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HomeMy WebLinkAbout2025-12-15 Resolution 2025-502_Memorandum of Understanding, Fire and EMS ConsultingTHE CITY OF WAUKEE, IOWA RESOLUTION 2025-502 APPROVING MEMORANDUM OF UNDERSTANDING WITH THE CITIES OF CLIVE, URBANDALE AND WINDSOR HEIGHTS FOR FIRE AND EMERGENCY MEDICAL SERVICES CONSULTING IN THE NAME AND BY THE AUTHORITY OF THE CITY OF WAUKEE, IOWA WHEREAS, the City of Waukee, Dallas County, State of Iowa, is a duly organized Municipal Organization; AND, WHEREAS, the recently the Cities of Clive, Urbandale, Waukee and Windsor Heights (the "Cities") have identified a priority to research Fire and Emergency Medical Services collaboration opportunities (the "Project") amongst each other; AND, WHEREAS, the Cities identified the Center for Public Safety Management as the preferred consultant team to work with on the Project; AND, WHEREAS, the City of Clive has been identified as the City to serve as the fiscal agent for the Project; AND, WHEREAS, the attached Memorandum of Understanding (MOU) outlines the cost sharing arrangement for the Project between the Cities. NOW THEREFORE BE IT RESOLVED by the City Council of the City of Waukee that the Memorandum of Understanding for Public Safety Management for Fire and Emergency Medical Services consulting is hereby approved. Passed by the City Council of the City of Waukee, Iowa, and approved the 15th day of December, 2025. Courtney Clarke, Mayor Attest: tiklilAik AUktivio Rebecca D. Schuett, City Clerk RESULTS OF VOTE: AYE NAY ABSENT ABSTAIN R. Charles Bottenberg X Chris Crone X Rob Grove X Anna Bergman Pierce X Ben Sinclair X Docusign Envelope ID: 61 FC6239-2E31-4DC3-8C83-85AFCDA3C313 Clive COLLABORATIVE CITY FIRE -EMS STUDY MEMORANDUM OF UNDERSTANDING A. Definitions As used in this Memorandum of Understanding ("Agreement"): 1. "Cities" shall collectively refer to the following communities: the City of Urbandale, the City of Waukee, the City of Clive, and the City of Windsor Heights. 2. "Population" shall refer to the following amounts of people: a) Urbandale: 45,580 b) Waukee: 31,823 c) Clive: 18,601 d) Windsor Heights: 5,252 3. "Prorated Share" shall refer to the following percentages: a) Urbandale: 45% b) Waukee: 31 c) Clive: 19% d) Windsor Heights: 5% 4. "Proposal" shall refer to the proposal from the Center for Public Safety Management, LLC ("CPSM"), attached hereto. B. Understanding of Proposed Transaction 1. The Cities currently collaborate on certain Fire and EMS services and wish to commission a consultant study to evaluate further opportunities for collaboration and consolidation of Fire and EMS services within the Cities. 2. The Cities have reviewed the attached Proposal and wish to proceed with said Proposal as soon as reasonably possible. 3. As the designated fiscal agent, the City of Clive shall formally enter in to a contract with Center for Public Safety Management, LLC to conduct the study as set forth in the Proposal. Docusign Envelope ID: 61FC6239-2E31-4DC3-8C83-85AFCDA3C313 C. Financial Obligations and Cost -sharing 1. The Cities agree to each pay their Prorated Share of all costs of the study, which Prorated Share has been determined based on their Population. 2. In addition, each city may elect to add any of the presentation of analysis results as set forth on the final page of the Proposal. The costs of such elective presentation of analysis results shall be paid in full solely by the electing city. In the event of an election of some but not all of the Cities, such cost shall be split evenly between said electing cities. 3. The City of Clive shall receive all invoices for payment from Center for Public Safety Management, LLC related to the Proposal. Upon receipt of an invoice, the City of Clive, shall promptly issue payment in full to Center for Public Safety Management, LLC, and shall also submit a request for payment to all remaining Cities for payment of their share of each invoice. The City of Clive shall provide a copy of the applicable invoice and the basis for the amount set forth in the request for payment. Within 30 days' of receipt of the request for payment, each of the remaining Cities shall issue payment to the City of Clive. D. Termination of Agreement 1. Any of the Cities may terminate this MOU with 30 days' written notice to all other parties if any of the Cities fails to fulfill its obligations. However, all financial obligations set forth herein shall survive termination. Dated this 16th day of December, 2025. City of Clive ,*--Signed by: ACSAOAg7C0S0164... Matt McQuillen, City Manager City of Urbandale rSigned by: am{ 36w,5 86C6C186088C1A2... David Jones, City Manager Clive 2 Docusign Envelope ID: 61FC6239-2E31-4DC3-8C83-85AFCDA3C313 City of Windsor Heights „.--Signed by: Akm. Mgt `—d4514t2A2Ffif4f1A Adam Plagge, City Administrator City of Waukee [DocuSigned by: f7rd RAIS S1CD12D6A73C43C... Brad Deets, City Administrator Clive Fire and EMS Consulting Services Cities of Clive, Urbandal Waukee, and �►�!visor Heights, Iowa Waukee THE KEY TO G000 LIVING WINDSOR HEIGHTS CENTER FOR PUBLIC SAFETY MANAGEMENT, LLC 475 K STREET NW STE 702 • WASHINGTON, DC 20001 WWW.CPSM.US • 616-813-3782 ICMA Exclusive Provider of Public Safety Technical Services for International City/County Management Association Center for Public Safety Management, LLC October 24, 2025 Mr. Matt McQuillen, City Manager City of Clive, IA 1900 NW 114th Street Clive, IA 50325 In Re: Fire and EMS Consulting Services. Mr. McQuillen: The Center for Public Safety Management, LLC, (CPSM), as the exclusive provider of public safety technical assistance for the International City/County Management Association, is pleased to submit this proposal to complete a Feasibility Analysis and Plan for Unified Fire and EMS Services that will include the cities of Clive, Urbandale, Waukee, and Windsor Heights, IA. On behalf of our firm, I thank you for considering CPSM for this consulting service. Through this introductory letter and proposal, I will explain why CPSM is the most qualified fire and emergency services consultancy firm to perform this evaluation and assessment for the four cities. CPSM specializes in public safety technical assistance to local governments including comprehensive evaluation and analysis of Fire and EMS agencies, Standards of Cover analysis, and Strategic/Service Level Planning services. Our foundational analysis principles include linking agency workload, performance, and response times to community risk, current and projected population and growth patterns, agency deployment models, station locations, and analysis of Fire and EMS service level deliverables. CPSM devotes substantial project analysis time to operational efficiencies (use of operational staffing and deployable resources), the effectiveness of the organizational structure in terms of managing and delivering organizational programs, and the impacts of operational workload, response times, and resiliency of operational resources on the overall effectiveness of a municipality's ability to provide Fire and EMS services to their community. The above and other Standards of Cover/Service Level analyses components are staples in our Fire and EMS operational and strategic planning analysis projects, and link directly to operational staffing, apparatus deployment, and organizational issues and challenges. Additionally, these concepts will draw CPSM into a critical gap analysis of current and future Fire and EMS service levels, system issues and challenges, NFPA and ISO national benchmarking for fire protection services, and local, state, and national best practices for Fire and EMS service delivery. Overall, CPSM has worked meticulously to develop client inclusive public safety consulting services that are non -biased, fact -based, and measured against national standards and best practices. C;-rater for Pu LLC 1 Clive, IA CPSM Proposal: Fire and EMS Consulting Services Page 2 Overall, CPSM has worked meticulously to develop client inclusive public safety consulting services that are non -biased, fact -based, and measured against national standards and best practices. The next table outlines the broad experience CPSM has in Fire and EMS projects in the last four- year period. Clients include past and current project engagements. • Pelham, AL (Fire & EMS) • El Mirage, AZ (Fire, EMS & 911 Center) • National City, CA (Fire, EMS & 911 Center) • Petaluma, CA (Fire & EMS) • Ukiah, CA (Fire & EMS) • Rialto, CA, (Fire & EMS) • Darien, CT (Fire, EMS & 911 Center) • Evans, CO (Fire & EMS) • Cocoa Beach, FL (Fire & EMS) • Jupiter, FL (Fire & EMS) • Chatham County, GA (Fire & EMS) • Roswell, GA (Fire & EMS) • Park Ridge, IL (Fire & EMS) • Haverhill, MA (Fire & EMS) • Northbridge, MA (Fire & EMS) • Plymouth, MA (Fire, EMS & 911 Center) • Yarmouth, MA (Fire & EMS) • Lexington, MA (Fire & EMS) • Ocean City, MD (Fire & EMS) • Biddeford, ME (Fire & EMS) • Battle Creek, MI (Fire & EMS) • Farmington Hills, MI (Fire & EMS) • Larkin Township, MI (Fire) • Mt. Pleasant, MI (Fire & EMS) • Midland, MI (Fire) • Northville -Plymouth, MI (Fire & EMS) • Saline, MI (Fire & EMS) • Sterling Heights, MI (Fire & EMS) • Stearns County, MN (911 Center) • Kalispell, MT (Fire & EMS) • Prince George's County, MD (Fire & EMS) • Minot, ND (Fire & EMS) • Trenton, NJ (Fire) • Canandaigua, NY (Fire & EMS) • Haverford, PA (Fire & EMS) • Upper Darby, PA (Fire & EMS) • Celina, TX (Fire & EMS) • Garland, TX (Fire & EMS) • Fair Oaks Ranch, TX (Fire & EMS) • Richardson, TX (Fire & EMS) • Mansfield, TX (Fire & EMS) • McGregor, TX (Fire) • Melissa, TX (Fire & EMS) • Mesquite, TX (Fire & EMS) • Wylie, TX(Fire & EMS) • West Columbia, SC • Tooele City, UT (Fire) • Tooele County, UT (Fire) • Augusta County, VA (Fire & EMS) • Orange County, VA (Fire & EMS) • Roanoke County, VA (Fire & EMS) • Shenandoah County, VA (Fire & EMS) • Altoona, WI (Fire & EMS) • Baraboo, WI (Fire & EMS) As an organization, CPSM has more than 15 years of experience performing these and similar projects for local government fire, rescue, police, and 911 departments nationwide using our unique methodology of aligning our comprehensive data analysis, industry standards and best practices, and recommendations and solutions for the issues and challenges faced by municipal fire and EMS services nationally. This includes our experience with more than 500 such public safety studies in 46 states and provinces and 450+ communities. Our overall project approach when conducting Fire and EMS analyses and assessments consistently includes: ter for Publ: 2 Clive, IA CPSM Proposal: Fire and EMS Consulting Services Page 3 Information and Data Collection - CPSM has developed several information gathering tools and techniques we utilize for our projects. These include information/data requests directed to the client, extraction, and forensic analysis of computer aided dispatch (CAD) and records management system data, and analysis of specific stakeholder meetings. Inclusive Stakeholder Approach - As we do on every project, we will meet with and continuously communicate with the appropriate stakeholders for a wholistic understanding of the project scope, the jurisdiction, and any issues and challenges that may exist. Fact Based Approach - CPSM is a fact based and data driven consultant organization, relying on information and data we receive from our clients, extract from our research, and as outlined in national standards and science/evidence based best practices. CPSM offers a proven approach developed by combining the expertise of our fire, rescue, and EMS subject matter experts with our experience performing hundreds of similar studies for municipalities nationwide. Our operational assessments reflect lessons learned from the hands- on Fire and EMS department experience of our team. ICMA has provided direct services to local governments worldwide for over 100 years, which has helped to improve the quality of life for millions of residents in the United States and abroad. My colleagues at CPSM and I greatly appreciate this opportunity and would be pleased to provide consulting services to your organization. I can be reached, should you have any questions or would like to discuss the proposal further at 386-785-7282, or via email at joozzo@cosm.us. Sincerely, Joseph E. Pozzo Senior Manager for Fire and EMS Center for Public Safety Management. LLC For CPSM, Thomas J. Wieczorek, Director Center for Public Safety Management. LLC 616-813-3782 twieczorek@cosm.us . Operational Araseeinutate • Workload. Deployment, StafSed Culture Amon s.ne fire Standards of Corer • Emergency Management Homeland Security, and 911 COMM MwlytH . Public Safety C1ief Selection THE ASSOCIATION & THE COMPANY International City/County Management Association (ICMA) The International City/County Management Association (ICMA) is a 111-year-old, non-profit professional association of local government administrators and managers, with approximately 13,000 members located in 32 countries. Since its inception in 1914, ICMA has been dedicated to assisting local governments and their managers in providing services to their citizens in an efficient and effective manner. ICMA advances the knowledge of local government best practices with its website, www.icma.org, publications, research, professional development, and membership. Center for Public Safety Management The ICMA Center for Public Safety Management (ICMA/CPSM) was launched by ICMA to provide support to local governments in the areas of law enforcement, fire, Emergency Medical Services (EMS), emergency management, and 911-Communication Centers. CPSM also represents local governments at the federal level and has been involved in numerous projects with the Department of Justice and the Department of Homeland Security. Further, CPSM provides training and research for ICMA members and represents ICMA in its dealings with public safety professional associations such as CALEA, PERF, IACP, IAFC, PSHRA, DOJ, BJA, COPS, and NFPA. In 2014 as part of a restructuring at ICMA, CPSM spun out of ICMA as a separate company and is now the exclusive provider of public safety technical assistance for ICMA. As an organization, CPSM has more than 15 years of experience performing fire, EMS, law enforcement, and 911 Communication Center agencies nationwide. Our overall experience includes more than 500 such public safety studies in 46 states and provinces and 450+ communities ranging in population size from 269 (Bald Head, NC) to 4.4 million (Maricopa County, AZ). The CPSM project teams offer years of practitioner, first line supervisory, middle management, and senior leadership experience in the fire, rescue, EMS, emergency management, law enforcement, and 911-Center disciplines; and a record of research, academic, teaching and training. Our team comprises true industry subject matter experts, not research assistants, interns, or generic management consultants. Center for Public Safety Management, LLC www.cpsm.us Key Personnel Resumes CPSM DIRECTOR THOMAS WIECZOREK Director, Center for Public Safety Management; retired City Manager Ionia, MI; former Executive Director Center for Public Safety Excellence BACKGROUND Thomas Wieczorek is an expert in fire and emergency medical services operations. He has served as a police officer, fire chief, director of public safety and city manager, and is former Executive Director of the Center for Public Safety Excellence (formerly the Commission on Fire Accreditation International, Inc.). He has taught numerous programs for the International City -County Management Association, Grand Valley State University, the National Highway Traffic Safety Administration (NHTSA), State of Michigan's Transportation Asset Management Council, and Grand Rapids Community College. He often testified for the Michigan Municipal League before the legislature and in several courts as an expert in the field of accident reconstruction and fire department management. He is the past president of the Michigan Local Government Manager's Association (MLGMA, now MME); served as the vice -chairperson of the Commission on Fire Officer Designation; served as ICMA's representative on the International Accreditation Service (IAS), a wholly owned subsidiary of the International Code Council (ICC); and currently serves on the NFPA 1710 and 1730 committee. He worked with the National League of Cities and the Department of Homeland Security to create and deliver a program on emergency management for local officials titled, "Crisis Leadership for Local Government Officials." It has been presented in 43 states and has been assigned a course number by the DHS. He represents ICMA on the Emergency Management Assistance Compact (EMAC) Board and other fire service participation areas. In 2022 he worked with ICMA to create a FEMA program on economic recovery from disasters for local government managers. It has been delivered via webinar and in person across the United States. He received the Mark E. Keane "Award for Excellence" in 2000 from the ICMA, the Association's highest award and was honored as City Manager of the Year (1999) and Person of the Year (2003) by the Rural Water Association of Michigan, and distinguished service by the Michigan Municipal League in 2005. Mr. Wieczorek has been with the firm since its inception and has completed and/or served as a corporate lead for several hundred Fire, EMS, and Law Enforcement projects. SENIOR MANAGER: FIRE AND EMS -Project Manager FIRE CHIEF, JOSEPH E. POZZO (RET.), MPA, CFOD Former Director of Public Protection for Volusia County, Florida; Former Assistant Director of Human Resources, Volusia County, FL; Former Deputy Director, Volusia County Department of Public Protection; former Director and Fire Chief, Volusia County, Florida, former Fire Chief, Loudon County, Virginia, former Fire Chief Portsmouth, Virginia. BACKGROUND Joe Pozzo has a forty (40) year career in public service, and most recently served as the Director of Public Protection for Volusia County, Florida where he provided executive leadership to the Fire, EMS, Emergency Management, Corrections, Animal Control, and Beach Safety divisions. The Public Protection Department is the largest department in Volusia County and includes 945+ employees, an EMS Division that responds to 80,000 calls per year, an all - hazards Emergency Management Division, and a Fire Division that responds to 23,000 calls/year utilizing ALS staffed apparatus. From March 2015 to September of 2018, Joe served as the Assistant Director of Human Resources for Volusia County, Florida (3,200 employees), where he managed the employee relations, benefits administration, and occupational health services functions and teams, as well as assist in the management and negotiation of six collective bargaining agreements/units. Joe was also involved in developing and implementing the county's Diversity and Inclusion initiative. Joe has also served as the Deputy Director of the Department of Public Protection Volusia County, Florida, where he was responsible for the day-to-day operations of Fire, EMS, Emergency Management, Medical Examiner, Beach Safety, Corrections, and Animal Services. He was formerly Fire Chief of Volusia County Fire Services, where he developed and implemented a service model designed to introduce EMS transport into the agency, incorporate fleet efficiencies, and enhance the wild land/urban interface efforts. Prior to Chief Pozzo's appointment in Volusia County in 2010, he served as the Chief of the Loudoun County Department of Fire and Rescue. This agency is a combination fire and rescue system providing fire, rescue, and emergency management services in one of the fastest growing counties in the nation. The fire and rescue system during Chief Pozzo's tenure provided these services to over 275,000 permanent residents living in 520 square miles of diverse suburban and rural area located within the National Capital Region. Services were executed through 450+ career staff and 1400+ volunteers operating out of 19 stations. Prior to his appointment with Loudoun County, Chief Pozzo served as Chief of the Portsmouth Fire, Rescue and Emergency Services Department. This agency is one of the oldest professional departments on the eastern seaboard and served over 100,000 residents during Chief Pozzo's tenure. Chief Pozzo also served in the City of Virginia Beach, Va. Fire Department for 19 years, reaching the level of Deputy Fire Marshal and then Battalion Chief prior to embarking on his career as a Fire Chief/Director. Joe holds a Master of Public Administration degree from Troy University, a B.A. in Public Administration from Saint Leo University, and numerous public safety technical certifications. Chief Pozzo also holds the Chief Fire Officer Designation from the Center for Public Safety Excellence. Joe has been with the firm since 2012. CPSM y Maria I L : 6 SENIOR ASSOCIATE: FIRE SERVICES CHIEF PETER J. FINLEY, JR. (RET.), BA, EFO Retired Chief of Department City of Vineland Fire Department and Winslow Township Fire Department. Past President NJ Career Fire Chiefs Association. BACKGROUND Pete Finley's 36-year career in the fire and emergency services includes 28 in a career capacity with several different fire departments. He has served as Chief of Department for two New Jersey Fire Departments, most recently the Winslow Township Fire Department where, significant among other accomplishments, he was responsible for the planning, establishment, and initial deployment of the career component of the department as it transitioned from fully volunteer to combination status. Prior to that he served for more than 20 years with the City of Vineland Fire Department holding every operational rank (Firefighter, Fire Prevention Specialist, Captain, Deputy Chief, Fire Chief) including 4 V2 years as Chief of Department. In this position he initiated significant changes within the department including implementing numerous improved operational and safety initiatives, updating, and modernizing equipment, providing the department's first ever formal officer training and development program, and significantly increasing the capabilities of the regional hazardous materials and special operations response team. During his tenure, the department received more than one million dollars in various grants. He formerly commanded the Vineland Rescue Squad gaining significant EMS operations and command experience and completing a complete overhaul of that organization's operations. Chief Finley currently serves as an Adjunct Professor in the Fire Science Program at Camden County College. In addition, since his retirement, he has been involved in conducting numerous fire department operational readiness and organizational evaluations including several under the auspices of the United State Coast Guard related to domestic port security assessments. He has also been involved in the development and administration of several fire service promotional examinations and assessment processes. Chief Finley received his Associate in Applied Science degree from Atlantic Community College in New Jersey and earned his Bachelor of Science degree in Fire Science/ Administration from the University of Maryland. He is a 2003 graduate of the National Fire Academy's Executive Fire Officer Program earning an Outstanding Research Award for his 2002 paper titled, "Residential Fire Alarm Systems: The Verification and Response Dilemma". He has earned more than two dozen state and national fire service certifications, most of them the highest level attainable. Chief Finley has been a member of several fire service organizations and served on numerous committees throughout his career. SENIOR ASSOCIATE: EMERGENCY MEDICAL SERVICES EXECUTIVE DIRECTOR, JASON BRADY, DBA, MBA, MICP, NRP, CCEMT-P, CSSBB Executive Director, Emergency Medical Services for University Hospital - Newark, NJ; Former Director of EMS for Volusia County, Florida; Former Director of Emergency Medical Services, Macon, GA; Former Deputy Fire Chief, Lawrenceville, VA; Former Director of Operations, RMT Schaumburg, IL. BACKGROUND Director Brady has a thirty (30) year career in public service, and currently serves as the Executive Director of EMS for University Hospital - Newark, NJ where he provides executive leadership to ground ALS / BLS 911 operations, NJ State Police Medivac program (JEMSTAR), FBI -Newark SWAT Blue Team - medical coordination unit, New CPSM Jersey Task Force Operations, EMS Urban Heavy & Technical Rescue Operations, New Jersey Port Authority Operations for both Liberty International Airport and the Newark Seaport. Additionally, Director Brady overseas the Northern New Jersey Medical Coordinating Center (MCC) which involves medical surveillance activities for over 35 hospitals. University Hospital EMS has approximately 400 Full -Time Staff Members, forty- five (45) Ambulances, and answers over 110K calls for service annually. From July of 2019 through July of 2021 Director Brady served as the Director of EMS for Volusia County Florida, an EMS service that responds to 80,000+ EMS incidents/year. Prior to Director Brady's appointment in Volusia County in 2019, he served as the EMS Director of Navicent Health. This agency is a hospital Based 911 EMS agency. Director Brady has also served in Fire and EMS agencies in Virginia, and Illinois in various roles that include Chief Flight Medic, Senior Paramedic, QA/QI/Training Coordinator, and Director of Operations. Director Brady holds the Degree of Doctor of Business Administration in Healthcare Administration from Liberty University, a Master of Business Administration from Southern New Hampshire University, and a Bachelor of Science in Health Science in Emergency Medical Services Management from George Washington University. Jason is a Nationally Registered Paramedic, a New Jersey Licensed MICP, and Certified Fire Fighter in New Jersey, Virginia & Georgia. Jason is a Certified Six Sigma Black Belt in process improvement. SENIOR ASSOCIATE DEPUTY CHIEF JAMES L. MAUNEY, (RET.) Former Deputy Fire Chief, Volusia County, Florida; Former Deputy Operations Supervisor, Volusia County Emergency Management; Former Fire Chief, Lake County Fire & Rescue, Former Director of the Emergency Services Institute; Volusia County Fire Services. BACKGROUND Jim has a thirty (30) year career in public safety, beginning as a State Trooper with the Florida Highway Patrol. Since his retirement from Volusia County, Jim has embarked on a post - retirement career where he develops and conducts specialized training that includes incident command and management; wild land/urban interface suppression and defensible communities; design, development, implementation, and evaluation of emergency response exercises; firefighter principles and practices; fire company officer leadership, continuity of operations planning, and hazardous materials. Jim is certified in the Homeland Security Exercise Evaluator Program (HSEEP), and conducts training supported by the Department of Justice, State of Florida, National Wildfire Coordinating Group, FEMA, and NIMS. As an Assistant Chief with Volusia County, FL, Jim trained Florida's first wildland fire crew in 1994; the Volusia County Fire Service Firewalkers. These 30 certified firefighters were trained in wildland firefighting tactics, Florida fuels topography, and weather. In 1998 the team was instrumental in saving lives, businesses, and homes in Volusia County during what is still recognized as "the most complex fire in America's history". During this incident, Jim served as the Area Commander for 6 weeks, managing resources for 968 individual wildland fires totaling 147,000 acres. Center for Public Safety Managerne,. LLC. 8 Jim is a subject matter expert in the concepts for determining the risks associated with the wild land/urban interface and Firewise Community development. Jim also has extensive experience in the principles and practices of Emergency Management planning, mitigation, and incident management. During Jim's career in Emergency Management, he coordinated operations with sixteen (16) municipalities to incidents within the County during fifty (50) plus federally declared disasters. Jim maintains his Florida Department of Law Enforcement certifications and serves as a law enforcement Reserve Sergeant in Lake Helen, Florida. Jim has completed coursework at the National Emergency Training Center in Emmitsburg, MD, and holds numerous technical and instructor certifications in fire, emergency medical services, law enforcement, emergency management, incident command, Homeland Security, and firearms. ASSOCIATE: FIRE AND EMS DEPUTY CHIEF MATT GUSTAFSON (RET.), B.S. Former Deputy Fire Chief, Sonoma County, CA Fire District. BACKGROUND Deputy Chief Matt Gustafson has a 40-year career in public and private fire service, and most recently retired as a Deputy Chief with the Sonoma County, CA Fire District. Matt started his career as a volunteer firefighter for the City of Larkspur (CA). He was later hired at Lucasfilm LTD to help create a new fire, safety, and security division for the Skywalker Ranch / Lucasfilm complexes. Matt worked his way up to Assistant Fire Chief and Head of Safety/Security for the Skywalker Ranch complex. In 1998, Matt was hired with Windsor Fire Protection District as a Battalion Chief / Fire Marshal. As Battalion Chief, Matt managed fire station crews and administrative staff and responded to greater alarm incidents ultimately for two fire districts under a Joint Powers Agreement (JPA). He managed employee performance and relations, facilities, and policy development. As Fire Marshal, Matt performed plan review and fire and life safety inspections for new building projects and events for a rapidly growing community. Matt managed fire investigations, public relations, and community risk reduction programs. Matt worked closely effectively with the public, building officials, planners, developers, other fire officials, city officials, and elected officials. He served as president of the Sonoma County Fire Prevention Officers and facilitated the "single -code" (one fire code for the entire county) project. Matt also managed a LEED/Green-certified new fire station project, added staffing, built employee relations, and created strategic plans, team building programs, fee schedules, mitigation revenues, and a career succession program. Matt has an Associate's Degree in Fire Science Technology, a Bachelor of Science Degree in Fire Administration and Prevention (Magna Cum Laude), Fire Officer Certification, and is a Master Instructor within the California State Fire Service Training and Education System. lagerrient, LLB.; 9 DATA ASSESSMENT TEAM - PROJECT LEADER DOV CHELST, PH.D. Director of Quantitative Analysis BACKGROUND Dr. Chelst is an expert in analyzing public safety department's workload and deployment. He manages the analysis of all public safety data for the Center. He participates in all phases of The Center's studies from initial data collection, on -site review, large-scale dataset processing, statistical analysis, and designing data reports. To date, he has managed over 140 data analysis projects for city and county agencies ranging in population size from 8,000 to 800,000. Dr. Chelst has a Ph.D. Mathematics from Rutgers University and a B.A. Magna Cum Laude in Mathematics and Physics from Yeshiva University. He has conducted research in complex analysis, mathematical physics, and wireless communication networks. Dr. Chelst has been with the firm since its inception and has completed over 350 data analyses for ICMA/CPSM. PUBLIC SAFETY DATA ANALYST XIANFENG LI, PH.D. BACKGROUND Dr. Xianfeng Li is a professional computational scientist and certified SAS programmer with a wealth of knowledge and research experience in Complex System Modeling, Data Analysis, and Statistical Physics. He is highly qualified in various coding programs and has earned numerous data science certifications. He previously worked as a Research Associate and Postdoctoral Fellow. Dr. Li earned his Ph.D. and master's degree in Polymer Science within the Institute of Chemistry from the Chinese Academy of Sciences in Beijing. He earned his Bachelor's Degree in Chemistry at Jilin University in Changchun. PUBLIC SAFETY DATA ANALYST-GIS MONICQUE LEE, MS, BS BACKGROUND Ms. Lee has extensive experience in the areas of data and geospatial analysis, hydrographic data processing, mapping platforms, and project management. She has worked as a GIS consultant, and with the U.S. Army Corps of Engineers where she received a U.S. Army commendation, and the United States Geological Survey, Grand Canyon Monitoring and Research Center. Ms. Lee has a Master of Science in Geographic Information Science & Technology. PROJECT PURPOSE, METHODOLGY, AND SCOPE OF WORK Project Purpose The primary purpose of this analysis is to assess the operational, financial, organizational, and governance feasibility of potentially unifying the fire and EMS ground transport services for the cities of Clive, Urbandale, Waukee and Windsor Heights, Iowa. The study aims to determine whether a single, integrated, and resilient regional fire and EMS system could maintain or improve service delivery, efficiency, sustainability, and community outcomes. Project Methodology The objective is to provide the four cities' officials and stakeholders with data -driven recommendations to guide future decision -making, enhance service delivery, and strengthen community resilience. Our approach is structured, evidence -based, and collaborative. It provides a clear framework to evaluate operational performance, financial sustainability, organizational alignment, and governance models, which will ultimately produce actionable recommendations for a more collaborative approach to fire and EMS service delivery. To complete this project, CPSM will utilize the following methodology: 1. Stakeholder Input: • Conduct kickoff meetings with city leadership and fire/EMS leadership to confirm project objectives, timelines, and expectations. • Establish a steering committee with representation from each jurisdiction to guide and validate project data and information. • Develop a communication plan to ensure transparency and buy -in among stakeholders, including staff and labor groups. • Conduct a community survey generically designed for electronic distribution in all cities. 2. Data Collection & Discovery • Gather operational, financial, and organizational data. • Conduct site visit, interviews, and stakeholder sessions (some virtually). 3. Baseline Assessment • Analyze service demand, staffing, and performance. • Benchmark each organization against industry standards and best practices. 4. Conduct a Gap Analysis of Each Fire and EMS Organization • Analyze each organization's structure, operations and service delivery, infrastructure, staffing and workforce models, financial and cost structures, technology, and community risk. • Evaluation of: o Areas of overlap (duplication, inefficiency). o Inconsistencies that could hinder unification. o Critical gaps that must be resolved before integration. o Opportunities for standardization, cost savings, and improved service. CPSM enter for rvia agerY'lent, LLC 11 Scope of Work The scope of work encompasses a comprehensive evaluation of the operational, financial, organizational, and governance factors necessary to assess the feasibility of unifying the four city Fire and EMS departments into a single, integrated system that enhances service delivery, efficiency, and community outcomes. Operational Assessment of Each Locality Review and document current operations of Clive Fire Department, Urbandale Fire Department, Windsor Heights Fire Department, and Waukee Fire Department. Assess call volume, incident types, service level, and operational efficiency. Review deployment strategies and mutual aid utilization. Organizational Assessment of Each Locality Analysis of organizational and support services to include training and education, community risk reduction (fire prevention, investigation, life safety education), health and safety, facilities, logistics, and organizational administrative services. Community Risk Analysis Conduct a full community risk assessment for each jurisdiction. Identify hazards, vulnerability, and risk mitigation capabilities. Align risk profiles with resource deployment and CRR strategies. Includes analysis of community risk to include: • Demographic/population data analysis. • Target hazards/critical infrastructure analysis. • Building types, density, and occupancy type analysis. • Environmental factors analysis. • Transportation network analysis and risk. • Fire risk analysis. • EMS risk analysis to include socio-economic and social determinants of health analysis. • 3-Axis Risk Calculation. • Current services/staffing model, critical tasking, and resource deployment in relation to the defined risks. Response Workload, Time, and Resilience Analysis Analyze incident workload trends and service demand forecasts. Assess current and projected response times. Evaluate system resilience under both current and proposed merged structures. Station and Resource Distribution Analysis Evaluate current fire station locations and coverage areas. Analyze optimal station placement using GIS and actual apparatus drive -time, population density, and response time models. Identify gaps, overlap, and future infrastructure needs. Assess facility space and efficiency. Staffing Analysis Evaluate current staffing levels, configurations (career/volunteer/combination), scheduling practices, and overtime. Identify staffing gaps or redundancies. Recommend future staffing model options for service optimization including right -sizing Fire/EMS response based on requests for service/call data. Apparatus Analysis and Distribution Inventory current fire and EMS apparatus by type, age, condition, and location. Evaluate apparatus distribution and future needs under a unified model. Recommend optimization and standardization strategies. Assess vehicle maintenance programs for efficiency. Current Operational Guidelines Review Collect and compare Standard Operating Procedures (SOPs), protocols, and guidelines from each department. Identify inconsistencies, duplications, and best practices. Recommend harmonized operational guidelines for a merged entity. Organizational Analysis and New Organizational Structure Assess current administrative and operational structures. Recommend an organizational chart for the unified department. Identify leadership, command, and division alignment under merged operations. Pension Systems Merger Analysis Review existing pension and retirement systems (IPERS, 411, etc.). Evaluate legal and fiscal implications of merging pension obligations. Provide legal, HR, and financial recommendations for pension alignment. Financial Analysis: Near, Mid, and Long -Term Conduct a comparative cost analysis of current vs. unified systems. Evaluate short-term transition costs, medium -term savings, and long-term sustainability. Provide a full financial pro forma and cost -benefit analysis. Merger of Collective Bargaining Units Identify existing bargaining units and contracts. Evaluate legal and contractual obligations and constraints. Recommend a process and timeline for collective bargaining unit integration. Funding Methodology Recommend equitable cost -sharing or funding formula among the cities. Explore intergovernmental agreements, service contracts, or authority models. Evaluate impacts of different funding mechanisms on municipal budgets. Governance Model Recommend governance models (e.g., joint powers authority, consolidated district, regional authority). Define roles, oversight, representation, and accountability mechanisms. Provide relevant examples of governance models from peer communities. 911 Communications and Dispatch Impacts Review current use of a shared 911 center or dispatch infrastructure. Evaluate how unified operations would impact dispatch protocols, CAD systems, and call routing. Recommend necessary technical or procedural changes. Merging Programs Evaluate and propose integration strategies for Community Risk Reduction (CRR), Training and Continuing Education, and Logistics and Supply Chain Management. Recommend centralized or regionalized delivery models. Site Visit CPSM will conduct a site visit (4 days) for the purpose of conducting stakeholder interviews with key city and emergency services leadership to obtain information specific to the scope of work for the operational gap analysis. The site visit will also include a tour of each city so CPSM can better understand the building, transportation, and environmental risk as well as tour of each fire and EMS facility to assess building space, operational readiness and response posture and to assess in-service fleet. Lastly, the site visit will include stakeholder meetings with fire and EMS operational staff so that CPSM can better analyze service delivery and. Project Deliverables CPSM's project deliverables will include draft and final versions of the Feasibility Analysis and Plan for Unified Fire and EMS Services data analysis and operational reports for review and comment by the cities. The Feasibility Analysis and Plan for Unified Fire and EMS Services report will include at a minimum: • Comprehensive Final Report with all findings, recommendations, data tables, maps, and appendices. • Executive Summary suitable for elected officials and public distribution. • Presentation Materials for stakeholder briefings and public meetings. • Options/Service Level Vision Roadmap with timeline, milestones, responsible parties, and key actions. • Draft reports will be provided for review in electronic format. The final draft report will be delivered approximately 240 days from contract engagement unless otherwise agreed upon between the client(s) and the Project Manager. • CPSM will deliver the draft and final documents digitally in computer readable format by email unless otherwise requested by the client. Should the cities desire additional copies of the report, CPSM will produce and deliver whatever number of copies is requested, which will be invoiced at cost. PROJECT TIMELINE CPSM proposes the following draft project timeline to deliver the final draft document approximately 240 days from kickoff. Project Component Project Kickoff - Document and Data Information Request Conduct Fire & EMS Gap Analysis Operational Analysis Site Visit Workload and Response Time Analysis Development Deliver Draft Operational Analysis Re•ort to Cities for Review CPSM Progress Meetings (Virtual) Month 1 Month 2 Month 3 Month 4 Draft Data Report Delivered Month 5 Month 6 Month 7 Month 8 PROPOSED FEES The quotation of fees and compensation shall remain firm for a period of 120 days from this proposal's submission as indicated below. Proposed Professional and Travel Fees CPSM Fee Description Fee Feasibility Analysis and Plan for Unified Fire and EMS Services Development: ■ All meetings (virtual and in -person). ■ Complete all evaluation and assessment work as outlined in the scope of work. • SME research, analysis, and report writing. ■ Comprehensive workload, response time, and resiliency data analysis. • GIS Services. • Complete on -site visit and conduct tours and stakeholder meetings as identified in the scope of work. • Community Survey. • SME Travel- One (1) Onsite Visit (4 Days) for evaluation and assessment work and in -person stakeholder meetings (invoiced separately as outlined below) . $133,775 Feasibility Analysis and Plan for Unified Fire and EMS Services Total - $133,775 Travel Costs -Site Visit: $12,000 - Estimated not to exceed and invoiced separately at cost. Travel Includes: Air Fare, Rental Car, Hotel, Daily Per Diem (GSA Rate for Region). Travel to be invoiced separately and at cost with no overhead or CPSM administrative fees. Four SMEs. Proposed Fee Payment Schedule: Feasibility Analysis and Plan for Unified Fire and EMS Services Task/CPSM Work Billing Schedule • • Contract/Agreement Signed. Project kickoff meeting with the four cities. 40-percent of Feasibility Analysis and Plan for Unified Fire and EMS Services Development Fee. • Delivery of Draft Comprehensive Workload, Response Time, and Resiliency Data Analysis. 40-percent of Feasibility Analysis and Plan for Unified Fire and EMS Services Development Fee. ■ Delivery of Fire Department Evaluation and Assessment Draft Report. 20-percent of Feasibility Analysis and Plan for Unified Fire and EMS Services Development Fee. Total 100-percent of Feasibility Analysis and Plan for Unified Fire and EMS Services Development Fee. Presentation of Analysis Results • Should the city(ies) desire an in -person presentation of CPSM findings and recommendations at a public meeting or meetings, CPSM will assign staff for such a meeting or meetings at a cost of $3,000 plus travel expenses for up to two SMEs (each meeting). • If individual city presentations are combined, there will be one fee of $3,000 for a combined meeting plus travel expenses for up to two SMEs. • Presentations occurring separately will be invoiced separately as outlined herein ($3,000 plus travel expenses for up to two SMEs). • Meetings occurring separately but in the same travel week will be invoiced separately with travel expenses shared between the cities requesting a presentation. DELIVERABLES AND CONCLUSION Report deliverables are as stated above, unless otherwise agreed upon between the client and the Project Manager. The fee quoted above is inclusive of the research and development of all elements of the draft and final reports. CPSM will deliver draft and final reports via email in a readable computer format. Part of ICMA's mission is to assist local governments in achieving excellence through information and assistance. Following this mission, Center for Public Safety Management, LLC acts as a trusted advisor, assisting local governments in an objective manner. CPSM's experience in dealing with public safety issues combined with its background in performance measurement, achievement of efficiencies, and genuine community engagement, makes CPSM a unique and beneficial partner in dealing with issues such as those being presented in this proposal. We look forward to working with you further. CPSM Center for Public Safety Management, LLC enter for Pur.)iz} Mao; 16