will also be provided. MASTER PLC PROJECT DESCRIPTION AND UriEmergencyServices Consulting International Providing Expertise and Guidance that Enhances Community Safety 25030 SW Parkway Avenue, Suite 330 Wilsonville, OR 97070 Long -Range Master Plan The Long -Range Master Plan is designed to assist communities with quantifying its current service to the community, evaluating service delivery and response performance, identifying forecast growth and resultant future service demand, and developing strategies for meeting projected needs. In brief, the Master Planning Process is designed to answer three questions: i. Where is our organization today? This is achieved via a detailed evaluation of the public safety agency as it is currently configured. z. Where will we need to be in the future? This is based on ESCI's analysis of past and future population growth and forecast future service demand. 3. How will we get there? Providing short- and long-range future strategies designed to address long-term, future needs. The Long -Range Master Plan Scope of Work follows: SCOPE of WORK: Emergency Services Master Plan Phase I: Project Initiation Task 3.-A: Project Initiation & Development of Work Plan ESCI will develop a project work plan based on the scope of work and converse with the community's project team to gain a comprehensive understanding of the organization's background, goals, and expectations forthe project. This work plan will be developed, identifying: • Primary tasks to be performed • Person(s) responsible for each task • Timetable for each task to be completed • Method of evaluating results • Resources to be utilized • Possible obstacles or problem areas associated with the accomplishment of each task This process will also help to establish working relationships, make logistical arrangements, determine appropriate lines of communication, and finalize contractual arrangements. Task i-B: Acquisition & Review of Background Information ESCI will request pertinent information and data from the organization's assigned project manager. This data will be used extensively in the analysis and development of the master plan document. The documents and information relevant to this type of project will include, but not be limited to, the following: • Past or current agency studies or research • Community Comprehensive Plan documents, including current and future land use information • Local census and demographics data • Zoning maps and zoning code • Financial data, including debt information, long-range financial plans and projections • Agency administrative policies and procedures • Standard Operating Guidelines (SOGs) and service delivery practices • Current service delivery objectives and targets • Facilities and apparatus inventories • Local collective bargaining agreement(s), if applicable • Automatic and mutual aid agreements • Records management data, including National Fire Incident Reporting System (NFIRS) incident data • Computer -Aided Dispatch (CAD) incident records • Local Geographic Information Systems (GIS) data, where available Task i-C: Stakeholder Input The ESCI project team will conduct interviews with and gather information from key personnel, including: • Elected or appointed officials • The agency's managers and other key staff • Finance function manager • Community planning staff • Human resources function coordinator • External fire and EMS agencies within the region • Medical facilities, medical director for regional or community EMS, if necessary • Employee and volunteer groups • Others as they may contribute to the 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 the appropriate community officials, fire department officials, volunteer association leaders, labor organization representatives, and others that the project team deems necessary. From these interviews, ESCI will obtain additional perspectives on operational, economic, and policy issues facing the agency. In addition, the project team will learn more about the availability of data necessary to meet projected goals. Phase It: Evaluation of Current Conditions The initial phases of the study focus on a baseline assessment of the current conditions and current service performance. ESCI will conduct an organizational analysis of the department based on the elements included in the following tasks. The purpose of this evaluation is to assess the agency's operations in comparison to industry standards and best practices, as well as to create a benchmark against which the options forfuture service delivery can be measured. Task 2-A: Organization Overview An overview of the organization and communitywill be developed discussing: • Service area population and demographics • History, formation, and general description of the agency • Description of the current service delivery infrastructure • Governance and lines of authority • Foundational policy documents • Organizational design • Operating budget, funding, fees, taxation, and financial resources Task z-B: Management Components The organization's basic management processes will be reviewed, including: • Mission, vision, strategic planning, goals, and objectives • Internal assessment of critical issues • Internal assessment of future challenges • Internal and external communications processes • Document control and security • Reporting and recordkeeping • Information technology systems Task z-C: Capital Assets and Capital Improvement Programs ESCI will review the status of current major capital assets (facilities and apparatus) and analyze needs relative to the existing condition of capital assets and their viability for continued use in future service delivery, including: Facilities: Tour and make observations in areas related to station efficiency and functionality. Items to be contained in the report include: • Design • Construction • Safety • Environmental issues • Code compliance • Staff facilities • Efficiency • Future viability Apparatus/Vehicles: Review and make recommendations regarding the inventory of apparatus and equipment. Items to be reviewed include: • Age, condition, and serviceability • Distribution and deployment • Maintenance • Regulations compliance • Future needs Task z-D: Staffing and Personnel Management ESCI will review the agency's staffing levels. Areas to be considered include: • Review and evaluate administration and support staffing levels • Review and evaluate operational staffing levels • Review staff allocation to various functions and divisions • Review staff scheduling methodology • Analyze current standards of coverage and staffing performance for incidents • Review firefighter/EMS staff distribution • Review utilization of career and volunteer companies, if applicable and in accordance with methodologies recommended in NFPA 3.7io and 1720 • Review responsibilities and activity levels of personnel Personnel management systems will also be reviewed, focusing on: • Human resources policies and handbooks • Quality and status of job descriptions • Personnel reports and recordkeeping • Compensation systems • Disciplinary processes • Counseling services • Application and recruitment processes • Testing, measuring, and promotion processes • Health and wellness programs Task z-E: Service Delivery and Performance ESCI will review and make observations in areas specifically involved in, or affecting, service levels and performance. Areas to be reviewed shall include, but not necessarily be limited to: • Service Demand Study • Analysis and geographic display of current service demand by incident type and temporal variation • Resource Distribution Study • Overview of the current facility and apparatus deployment strategy, analyzed through Geographic Information Systems, with identification of service gaps and redundancies • Resource Concentration Study • Analysis of response time to achieve full effective response force • Analysis of company and staff distribution as related to effective response force assembly • Response Reliability Study • Analysis of current workload, including unit hour utilization of individual companies (to the extent data is complete) • Review of actual or estimated failure rates of individual companies (to the extent data is complete) • Analysis of call concurrency and impact on effective response force assembly • Response Performance Summary • Analysis of actual system reflex time performance, analyzed by individual companies (to the extent data is available) • Mutual and Automatic Aid Systems Task z-F: Planning for Fire Protection and Emergency Medical Services The planning processes within the agency shall be reviewed. Key components include: • Review and evaluate the adequacy of the current planning process • Review elements of tactical planning within the organization • Review operational planning within the organization • Review strategic planning practices • Review long-range or other planning efforts • Make recommendations relative to future planning process needs Task z-G: Support Programs ESCI will review and make overall observations involving support programs for the critical areas of training, life safety services, and communications. Items to be reviewed include: Training • General training competencies • Training administration • Training schedules • Training facilities • Training procedures, manuals, and protocols • Training record keeping Life Safety Services (Fire Prevention) • Code enforcement activities • New construction inspection and involvement • General inspection program • Fire and life -safety public education programs • Fire investigation programs • Pre -incident planning • Statistical collection and analysis Phase lll: Future System Demand Projections The project moves forward with an assessment of the future community conditions, service demand, and fire protection risks that the organization can be expected to serve. ESCI will analyze community growth projections and interpret their impact on emergency service planning and delivery. Task 3-A: Population Growth Projections An interpretation of available census and community development data will be provided, indicating: • Population history • Census -based population growth projections • Community planning -based population growth projections Task 3-13: Service Demand Projections Population growth projections, along with historical and forecast incident rates, will be utilized to develop projections for future service demand. Task 3-C: Community Risk Analysis Land use and zoning classifications will be used, along with specific target hazard information, to analyze and classify community fire protection risk by geography. This process will be completed with GIS software and will consider: • Population and population density • Demographics • Community land use regulations • Occupancy types by land use designation • Hazardous substances and processes Phase IV: Future Delivery System Models The project concludes with strategies intended to place the organization in a position to serve its future demand and risks successfully. ESCI will develop and analyze various operational models for providing emergency services with the specific intent of identifying options that can deliver the desired levels of service identified in the previous task at the most efficient cost. Recommendations will be provided, identifying the best long-range strategy for service delivery and the impact of initiating such a strategy. In addition, short and mid-term strategies will be recommended for service delivery improvement or increased efficiency. Task y.-A: Review of Response Standards and Targets The establishment of fire and EMS response time standards and targets is a process that is undertaken by the local jurisdiction, based on their assessment of community risk, citizen expectations, and the agency's capabilities. As consultants, ESCI's role is not to set response standards for the community, but rather provide assistance with data analysis and comparison to industry standards to assist the agency in developing service delivery goals. ESCI will identify the current level of emergency services provided by the department and compare the department's performance to industry standards and best practices, such as the standards described by the Insurance Services Office (ISO), National Fire Protection Association (NFPA), Center for Public Safety Excellence (CPSE), and locally adopted performance objectives. A review and discussion of existing response performance goals, if in place, will be provided, matching the nature and type of risks identified in the previous report sections. The performance goals shall be discussed with consideration to: • Resource Distribution: Initial attack (first due) resources for risk -specific intervention • Resource Concentration: Effective response force assembly (apparatus and personnel), of the initial resources necessaryto stop the escalation of the emergency for each risk type Task 4-B: Recommended Long -Term Strategy ESCI will develop a recommended long-term option for resource deployment that will improve the agency's level of service towards the identified performance objectives and targets. This may include, but is not necessarily limited to, specific recommendations regarding: • Any relocations of existing facilities • General locations of future necessary fire stations • Selection and deployment of apparatus by type • Deployment of operations personnel • Future administrative and support personnel • Deployment of special units or resources • Additional infrastructure or facilities for administration and support programs ESCI will evaluate and present in graphical and descriptive format for each of the deployment option(s): • Degree of benefit to be gained through its implementation • The extent to which it achieves established performance targets • Potential negative consequences Task 4-C: Short and Mid -Term Strategies Recommendations for improving service delivery and system efficiency prior to anyfull implementation of the long-term strategy will be provided in areas such as: • Agency management and organization • Staffing and personnel deployment • Service delivery methods • Training programs • Prevention programs • Enhanced cooperative service agreements with other communities or agencies • System funding and cost recovery • Others as appropriate and necessary Task y-D: Cost Projections ESCI will provide general projections of the cost of recommended long-term strategies, specifically related to: • Facility changes or additions • Staff changes or additions • Primary apparatus changes or additions Cost projections will be provided for both capital expenditures and on -going operational costs. Operational costs will be provided as one-year projections of additional or reduced expenditures resulting from full implementation of the strategy. Additional findings and recommendations will be made, where appropriate, regarding: • Options for long-term funding strategies • Options for cost avoidance • Options for cost recovery Phase V: Development, Review, and Delivery of the Project Report Task 5-A: Development and Review of the Draft Report ESCI will develop and produce an electronic version of the draft written report for review by the client and client representatives. 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: • Detailed narrative analysis of each report component structured in easy -to -read sections and accompanied by explanatory support to encourage understanding by both staff and civilian readers • Clearly designated recommendations highlighted for easy reference and cataloged as necessary in a report appendix • Supportive charts, graphs, and diagrams, where appropriate • Supportive maps utilizing GIS analysis, as necessary Task 5-B: Delivery and Presentation of the Final Report ESCI will complete any necessary revisions of the draft and produce five publication -quality bound, final versions of the written report along with an electronic copy in PDF file format. A formal presentation of the project report will be made by ESCI project team member(s) to staff, elected officials, and/or the general public as necessary and will include the following: • A summary of the nature of the report, the methods of analysis, the primary findings, and critical recommendations • Supportive audio-visual presentation • Review and explanation of primary supportive charts, graphs, diagrams, and maps, where appropriate • Opportunity for questions and answers, as needed All presentation materials, files, graphics, and written material will be provided to the client at the conclusion of the presentation(s). Optional Sections to be Added or Substituted Note: The sections below are offered as options and can be included as needed. Add onto Task 2-G: Support Programs Communications • Alarm systems and communications infrastructure • PSAP and dispatch center capabilities and methods • Dispatch center staffing Task 2-H: Emergency Medical Services Support and System Oversight Evaluate the current Emergency Medical Services support and oversight mechanisms to include, but not limited to, the following: • Review of logistical support services • Review of current medical control and oversight • Review of quality assurance/quality improvement mechanisms in place • Review of system integrity with regard to required credentialing Task 2-1. Haz-Mat Services Support and Response Capability Evaluate the agency's capabilities with regards to hazardous materials incident responses to include, but not limited to, the following: • Review of physical and personnel resources • Review of training and educational compliance • Review of historical staffing performance with regard to hazardous materials responses Task 2-l: Technical Rescue Services Support and Response Capability Evaluate the agency's capabilities with regard to technical rescue incident responses to include, but not limited to, the following: • Review of physical and personnel resources • Review of training and educational compliance • Review of historical staffing performance concerning technical rescue responses Task3-D: Public Input Meetings At the conclusion of Phases I, II, and III, ESCI staff will facilitate a community public input meeting intended to provide information and gather input from members of the general public, community organizations, and neighborhood associations. In order to assess public sentiment toward potential future system changes, discussions will center on the following issues: • Customer perception of emergency services • The desired level of service • Support for adoption of an emergency services master plan • General input The projectteam will prepare survey instruments, questionnaires, and forms to be used during the community input meeting. Professional graphics and a presentation of study objectives will be used to increase customers' understanding of their role in the process. The results of the assessment of current resources, projections of future demand and risk, and the fire service costs and existing funding sources will be summarized, presented, and discussed in the public input meeting. Data and input gathered from the meeting will be summarized within the study, as well as during meetings with internal stakeholders. ESCI will provide facilitation staff forthe public meeting, but will expect the client to assist with logistics, scheduling, meeting locations, and public advertising. Emergency Services Consulting International Providing Expertise and Guidance that Enhances Community Safety Proposed Project Fee Master Plan: $ 48,233 Strategic Plan: $ 16,350 TOTAL: $64,583 Emergency Services Consulting International Providing Expertise and Guidance that Enhances Community Safety PERSONAL SERVICES CONTRACT This agreement made this_ day of_ 2022, by and between The City of Anna and Emergency Services Consulting International doing business as an Oregon corporation in Wilsonville, Oregon, hereinafter called ESCI. WITNESSETH: For and in consideration of the payment, agreements, and scope of work herein attached as Attachment A to be made and performed, Client and ESCI hereby agree to commence and complete the consultation, to provide the work described, and comply with the terms of the contract to conduct a Master and Strategic Plan. 2. ESCI will furnish labor, materials, and other services necessary to complete the Project for Client, and Client shall provide to ESCI the information, data, and assistance required as specified in the attached scope of work. 3. Fees: The Client shall pay ESCI a sum not to exceed Sixty Four Thousand Five Hundred Eighty Three Dollars ($64,583) including expenses. Client shall pay ESCI according to the following schedule: A. 10°%due at contract signing B. Monthly payments as work progresses C. Payment shall be made within 30 days of receipt of invoice 4. This agreement shall be binding upon all parties hereto and their respective heirs, executors, administrators, successors, and assigns. 5. The laws of Texas shall govern this agreement. 6. ESCI shall comply with all federal, state, and local laws applicable to the work under this agreement. 7. Termination. Client may terminate this agreement for any reason upon thirty(30) days written notice to ESCI. Payment for all work completed and expenses incurred up to the time of termination shall be due immediately upon termination by Client. 8. Amendment. This agreement may be amended by mutual written agreement of all parties. 9. Independent Contractor. ESCI is engaged as an independent contractor and will be responsible for any federal or state taxes applicable to the payments under this agreement. ESCI is not currently employed by Client and will not be under the direct control of Client. Because ESCI is an independent contractor, Client will not be liable for any tax withholding, social security payments, state workers' compensation insurance, unemployment insurance, retirement system payments, or other similar expenses normally payable on behalf of employees of Client. 10. Indemnification. ESCI agrees to indemnify, defend, and hold harmless Client and its officers, agents and employees, from and against any and all claims, losses, actions, or judgments for damages or injury to persons or property arising out of or in connection with the acts and/or any performances or activities of ESCI, ESCrs agents, employees, or representatives under this Agreement. 11. Attorney Fees. If suit, action, or arbitration is brought either directly or indirectly to enforce the terms of this agreement, the prevailing party shall recover, and the losing party hereby agrees to pay, reasonable attorney's fees incurred in such proceeding, in the trial and appellate courts, as well as costs and disbursements as ordered by a court of competent jurisdiction. Emergency Services Consulting International Providing Expertise and Guidance that Enhances Community Safety 12. This agreement is an integrated writing, executed by the parties after negotiation and discussions of all material provisions. None of the parties to this agreement have relied upon Inducements, concessions, or representations of fact, except as set forth in this agreement. IN WITNESS WHEREOF, the parties hereto have executed, or caused to be executed by their duly authorized officials, the agreement In two (2) copies, each of which shall be deemed an original, on the first date written above. OX. Date: 4yy, Managing Director Date: 10/28/2022 Emergency Services Consulting International Providing Experlise and Guidance that Enhances Community Safety Attachment A Scope of Work