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IV.5. Authorize Staff to Enter into an Agreement with Raftelis for a Fire Department Staffing Study; Imihy Bean CITY OF HOPKINS City Council Report 2023-020 To: From: Date: Subject: Honorable Mayor and Council Members Mike Mornson, City Manager PeggySue Imihy Bean, AICP, Management Analyst February 7, 2023 Authorize Staff to Enter into an Agreement with Raftelis for a Fire Department Staffing Study _____________________________________________________________________ RECOMMENDED ACTION MOTION TO AUTHORIZE STAFF TO ENTER INTO AN AGREEMENT WITH RAFTELIS NOT TO EXCEED $98,500 FOR A FIRE DEPARTMENT STAFFING STUDY. OVERVIEW In 2022, the City Council authorized spending up to $100,000 for a Fire Department Staffing Study to evaluate the current and future staffing needs of the department. In November 2022, Staff issued a requests for proposals (RFP) which sough consultants who could: •Evaluate the current staffing model and its ability to provide for projected higher service demand in future years. •Evaluate several staffing scenarios including transitioning to a full-time department, a larger fire district, or outsourcing, and main taining the current model or any other staffing model recommended by the consultants. •Recommend an optimal staffing model for the fire department that effectively meets community expectations. •Evaluate the financial impact of staffing changes, includi ng any impact to apparatus or fleet, equipment, facilities, and capital demands. The City received 10 total RFP responses, which were reviewed by Staff from the Fire Department, Finance and Administration. Three (3) consultants were interviewed by Staff who ultimately chose to recommend Raftelis for the project. Staff and Raftelis have been working on a contract and tonight seek approval from the Council to enter into this agreement when it is finalized in a n amount not to exceed the proposal price of $98,500. SUPPORTING INFORMATION •Technical and Cost Proposal from Raftelis Administration City of Hopkins Fire Department Staffing Study TECHNICAL AND COST PROPOSAL / DECEMBER 15, 2022 Table of Contents Cover Letter/Statement of Project Understanding and Approach ........................ 1 Consultant/Team Description, Staffing and Capabilities ...................................................... 5 Work Examples and References .................. 11 Approach to the Scope of Service ............... 20 Project Timeline ............................................. 26 Cost Proposal and Approach to Budget ...... 27 Making our world better The Raftelis Charitable Gift Fund allocates profits, encourages employee contributions, and recognizes time to charitable organizations that support: • Access to clean water and conservation • Affordability • Science, technology, and leadership Raftelis is investing in improved telecommunication technologies to reduce the firm’s number one source of carbon emissions—travel. Diversity and inclusion are an integral part of Raftelis’ core values. We are committed to doing our part to fight prejudice, racism, and discrimination by becoming more informed, disengaging with business partners that do not share this commitment, and encouraging our employees to use their skills to work toward a more just society that has no barriers to opportunity. This page was intentionally left blank to facilitate two-sided printing RAFTELIS 1 19 Garfield Place, Suite 500 , Cincinnati, OH 45202 www.raftelis.com COVER LETTER/STATEMENT OF PROJECT UNDERSTANDING AND APPROACH December 15, 2022 Ms. PeggySue Imihy Bean, AICP Management Analyst City of Hopkins 1010 1st Street South Hopkins, MN 55343 Subject: Proposal for Fire Department Staffing Study Dear Ms. Imihy Bean: We are pleased to submit this proposal for a Fire Department Staffing Study for the City of Hopkins (City). Our focus has always been to help local government and utility clients solve their financial, organizational, and technology challenges. We appreciate the opportunity to submit our proposal, which has been developed to provide the City with concise yet thorough information that introduces our approach to public safety organizational assessments and staffing analyses. Raftelis was established in 1993 to provide financial and management consulting services of the highest quality to local governments and utilities. The Raftelis brand strengthened with the 2020 acquisition of The Novak Consulting Group (TNCG), which deepens our management consulting expertise specific to local governments. Our mission is to strengthen organizations, for those they serve and those who work in them. We believe our firm offers the City several distinct advantages: • A workable and insightful approach: Our team’s approach specifically addresses the City’s needs and will help develop a best practice-level plan to evaluate the staffing levels and model for the Fire Department (Department) to ensure the Department is optimized to meet current and future local service demand and expectations. The City’s desire for gained organizational/operational efficiencies and effectiveness is the exact type of consulting work our firm performs. • An experienced team who knows challenges and opportunities faced by local governments: We are skilled professionals with direct experience in all facets of local government and utility operations. We work solely for local governments and utilities, and many of our team members were local government leaders in some of the best organizations across the country. Our team members understand what is required to deliver effective public services. Our project manager has over 20 years of local government experience, including leading numerous public safety projects like yours. Our subject matter expert is a former Fire Chief with over 30 years of fire service expertise. • Personal service from senior-level consultants: You appreciate it when deadlines are met, phone calls are returned, and your challenges are given in-depth, out-of-the-box thinking. While some firms may assign your business to junior-level people, we offer exceptional service from senior-level consultants. RAFTELIS 2 19 Garfield Place, Suite 500 , Cincinnati, OH 45202 www.raftelis.com We are proud of the resources that we can offer and welcome the opportunity to assist the City in this engagement. I am authorized to represent the firm. If you have any questions, please do not hesitate to contact our Organizational Assessment Practice Lead using the following contact information: Michelle Ferguson, Vice President – Organizational Assessment Phone: 828.777.6588 / Email: mferguson@raftelis.com Sincerely, Julia Novak Executive Vice President RAFTELIS 3 Who We Are RAFTELIS AND THE NOVAK CONSULTING GROUP, HELPING LOCAL GOVERNMENTS AND UTILITIES THRIVE Local government and utility leaders partner with Raftelis to transform their organizations by enhancing performance, planning for the future, identifying top talent, improving their financial condition, and telling their story. We’ve helped more than 600 organizations in the last year alone. We provide trusted advice, and our experts include former municipal and utility leaders with decades of hands-on experience running successful organizations. People who lead local governments and utilities are innovators—constantly seeking ways to provide better service to the communities that rely on them. Raftelis provides management consulting expertise and insights that help bring about the change that our clients seek. TNCG is Now Raftelis The Novak Consulting Group and Raftelis have always shared a focus on delivering lasting solutions for local government agencies. In January 2020, TNCG joined Raftelis. Today, we provide our clients with wide-ranging capabilities and resources in financial, management, technology, and communications consulting for all areas of local government. Our clients now have the expertise of more than 140 of the country’s leading local government and utility consultants, who have decades of experience. We know that our combined capabilities and resources will provide added value to our clients, and we’re excited about what we can accomplish together. We believe that Raftelis is the right fit for this project. We provide several key factors that will benefit the City and help to make this project a success. RESOURCES & EXPERTISE: This project will require the resources necessary to effectively staff the project and the skillsets to complete all of the required components. With more than 140 consultants, Raftelis has one of the largest local government management and financial consulting practices in the nation. Our depth of resources will allow us to provide the City with the technical expertise necessary to meet your objectives. In addition to having many of the industry’s leading management and financial consultants, we also have experts in key related areas, like stakeholder engagement and data analytics, to provide additional insights as needed. DECADES OF COLLECTIVE EXPERIENCE: Our associates and subject matter experts have decades of experience in strengthening local municipalities and nonprofit organizations. They’ve served in a wide range of positions, from city manager to public works director to fire chief. PERSONAL SERVICE FROM SENIOR-LEVEL CONSULTANTS: You appreciate it when deadlines are met, phone calls are returned, and your challenges are given in-depth, out-of-the-box thinking. While other firms may assign your business to junior-level people, our approach provides exceptional service from senior-level consultants. NICHE EXPERTISE: Our expertise lies in strengthening public-sector organizations. We’re consulting specialists rather than generalists, focusing our strengths to do a highly effective job for a specific group of clients. RAFTELIS 4 OUR TEAM INCLUDES 140+ consultants focused on finance/management/communication/ technology for local governments and utilities RAFTELIS HAS PROVIDED ASSISTANCE FOR 1,000+ projects for in the past year alone, we worked on 600+ agencies in 46 states How we stack up 29 years serving local governments and utilities 1,200+ local governments and utilities 25% of the U.S. population that serve more than 38 of the nation’s 50 largest cities including the agencies serving RAFTELIS 5 CONSULTANT /TEAM DESCRIPTION, STAFFING AND CAPABILITIES Project Team WE HAVE DEVELOPED A TEAM OF CONSULTANTS WHO SPECIALIZE IN THE SPECIFIC ELEMENTS THAT WILL BE CRITICAL TO THE SUCCESS OF THE CITY’S PROJECT. Our project team is made up of senior-level consultants with direct local government experience. What sets our project team apart is our ability to explore and relate to local community values while at the same time, investigating realistic approaches for cost-effective solutions. An organizational chart of our project team is as follows. All staff are Raftelis employees; no subconsultants will be used for this work. The engagement will be managed out of our Cincinnati office (address and contact information on cover letter.) City of Hopkins FIRE AND EMERGENCY SERVICES SUBJECT MATTER EXPERT Tom DeMint STAFF CONSULTANTS James Flick Myra Ray-Howett PROJECT MANAGER Jonathan Ingram PROJECT DIRECTOR Michelle Ferguson RAFTELIS 6 Michelle Ferguson PROJECT DIRECTOR Vice President ROLE Michelle will be responsible for overall project accountability and will be available to provide quality assurance and control, industry perspective, and insights into the project. PROFILE Michelle has nearly 25 years of management experience with and for local governments across the country. As organizational assessment practice leader for The Novak Consulting Group, Michelle spearheaded the work of nearly 200 local government reviews in some of the foremost governments across the country. Michelle has completed detailed organizational reviews of entire jurisdictions and recommended improvements to the structure, staffing, and processes within departments of all sizes. Specific department reviews have included development review, parks and recreation, public works, human services, human resources, capital budgeting, and finance. As a Lean certified professional, Michelle excels at helping local governments continuously improve and rely on data to make informed choices about services to the public. She is skilled in project management, process improvement strategies, performance measurement, consent building, and public process design. Additionally, she has provided customized training in the development and use of performance measures to assist numerous organizations continuously improve service delivery. Michelle is also a skilled facilitator, able to bring diverse groups of people together to articulate shared visions and priorities. She has led strategic planning engagements at the community, organizational, and department levels, and she has facilitated numerous staff and governing body retreats. Michelle began her consulting career in 2005 following ten years of direct experience in local government management, which included serving as assistant county manager in Arlington County, Virginia. During her tenure with Arlington County, Michelle oversaw the daily management and implementation of the County's capital program. She also led the organization-wide performance measurement initiative establishing their Balanced Scorecard. Before Arlington County, Michelle served as assistant city manager in Overland Park, Kansas. Michelle earned a bachelor's degree in political science from Loyola University-Chicago and a master's degree in public administration from the University of Kansas. She is a member of the International City/County Management Association. She also served as the president of the Metropolitan Association of Local Government Assistants in Washington, D.C, and has presented at state and national conferences on topics such as strategic planning, effective governing bodies, and council-staff relations. Specialties •Organizational assessment •Staffing analysis •Process improvement •Performance management •Capital planning •Strategic planning •Facilitation •Community engagement Professional History •Raftelis: Vice President (2021- present), Senior Manager (2020- 2021); Organizational Assessment Practice Leader, The Novak Consulting Group (2009-2020) •Management Partners: Senior Management Advisor (2005-2009) •Arlington County, Virginia: Assistant County Manager (2002-2005) •City of Overland Park, Kansas: Assistant City Manager (1996-2002) Education •Master of Public Administration - University of Kansas (1998) •Bachelor of Arts in Political Science - Loyola University, Chicago (1996) Certifications •Lean Certified Professional Memberships •International City/County Management Association (ICMA) •Engaging Local Government Leaders (ELGL) RAFTELIS 7 Jonathan Ingram PROJECT MANAGER Senior Manager ROLE Jonathan will manage the day-to-day aspects of the project ensuring it is within budget, on schedule, and effectively meets the City’s objectives. He will also lead the consulting staff in conducting analyses and preparing deliverables for the project. Jonathan will serve as the City’s main point of contact for the project. PROFILE Jonathan has 16 years of experience in management consulting and local government management, most recently as budget manager in the City of Cincinnati, Ohio, budget office. Before that, Jonathan served as a management consultant and worked in the city manager's office for the City of Highland Park, Illinois. Jonathan is a skilled financial analyst in the areas of budget and revenue analysis and has led our work with fiscally distressed communities, supporting their efforts to restore operational and financial sustainability. Additionally, he has extensive experience as a management and operations consultant to local governments in the United States and abroad. Jonathan is a skilled consultant who has developed an expertise in public safety operations and staffing; in fact, Jonathan developed our firm’s police patrol staffing methodology. He has completed operations reviews for over 200 local governments and has helped to improve service delivery for a broad range of departments – from police to public works. He has developed staffing and deployment plans for city operating departments, analyzed and facilitated intergovernmental consolidations, helped local governments develop custom performance management systems, and facilitated the development of long- term strategic plans and financial models. Jonathan's areas of expertise are in local government budgeting and finance, public safety staffing analysis, operations analysis, project management, process improvement, and performance measurement. He is adept at quickly assessing strengths and opportunities within a municipality, analyzing and developing actionable recommendations for improvement, and communicating findings and next steps to a wide variety of audiences, including staff, elected officials, and the public. During his tenure with the City of Cincinnati, Jonathan managed the development and administration of a $1 billion operating budget. He also conducted special analysis projects, served on the City's collective bargaining team, and co-managed the implementation of an enterprise budget system. Jonathan earned a bachelor's degree in political science from Aurora University and a master's degree in public administration from Northern Illinois University. He is a member of the International City/County Management Association and the Ohio City/County Management Association. Specialties •Staffing and operations assessment •Public safety staffing and operations •Financial management and planning •Process improvement Professional History •Raftelis: Senior Manager (2021- present) Manager (2020-2021); Senior Associate, The Novak Consulting Group (2012-2020) •City of Cincinnati, Ohio: Budget Manager (2010-2012) •Management Partners: Senior Management Advisor (2005-2010) Education •Master of Public Administration - Northern Illinois University (2005) •Bachelor of Arts in Political Science - Aurora University (2003) Professional Memberships •International City/County Management Association (ICMA) •Ohio City/County Management Association (OCMA) RAFTELIS 8 Tom DeMint FIRE AND EMERGENCY SERVICES SUBJECT MATTER EXPERT Principal Consultant – Fire and Emergency Medical Services ROLE As Fire and Emergency Services Subject Matter Expert, Tom will work at Jonathan’s direction to provide input and technical guidance for the project. PROFILE Tom DeMint was the fire chief of the Poudre Fire Authority (PFA) in Fort Collins, Colorado from June 2011 to June 2021. He is respected as an effective leader that is driven, versatile and enthusiastic. As a highly experienced trainer, teacher and mentor, focused on continued growth and improvement, Tom saw the PFA receive accreditation from the Commission of Fire Accreditation International (CFAI) twice, reduced the community’s ISO rating, developed two strategic plans, implemented collective bargaining, opened new stations and new services, and led the initial responses to COVID-19 pandemic. Tom has broad experience with emergency management as he led the PFA through the two largest wildfires in Colorado history (the High Park and Cameron Peak Fires) as well as the devastating floods of 2013. Aware of current local social, economic, and political priorities, Tom has been a reliable, efficient, resourceful, innovative, proactive, and responsive leader. He reported directly to the Poudre Fire Authority Board of Directors, the Fort Collins City Council, and the Poudre Valley Fire Protection District Board of Directors. Tom is the immediate Past President of the Colorado State Fire Chiefs (CSFC). For five years, Tom served as the President of the Board of Directors for the Front Range Fire Consortium Authority. This public board oversees fire recruit and incumbent training for fire departments throughout Northern Colorado, Wyoming, and Montana. This organization continued to grow under Tom’s leadership. Tom is the Co-Chair of the Fort Collins 9-11 Memorial fund raising committee and a member of the Fort Collins Fire Museum Committee. He also has extensive experience with fire prevention and fire code instruction, having conducted classes through the United States, the Middle East, and the Caribbean. Tom has been a member of the International Association of Fire Chiefs (IAFC), National Fire Protection Association (NFPA), Metro Fire Planners, Fire Marshals Association of Colorado, the International Code Council, and Partnership for Aging Friendly Communities. He is recognized as a Credentialed Chief Fire Officer by the Commission on Professional Credentialing and is a Level 2 Peer Assessor for the CFAI. Specialties •Fire Department and Emergency Medical Services assessment •Consolidation/shared services evaluation •Staffing studies Professional History •Consultant – Emergency Services Consultants International, Chantilly, VA (2021-Present) •Fire Chief – Poudre Fire Authority (2011-2021) •Shift Battalion Chief – Poudre Fire Authority (2005-2011) •Training Chief – Poudre Fire Authority (2003-2005) •Strategic Plan Coordinator – Poudre Fire Authority (2002-2003) •Assistant Fire Marshall – Poudre Fire Authority (1998-2002) •Captain – Poudre Fire Authority (1997-1998) •Firefighter – Poudre Fire Authority (1998-1998) •EMT/Paramedic – Stormont Vail, Topeka, LS & Poudre Valley Hospital (1977-1988) Education •Bachelor’s Degree in Public Administration – Regis University •Associates of Applied Sciences, Paramedic – Pratt Community College •National Fire Academy Executive Fire Officer – United States Fire Administration •Center for Public Safety Chief Fire Officer Designation Professional Memberships •International Association of Fire Chiefs (Missouri Valley Division) •National Fire Protection Association •Metro Fire Planners •Fire Marshals Association of Colorado RAFTELIS 9 James Flick STAFF CONSULTANT Senior Consultant ROLE James will work at the direction of Jonathan in conducting interviews, directing research and analysis, preparing recommendations, and drafting deliverables. PROFILE James has over 10 years of organizational leadership experience, including five years in local government. Most recently, James served as the Director of Economic Development and Public Information Officer for Deerfield Township in Warren County, Ohio. Previously, he was a Development Officer and oversaw the Policy and Communication Division for the Department of Community and Economic Development at the City of Cincinnati. James' areas of expertise include economic development, project management, and performance measurement. In addition, he is a skilled communicator, analyst, and creative problem solver. During his tenure at Deerfield Township, James worked closely with entrepreneurs looking to start a business, assisted existing companies with relocations and expansions, and managed development projects of varying scales. He also served on the Executive Board of the Warren County Small Business Development Alliance. At the City of Cincinnati, James was instrumental in developing strategic plans to address smart city initiatives, small business growth, retail revitalization in the urban core, and foreign direct investment. James has presented at several state and regional conferences on smart cities, data and demographics, and economic development's relationship to parks. He is also an Adjunct Instructor for the Northern Kentucky University Master of Public Administration program, where he teaches Community Development, Public Policy, and Budgeting. James earned a bachelor's degree in political science from Eastern Michigan University and a master's degree in public administration from Northern Kentucky University. Specialties •Organizational assessment •Strategic Planning Professional History •Raftelis: Senior Consultant (2021- present) •Northern Kentucky University: Adjunct Instructor (2017-2021) •Deerfield Township, Ohio: Economic Development Director/Public Information Officer (2018-2021) •City of Cincinnati: Development Officer /Interim Division Manager, Policy and Communication (2016- 2018) •Cushman and Wakefield: Vice President of Research and Marketing (2010-2016) Education •Master of Public Administration – Northern Kentucky University (2010) •Bachelor of Arts in Political Science – Eastern Michigan University (2006) Professional Memberships •Economic Development Finance Professional Certification (NDC) RAFTELIS 10 Myra Ray-Howett STAFF CONSULTANT Associate Consultant ROLE Myra will work at the direction of Jonathan in conducting research and analysis and assisting with deliverables in support of the project. PROFILE Myra holds public sector experience in best practice research, policy analysis, and grant management at both the state and local level. Prior to the start of her consulting career, Myra worked as a management analyst for the City of Cambridge, Maryland. In her role, Myra worked directly with the City Manager to provide the City Council with well-informed reports and policy recommendations on topics such as municipal marina and utility rate increases. She also managed the review and award process for the City’s American Rescue Plan Act (ARPA) non-profit grant program of approximately $870,000. Before her role with the City of Cambridge, Myra worked with the Anne Arundel County Partnership for Children, Youth and Families where she assisted in researching and writing the 2021 Community Health Needs Assessment, helped to facilitate community engagement meetings, and created a grant management and tracking system for the organization. In addition to her experience with city and county government, Myra has worked for the Delaware General Assembly as a legislative fellow by staffing the House Administration Committee and writing policy memorandums for lawmakers on issues such as voting rights, housing affordability, and education. Further, she spent a year and a half as a research fellow with the University of Delaware’s Institute for Public Administration, where she conducted over forty program evaluations for senior centers to help the Delaware General Assembly determine each center’s eligibility for Grant-In-Aid funding. Myra also has experience in communications and environmental policy. She previously interned with the Alliance for the Chesapeake Bay, spending months writing articles to inform the public on issues impacting the health of the Chesapeake Bay watershed, our nation’s largest estuary. She also conducted various case studies on funding sources for municipal green infrastructure projects. Myra earned a bachelor’s degree in anthropology from St. Mary’s College of Maryland and a master’s degree in public administration from the University of Delaware. She also served as co-president for the University of Delaware’s ICMA student chapter. Specialties •Best practice research •Grant management •Program evaluation Professional History •Raftelis: Consultant (2022-present) •City of Cambridge, Maryland: Management Analyst (2022) •Anne Arundel County Partnership for Children, Youth and Families: Executive Administrative Coordinator (2021-2022) •Delaware General Assembly: Legislative Fellow (2021) •Alliance for the Chesapeake Bay: Communications Intern (2020) •Biden Institute for Public Administration: Research Fellow (2019-2021) •Willow Construction: Contract Administrator (2017-2019) Education •Master of Public Administration - University of Delaware (2021) •Bachelor of Arts in Anthropology – St. Mary’s College of Maryland (2017) Professional Memberships •International City/County Management Association (ICMA) RAFTELIS 11 WORK EXAMPLES AND REFERENCES Work Examples and References RAFTELIS HAS ONE OF THE MOST EXPERIENCED LOCAL GOVERNMENT FINANCIAL AND MANAGEMENT CONSULTING PRACTICES IN THE NATION. Our staff has assisted more than 1,200 local government organizations across the U.S., including some of the largest and most complex agencies in the nation. In the past year alone, Raftelis worked on more than 1,200 strategic planning, financial, management, and/or technology consulting projects for over 600 public-sector agencies in 46 states, the District of Columbia, and Canada. Our team has extensive experience with strategic planning throughout the country. Our clients tell us we are more than just consultants—we are trusted advisors. We point to a strong repeat customer base as part of the evidence, as well as the many clients who have hired us numerous times to do vital work for their organizations. Other clients have told us that our contacts are “enthusiastic” when providing a reference to potential clients, and they point to actionable and practical solutions. City of Edina MINNESOTA Reference: Scott Neal, City Manager 4801 W. 50th Street, Edina, MN 55424 / P: 952.927.8861 / E: sneal@edinamn.gov Budget: $59,800 Completion Date: March 2017 Staff Involved: Michelle Ferguson (Project Director), Jonathan Ingram (Project Manager) The City of Edina (City) engaged TNCG, now part of Raftelis, to complete a comprehensive staffing and operational assessment of the Police and Fire Departments. Edina, which is a first-tier inner-ring suburb of the Twin Cities, was experiencing increases in demand for police and fire services, as well as changes in the type of service required in the community. Edina is similar to Hopkins as a suburb of Minneapolis projecting changing service needs for its fire operations. RAFTELIS HAS PROVIDED FINANCIAL/ ORGANIZATIONAL/TECHNOLOGY ASSISTANCE TO PUBLIC AGENCIES SERVING MORE THAN 25% OF THE U.S. POPULATION. RAFTELIS 12 We worked closely with Police and Fire Department personnel to develop a detailed understanding of the public safety service delivery context and priorities in the community. We then analyzed workload trends and patterns within the framework of those priorities and developed staffing and structure recommendations that better positioned the departments to meet their service level targets. Also, we identified several process and technology improvements that serve to increase the available capacity of existing personnel. The result is a clearly articulated staffing and deployment model that has positioned the City to elevate public safety service levels. City of Cedar Rapids IOWA Reference: Chief Greg Smith, Fire Department P: 319.431.3807 / E: g.smith@cedar-rapids.org Budget: $75,500 Completion Date: In process – not yet complete Staff Involved: Jonathan Ingram (Project Manager), Tom DeMint (Subject Matter Expert), James Flick (Staff Consultant) The firm was engaged this year by the City of Cedar Rapids (City) to conduct a deployment analysis and operational review of the Cedar Rapids Fire Department (Department). The goal of this engagement is to identify opportunities for improved efficiency and effectiveness of operations, staffing, structure, technology, processes, and policies, as well as a review of staffing and deployment models, including the physical location of the City’s fire stations. Work recently began on a scope that includes assessing current Department operations, visiting each of the City’s nine fire stations, interviewing staff in each, meeting with dispatch staff, and reviewing GIS mapping and response data. We will review the age, condition, and maintenance of all facilities and equipment. At conclusion, we will present a report including recommendations on staff deployment and recommendations for organizational and operational improvement. The scope of this work is very similarly to that in Hopkins. City of Bloomington INDIANA Reference: Caroline Shaw, Director of Human Resources 401 N. Morton Street, Bloomington, IN 47404 / P: 812.349.3404 / E: shawcaro@bloomington.in.gov Budget: $47,900 Completion Date: August 2020 Staff Involved: Michelle Ferguson (Project Director), Jonathan Ingram (Project Manager) The City of Bloomington (City) began a systematic process of assessing each City department, under the leadership with Mayor John Hamilton. The City engaged Raftelis to lead these efforts. To date, detailed assessments have been completed for the following departments: Finance/Controller; Public Works; Utilities; Transportation and Planning; Legal; Human Resources; Information Technology; and the Police and Fire Departments. Assessments were also completed for the Housing and Neighborhood Development Department; Economic and Sustainable Development Department; the Office of the Mayor; and the City’s various Boards and Commissions. In January 2020, Raftelis began an operational assessment of the City’s Fire Department. The purpose of this assessment was to evaluate the Department’s staffing, structure, and operations, and to identify opportunities to RAFTELIS 13 enhance efficiency and effectiveness. The firm conducted individual interviews and focus groups with Fire Department staff. Focus groups and interviews included Command Staff, Captains, Chauffeurs, and Firefighters from each shift, as well as Inspection Officers, Shift Training Officers, representatives from the Union Board, and Battalion Chiefs. In total, this engagement resulted in interactions with approximately 80 Department staff. In addition to interviewing staff, the firm toured each of the Department’s five fire stations, requested and reviewed call data and performance indicators provided by the Department, and analyzed the Department’s practices and operations. The information gathered during this process, along with relevant best practices provided by the National Fire Protection Association (NFPA), International Association of Fire Chiefs (IAFC), and International Association of Fire Fighters (IAFF), was used to inform and develop 19 recommendations. Bloomington is relevant to the Hopkins work in that it provides a sample of best practices for larger departments and one model for modern fire service in a Midwestern community. Clearcreek Township OHIO Reference: Jack Cameron, Former Township Administrator Current Township Administrator of Delhi Township, OH 943 Neeb Road, Cincinnati, OH 45233 / P: 513.922.3111 / E: jcameron@delhi.oh.us Budget: $45,000 Completion Date: July 2015 Staff Involved: Michelle Ferguson (Project Director), Jonathan Ingram (Project Manager) Clearcreek Township (Township) engaged the firm to conduct an operations and management assessment of its Fire Department (Department). The purpose of this study was to evaluate the structure and operations of the Clearcreek Fire Department, including staffing levels, command structure, administrative responsibilities, and space utilization in current facilities, and to identify operating and capital needs. The Township also requested that the firm review compensation practices for Department personnel. Recommendations were designed to improve the Department’s overall organization and service levels, assess resource constraints, and address concerns regarding space needs. As a smaller Department, the Clearcreek review is similar to Hopkins in its desire to review the model of service provision from a new perspective and to creatively use limited resources to best address local service needs. Beavercreek Township OHIO Reference: Alex Zaharieff, Township Administrator 851 N. Orchard Lane, Suite C, Beavercreek, OH 45434 P: 937.429.4472 / E: azaharieff@beavercreektownship.org Budget: $64,500 Completion Date: October 2014 Staff Involved: Michelle Ferguson (Project Director), Jonathan Ingram (Project Manager) The Beavercreek Township retained the firm to conduct an organizational analysis that included a complete review of Fire Department operations and a staffing analysis. Recommendations were made for mechanisms to improve communication, ensure FLSA work schedule compliance, and assess the use of part-time firefighters within the department. Like Hopkins, Beavercreek Township was evaluating its service provision model using part-time firefighters. RAFTELIS 14 RAFTELIS 15 RAFTELIS 16 RAFTELIS 17 RAFTELIS 18 RAFTELIS 19 RAFTELIS 20 APPROACH TO THE SCOPE OF SERVICE Approach to the Scope of Service The City of Hopkins is seeking a professional consultant to prepare a comprehensive staffing study for the Fire Department. The goal of this engagement is to evaluate current staffing and its ability to meet future projected service demands, to review various alternative service delivery models such as a full-time department, fire district, or outsourcing, and to recommend an optimal model and identify associated financial impacts. Our team has extensive experience working with local government clients, including in Minnesota and surrounding states. Our focus is on providing solutions that work within the available resources and culture of the organizations we assist. The most innovative solutions in the world are valueless if they cannot be implemented or will not be accepted by the community. We pride ourselves on our ability to listen, analyze, and work with our clients to find not just a random selection of best practices taken from a manual, but real solutions that can be implemented effectively. We are pleased that our prior engagements have resulted in corresponding actions by our clients to implement the recommendations that we have jointly developed. One of our strengths is the ability to build on existing capabilities and resources and to help organizations see things from a different perspective. We do this by listening to our clients and really understanding what they have to say. We do not operate with a pre-packaged set of recommendations, and we diligently work to avoid trying to fit our clients into a standard mold. We recognize that there will always be competing interests between the levels of service and their costs. Defining “good enough” is a significant challenge that is aided by knowing that the work is both necessary and delivered as efficiently as possible. As resources diminish, we often find that organizations become increasingly reactive at a significant cost both to current and future operations. Maintaining planned, proactive approaches consistently generates a better, more cost-effective result, particularly when evaluated over time. Every organization develops traditions, practices, and routines. To a certain extent, these provide stability and consistency. It is essential that these are subject to regular review and analysis to ensure that they continue to represent best practices that meet the needs of the community. Our staff has substantial experience in developing performance measurement systems so that communities and departments can track progress over time. We have helped our clients create benchmarks that establish a baseline for performance and objectives for the future. We are excited about the opportunity to assist the City proactively plan and prepare for the future. We understand the importance of respecting the staff who are in place to serve the public. We assume good intent and will work RAFTELIS 21 with the City to collaboratively develop recommendations for improvement. Without this, implementation of recommendations and lasting improvements are not typically successful. We believe this intentional approach, coupled with our extensive expertise in all facets of public operations, makes us uniquely qualified to assist the City on this project within the timeframe requested. To complete this work, our team will apply a project approach, focusing on these specific objectives using our “Six R” approach. This involves soliciting and collecting information on City Responsibilities, Resources, Requirements, and Results in order to identify possible organizational and operational Revisions with an associated Roadmap to implement positive change. This approach is depicted in the following graphic. Responsibilities – What drives the need for your services? It might be the organization’s vision or mission, Federal, State, or local ordinance, or community service standards or expectations. We review these drivers to better understand service level constraints and opportunities for change. Resources – What assets are available to achieve your responsibilities? These may include time, human resources, staffing, management capacity, financial position, contractual services, technology, and equipment and facilities. We assess the adequacy of these resources based on the service level expectations. Requirements – What direction is provided to staff? The method by which staff approach service delivery is often guided by laws, codes, policies and procedures, or informal mechanisms like past practices or on-the-job training. These sources provided staff with direction on how they approach tasks and complete their work. We review these business processes to determine opportunities for improvement. Results – What are the outcomes of your services? Our approach connects your responsibilities, resources, and requirements with the outcomes expected of your services. We assess measures of efficiency and effectiveness to assist in data-driven decision-making. Recommendations – Are there opportunities for improvement? Based on our qualitative and quantitative analysis of your programs and services, we develop recommendations for improving organizational performance. These RAFTELIS 22 changes can range from high-level considerations (i.e., should we be in this business) to strategic issues (i.e., should we consider alternative service sources) to tactical issues (i.e., how can we improve the productivity, efficiency, and effectiveness of the activity or service). Roadmap – How do we get there? We develop a plan that will guide the organization through the implementation of the recommendations for improvement. The Roadmap offers the recommended priority order of implementation, suggestions for phasing, and key milestones for success. The Roadmap also serves as a valuable tool for the organization as well as the community to promote accountability and communicate progress toward implementation. THE FOLLOWING DETAILS THE PROPOSED WORK PLAN FOR THE CITY. Activity 1: Begin and Manage Engagement We will begin this engagement by conducting a project kick-off meeting with the City Manager and Fire Chief to review the details and expectations of this effort, and to finalize the project schedule. We will discuss the City’s interest in this study, the perceived strengths and weaknesses of current City Fire Department operations, processes, and structure, as well as other issues that may be relevant to our work. We will also meet with the Fire Department command staff as a group to review the project approach and schedule, hear their perspectives, and to begin to engage them in this process. We will request and review all relevant and available background information including Department organization charts, budgets, annual reports, workplans, CAD dataset, emergency response data by work unit, GIS, any documentation on facilities and assets, and more. We will provide a secure online drive onto which Fire Department staff can easily upload documents electronically. Throughout the project, we will provide the City with regular project status reports designed to maintain planned project progress and budget, identify and resolve project issues, and review project work products. In addition to formal status reporting, we anticipate numerous informal opportunities for the City to discuss various project and operating issues with our project manager and team leaders. We welcome the opportunity to have this informal dialogue since we believe it will contribute to a more successful project. DELIVERABLES: • Kick-off meeting agenda • Document/data request • Draft and final project schedules Activity 2: Understand Community Expectations Raftelis will individually interview members of the City Council. During these interviews, we will discuss the Six R components of responsibilities, resources, requirements, and results as noted earlier. More specifically, we will discuss organizational structure, staffing levels, management systems, workload and workload drivers, known future initiatives or changes, policy and labor agreement impacts on operations, processes, auto/mutual aid agreements, inter-relationships with other departments and the community, use of technology, and more. Working with the City’s project team, Raftelis will plan and facilitate a series of four community summits to gather input from residents and stakeholders on Fire Department services, service levels, and expectations. We will hold RAFTELIS 23 two summits in-person and two remotely (virtual). We have found that a combination of in-person and remote options improves access to a broader audience, reducing potential barriers to participation such as transportation or childcare. Raftelis has developed numerous tools to ensure engagement even with remote participants. We will document all input received and summarize everything learned. Activity 3: Document Existing Conditions In order to ensure a thorough operational analysis for optimal staffing and operations, the Raftelis team will employ our Six R approach, as introduced previously. The approach guides our efforts through data development, issue identification, operational analysis, and creation of recommendations tailored to improve Fire Department deployment for the City. Our team will submit a request for any additional supplemental data not already provided in Activity 1 above. Our team will interview all full-time Fire Department staff to gain their perspectives on Department strengths, weaknesses, opportunities, and challenges. We will ask about planned future initiatives and anticipated workload or service changes in the future. Raftelis will also conduct a series of focus groups with paid on-call Fire Department staff to gain their perspectives on similar topics. Our team will assess operational policies and procedures, including relevant personnel rules and provisions that impact the efficient operations of the organization and delivery of program services. We will review workers compensation and overtime rates, the use of mutual aid, and the number of false or other alarms. We will identify best practices and determine where gaps may exist in the City’s current delivery of services. We will develop recommendations for closing those gaps and improving efficiency, based on available resources. Additionally, recommendations for streamlining processes, reallocating personnel, and other appropriate recommendations will be prepared and reviewed with the City. As part of our onsite work, the project team will visit the fire station and facility to review apparatus and facility age, condition, and maintenance data. We will review what technology is in existing facilities and assess what is required for current and future operational needs. We will specifically assess current fire, medical, and technical rescue training areas, current needs, and future plans. Our team will document baseline services provided by the Department in a matrix table that outlines services provided, workload and volume, budgeted staffing, and more. We will analyze call data and response times, and we will conduct a gap analysis to assess where current levels of service do not meet or exceed community expectations. We will summarize everything learned and review with the City’s project team. RAFTELIS 24 Activity 4: Analyze Staffing and Structure Our team will evaluate the organization and structure of the Fire Department in order to assess its impacts on program operations now and in the future. This includes operations, inspections, investigations, public education, technical services, administration, and support. We will conduct the assessment from the following aspects of organizational design: • The number of organizational levels and reporting procedures • Alignment of leadership, management, and supervision • Relative importance of specific operations in regard to organizational placement • Adequacy of communication and coordination between and among operating units • Spans of control and management supervision • Overlapping or duplicated functions • Clear lines of authority and responsibility • Sufficiency of supervisory ratios • Distinct work units to carry out important functions Raftelis will analyze various staffing models for the Department, including standing up a full-time Department, creating a Fire Services District, outsourcing fire protection, and continuing with the current model. For each option, we will identify and quantify related costs and optimum staffing levels and organization. Our team will review this analysis and the various options with the City’s project team. Based upon feedback provided, we will perform necessary follow-up and finalize our recommendations. DELIVERABLES: • Preliminary and final staffing and structure observations and recommendations Activity 5: Analyze Operations In this phase of work, we will analyze Fire Department operations to ensure optimization to meet future service delivery needs. As part of our analysis, we evaluate the structure and operations of the Department as it compares to industry standards of performance. We have developed industry best management practices (BMPs) in many areas of local government service, including the fire service. This information was developed from our previous work with professional associations and industry groups, as well as other sources. We will compare and contrast management practices, structures, staffing, and services in the City’s Fire Departm ent with the best practices of other successful organizations. In particular, we will review inspections, fire marshal services, and other key services provided by the Fire Department. We will analyze and map calls for service data to assist in evaluating and analyzing response times which, in turn, will impact staffing model recommendations. Our team will identify best practices and determine where gaps may exist in the City’s current delivery of services. We will develop recommendations for closing those gaps and improving efficiency, based on available resources. Additionally, recommendations for streamlining processes, reallocating personnel, and other appropriate recommendations will be prepared and reviewed with the City. Based upon the outcomes of our analysis, Raftelis will develop preliminary recommendations for review with the City’s project team. Based upon feedback provided, we will perform necessary follow-up and finalize our operational recommendations. RAFTELIS 25 DELIVERABLES: • Preliminary and final operational observations and recommendations Activity 6: Prepare and Present Project Deliverables Once all recommendations are finalized, our team will prepare a comprehensive draft report. The report will include an executive summary, our methodology and approach, a description of current operations and areas of strength, and a thorough description of all recommendations for improvement, including classification and organizational design recommendations. The draft report will be provided to the City for review and discussion. The final report will include the Roadmap, introduced previously, to provide additional detail on recommendations and to support implementation efforts by the City. The Roadmap includes a plan for implementation of each recommendation, including timeline, person accountable, resources required, and steps. Based upon feedback received, we will finalize and present the project report as requested by the City. The final report will be presented in both printed and electronic form. DELIVERABLES: • Draft and final report • Implementation Roadmap RAFTELIS 26 PROJECT TIMELINE Project Timeline A proposed project schedule is included. We expect to refine this with the City during Activity 1. Activity 1 - Begin and Manage Engagement Activity 2 - Understand Community Expectations Activity 3 - Document Existing Conditions Activity 4 - Analyze Staffing and Structure Activity 5 - Analyze Operations Activity 6 - Prepare and Present Project Deliverables JAN FEB MAR APR MAY RAFTELIS 27 COST PROPOSAL AND APPROACH TO BUDGET Cost Proposal and Approach to Budget The total fixed fee to complete the scope of work outlined in this proposal is $98,500, which includes all professional fees and expenses. This includes $84,925 for consultant labor costs and $13,575 for expenses including travel, lodging, and office supplies. Activity Description Cost 1 Begin and Manage Engagement $11,775 2 Understand Community Expectations $10,750 3 Document Existing Conditions $21,225 4 Analyze Staffing and Structure $14,650 5 Analyze Operations $12,525 6 Prepare and Present Project Deliverables $27,575 TOTAL $98,500 It is our practice to invoice clients monthly based on work completed. Hourly rates for each member of our team are provided below by job classification. Classification Estimated Project Hours Hourly Rate Vice President 8 $350 Senior Manager 82 $285 Principal / SME 82 $275 Senior Consultant 50 $225 Associate Consultant 100 $165 Throughout the project, Raftelis will conduct ongoing project management and administration. The Project Director and Project Manager will plan, coordinate, monitor, and control all project tasks in concert with all other appropriate project team members. By keeping all activities coordinated, the team can adhere to the agreed upon project schedule. Raftelis includes regular and consistent project team and communications with our clients consisting of a combination of email and phone correspondence as well as virtual meetings. The most important aspect of communications is the approvals process and having a clear understanding of the client’s approval protocols. This ensures the client is involved with the project progress needs and prevents surprises in deliverables and invoicing. RAFTELIS 28 Raftelis has internal safeguards to track and project forward all personnel hours and expenses incurred on each task. For this project, the Project Director and Project Manager will track such expenditures. Analyzing weekly costs helps prevent cost overruns and provides the client with the option to shift allocated funding from one task to another if the need should arise. Raftelis believes that the client should be made aware of any “assignment creep” where approved tasks are expanded beyond what was initially contracted. In our monthly invoicing of services to the client, we typically indicate the dollar value of project work completed so our clients can see where the work stands in any given month. As necessary, the regular reporting will provide an indication of how the project schedule is proceeding and whether there are issues that need to be addressed relative to analysis, approach, assumptions, schedule, and/or administration. Raftelis is proud of its history of bringing projects in on time and on budget. We encourage the City to contact any of our current or past clients to learn more about our commitment to quality and timeliness.