HomeMy WebLinkAboutFitch & Associates PSA for Risk Assessment & EMS Deployment AssessmentPersonal Services Agreement – Fitch & Associates
Standards of Cover Assessment & EMS Study Page 2 of 9
issued. Payment shall occur within thirty (30) days of receipt and approval of an
invoice.
3.4 The City shall pay the Consultant for all work performed and expenses incurred
under this Agreement, as follows.
Fixed Sum: A total of $59,842
4. Reports and Inspections.
4.1 The Consultant at such times and in such forms as the City may require, shall
furnish to the City such statements, records, studies, surveys, reports, data, and
information as the City may request pertaining to matters covered by this
Agreement.
4.2 The Consultant shall, at any time during normal business hours and as often as the
City or the Washington State Auditor may reasonably deem necessary, make
available for examination all of its records and data with respect to all matters
covered, directly or indirectly, by this Agreement and shall permit the City, or its
designated authorized representative to audit and inspect other data relating to all
matters covered by this Agreement. The City shall receive a copy of all audit
reports made by the agency or firm as to the Consultant’s activities. The City may,
at its discretion, conduct an audit at its expense, using its own or outside auditors,
of the Consultant’s activities which relate, directly or indirectly, to this Agreement.
Consultant shall be provided a copy of such reports.
4.3 The Consultant, during the term of this Agreement, shall obtain all permits and
registration documents necessary for the performance of its work and for the
execution of services at its own expense, and shall maintain its validity. Upon
request, the Consultant shall deliver to the City copies of these licenses, registration
documents, and permits or proof of their issuance or renewal.
4.4 Consultant shall maintain books, records and documents, which sufficiently and
properly reflect all direct and indirect costs related to the performance of this
Agreement, and shall maintain such accounting procedures and practices as may be
necessary to assure proper accounting of all funds paid pursuant to this Agreement.
These records shall be subject, at all reasonable times, to inspection, review, or
audit as provided above.
4.5 The Consultant shall retain all books, records, documents or other material relevant
to this Agreement for three (3) years after its expiration. Consultant agrees that the
City, or its designee, shall have full access and right to examine any of said
materials at all reasonable times during this period.
Personal Services Agreement – Fitch & Associates
Standards of Cover Assessment & EMS Study Page 3 of 9
5. Ownership and Use of Documents.
5.1 All research, tests, surveys, preliminary data, information, drawings and documents
made, collected, or prepared by the Consultant for performing the services subject
to this Agreement, as well as any final product, collectively referred to as “work
product,” shall be deemed as the exclusive property of the City, including copyright
as secured thereon. Consultant may not use them except in connection with the
performance of the services under this Agreement or with the prior written consent
of the City. Any prior copyrighted materials owned by the Consultant and utilized
in the performance of the services under this Agreement, or embedded in with the
materials, products and services provided thereunder, shall remain the property of
the Consultant subject to a license granted to the City for their continued use of the
products and services provided under this Agreement. Any work product used by
the Consultant in the performance of these services which it deems as
confidential,” “proprietary,” or a “trade secret” shall be conspicuously designated
as such.
5.2 In the event of Consultant’s default, or if this Agreement is terminated prior to its
completion, the work product of the Consultant, along with a summary of the
services performed to date of default or termination, shall become the property of
the City, and tender of the work product and summary shall be a prerequisite to
final payment under this Agreement. The summary of services provided shall be
prepared at no additional cost, if the Agreement is terminated through default by
the Consultant. If the Agreement is terminated through convenience by the City,
the City agrees to pay Consultant for the preparation of the summary of services
provided.
6. Public Records.
6.1 Consultant acknowledges that the City is an agency subject to Chapter 42.56 RCW
Public Records Act.” All preliminary drafts or notes prepared or gathered by the
Consultant, and recommendations of the Consultant are exempt prior to the
acceptance by the City or public citation by the City in connection with City action.
6.2 If the Consultant becomes a custodian of public records of the City and request for
such records is received by the City, the Consultant shall respond to the request by
the City for such records within five (5) business days by either providing the
records, or by identifying in writing the additional time necessary to provide the
records with a description of the reasons why additional time is needed. Such
additional time shall not exceed twenty (20) business days unless extraordinary
good cause is shown.
6.3 In the event the City receives a public records request for protected work product
of the Consultant within its possession, the City shall, prior to the release of any
protected work product or as a result of a public records request or subpoena,
provide Consultant at least ten (10) business days prior written notice of the pending
Personal Services Agreement – Fitch & Associates
Standards of Cover Assessment & EMS Study Page 4 of 9
release and to reasonably cooperate with any legal action which may be initiated
by the Consultant to enjoin or otherwise prevent such release.
7. Independent Contractor Relationship.
7.1 The parties intend that an independent contractor relationship is created by this
Agreement. The City is interested primarily in the results to be achieved; subject
to the scope of services and the specific requirements of this Agreement, the
implementation of services will lie solely with the discretion of the Consultant. No
agent, employee, officer or representative of the Consultant shall be deemed to be
an employee, agent, officer, or representative of the City for any purpose, and the
employees of the Consultant are not entitled to any of the benefits or privileges the
City provides for its employees. The Consultant will be solely and entirely
responsible for its acts and for the acts of its agents, employees, officers,
subcontractors or representatives during the performance of this Agreement.
7.2 In the performance of the services provided in this Agreement, Consultant is an
independent contractor with full authority to control and direct the performance of
the details of the work, however, the results of the work contemplated herein must
meet the approval of the City and shall be subject to the City’s general rights of
inspection and review to secure the satisfactory completion thereof.
7.3 The Consultant shall comply with all State and Federal laws including, but not
limited to:
7.3.1 The definition requirements of RCW 50.04.140 (Employment Security).
7.3.2 RCW 51.08.195 (Industrial Insurance).
7.3.3 Obtain a City of Pasco business license.
7.4 The City may, at its sole discretion, require the Consultant to remove any employee,
agent or servant from employment on this Project who, in the City’s sole discretion,
may be detrimental to the City’s interest.
7.5 Consultant as an independent contractor and not an employee shall not be entitled
to any employee benefits including but not limited to vacation time, sick leave, paid
time off, or paid holidays.
8. Indemnification.
8.1 The Consultant shall defend, indemnify, and hold harmless the City, its officers,
officials, employees, and volunteers harmless from any and all claims, injuries,
damages, losses or suits including attorney fees, arising out of or resulting from the
acts, errors or omissions of the Consultant in performance of this Agreement,
except for injuries and damages caused by the sole negligence of the City.
Personal Services Agreement – Fitch & Associates
Standards of Cover Assessment & EMS Study Page 5 of 9
8.2 However, should a court of competent jurisdiction determine that this Agreement
is subject to RCW 4.24.115, then, in the event of liability for damages arising out
of bodily injury to persons or damages to property caused by or resulting from the
concurrent negligence of the Consultant, and the City, its officers, officials,
employees, and volunteers, the Consultant’s liability, including the duty and cost
to defend, hereunder shall be only to the extent of the Consultant’s negligence. It is
further specifically and expressly understood that the indemnification provided
herein constitutes the Consultant’s waiver of immunity under Industrial Insurance,
Title 51 RCW, solely for purposes of this indemnification. This waiver has been
mutually negotiated by the parties. The provisions of this section shall survive the
expiration or termination of this Agreement.
8.3 No liability shall attach to the City by reason of entering into this Agreement except
as expressly provided herein.
8.4 This indemnification shall include damages, penalties and attorney fees caused by
Consultant’s delayed or failed performance of Section 6 above.
9. Insurance. The Consultant shall procure and maintain for the duration of the Agreement,
insurance against claims for injuries to persons or damage to property which may arise
from or in connection with the performance of the work hereunder by the Consultant, its
agents, representatives, employees, or subcontractors. The Consultant’s maintenance of
insurance as required by the Agreement shall not be construed to limit the liability of the
Consultant to the coverage provided by such insurance, or otherwise limit the City’s
recourse to any remedy available at law or in equity.
9.1 Minimum Scope of Insurance. Consultant shall obtain insurance of the types and
coverage described below:
9.1.1 Automobile Liability insurance covering all owned, non-owned, hired and
leased vehicles. Coverage shall be at least as broad as Insurance Services
Office (ISO) form CA 00 01.
9.1.2 Commercial General Liability insurance shall be at least as broad as ISO
occurrence form CG 00 01 and shall cover liability arising from premises,
operations, stop-gap independent contractors and personal injury and
advertising injury. The City shall be named as an additional insured under
the Consultant’s Commercial General Liability insurance policy with
respect to the work performed for the City using an additional insured
endorsement at least as broad as ISO endorsement form CG 20 26.
9.1.3 Workers’ Compensation coverage as required by the Industrial Insurance
laws of the State of Washington.
9.1.4 Professional Liability insurance appropriate to the Consultant’s profession.
Personal Services Agreement – Fitch & Associates
Standards of Cover Assessment & EMS Study Page 6 of 9
9.2 Minimum Amounts of Insurance. Consultant shall maintain the following
insurance limits:
9.2.1 Automobile Liability insurance with a minimum combined single limit for
bodily injury and property damage of $1,000,000 per accident.
9.2.2 Commercial General Liability insurance shall be written with limits no less
than:
2,000,000 each occurrence; and
2,000,000 general aggregate;
9.2.3 Professional Liability insurance shall be written with limits no less than:
2,000,000 per claim; and
2,000,000 policy aggregate limit;
9.3 Other Insurance Provision. The Consultant’s Automobile Liability and
Commercial General Liability insurance policies are to contain, or be endorsed to
contain that they shall be primary insurance as respect the City. Any insurance, self-
insurance, or self-insured pool coverage maintained by the City shall be excess of
the Consultant’s insurance and shall not contribute with it.
9.3.1 The Consultant’s insurance shall be endorsed to state that coverage shall not
be cancelled by either party, except after thirty (30) days prior written notice
by certified mail, return receipt requested, has been given to the City.
9.4 Acceptability of Insurers. Insurance is to be placed with insurers with a current
A.M. Best rating of not less than A: VII.
9.5 Verification of Coverage. Consultant shall furnish the City with original
certificates and a copy of the amendatory endorsements, including, but not
necessarily limited to, the additional insured endorsement, evidencing the insurance
requirements of the Agreement before commencement of the work.
9.6 Notice of Cancellation. The Consultant shall provide the City with written notice
of any policy cancellation within two (2) business days of their receipt of such
notice.
9.7 City Full Availability of Consultant Limits. If the Consultant maintains higher
insurance limits than the minimums shown above, the City shall be insured for the
full available limits of Commercial General and Excess or Umbrella liability
maintained by the Consultant, irrespective of whether such limits maintained by the
Consultant are greater than those required by this Agreement or whether any
certificate of insurance furnished to the City evidences limits of liability lower than
those maintained by the Consultant.
Personal Services Agreement – Fitch & Associates
Standards of Cover Assessment & EMS Study Page 7 of 9
9.8 Failure to Maintain Insurance. Failure on the part of the Consultant to maintain the
insurance as required shall constitute a material breach of contract, upon which the
City may, after giving five (5) business days notice to the Consultant to correct the
breach, immediately terminate the Agreement or, at its discretion, procure or renew
such insurance and pay any and all premiums in connection therewith, with any
sums so expended to be repaid to the City on demand, or at the sole discretion of
the City, offset against funds due the Consultant from the City.
10. Nondiscrimination. In the performance of this Agreement, the Consultant will not
discriminate against any employee or applicant for employment on the grounds of race,
creed, color, national origin, sex, marital status, age or the presence of any sensory, mental
or physical handicap; provided that the prohibition against discrimination in employment
because of handicap shall not apply if the particular disability prevents the proper
performance of the particular worker involved. The Consultant shall ensure that applicants
are employed, and that employees are treated during employment in the performance of
this Agreement without discrimination because of their race, creed, color, national origin,
sex, marital status, age or the presence of any sensory, mental or physical handicap.
Consultant shall take such action with respect to this Agreement as may be required to
ensure full compliance with local, State and Federal laws prohibiting discrimination in
employment.
11. Covenant Against Contingent Fees. The Consultant warrants that it has not employed
nor retained any company, firm, or person, other than a bona fide employee working
exclusively for the Consultant, to solicit or secure this Agreement; and that it has not paid
or agreed to pay any company, person or firm, other than a bona fide employee working
exclusively for the Consultant, any fee, commission, percentage, brokerage fee, gift, or
other consideration contingent upon or resulting from the award or making of this
Agreement. For breach or violation of this warranty, the City shall have the right to
terminate this Agreement.
12. Assignment and Subcontracting.
12.1 The City has awarded this Agreement to the Consultant due to its unique
qualifications to perform these services. The Consultant shall not assign (or
subcontract other than as specifically identified in Exhibit A) its performance under
this Agreement or any portions of this Agreement without the prior written consent
of the City, which consent must be sought at least thirty (30) days prior to the date
of any proposed assignment.
12.2 Any work or services assigned or subcontracted hereunder shall be subject to each
provision of this Agreement including Section 6, Public Records; Section 10,
Nondiscrimination; proper bidding procedures where applicable; and all local, State
and Federal statutes, ordinances, and guidelines.
Personal Services Agreement – Fitch & Associates
Standards of Cover Assessment & EMS Study Page 8 of 9
12.3 Any technical or professional service subcontract not listed in this Agreement, must
have prior written approval by the City.
13. Termination.
13.1 Termination for Convenience. Either party may terminate this Agreement for any
reason upon giving the other party no less than ten (10) business days written notice
in advance of the effective date of such termination.
13.2 Termination for Cause. If the Consultant fails to perform in the manner called for
in this Agreement, or if the Consultant fails to comply with any other provisions of
this Agreement and fails to correct such noncompliance within five (5) business
days of written notice thereof, the City may terminate this Agreement for cause.
Termination shall be affected by serving a notice of termination on the Consultant
setting forth the manner in which the Consultant is in default. The Consultant will
only be paid for services and expenses complying with the terms of this Agreement,
incurred prior to termination.
14. General Provisions.
14.1 For the purpose of this Agreement, time is of the essence.
14.2 Notice. Notice provided for in this Agreement shall be sent by:
14.2.1 Personal service upon the Project Administrators; or
14.2.2 Certified mail to the physical address of the parties, or by electronic
transmission to the e-mail addresses designated for the parties below.
14.3 The Project Administrator for the purpose of this Agreement shall be:
14.3.1 For the City: Ed Dunbar, or his/her designee
Deputy Fire Chief
4820 W Court St
Pasco, WA 99301
dunbare@pasco-wa.gov
14.3.2 For the Consultant: Steven Knight, PhD, or his/her designee
Partner
2901 Williamsburg Terrace, Suite G
Platte City, Missouri 64079
sknight@fitchassoc.com
15. Dispute Resolution.
15.1 This Agreement has been and shall be construed as having been made and entered
into and delivered within the State of Washington and it is agreed by each party
Contract No. 23-016
Page 10 of 16
EXHIBIT A: DETAILED SCOPE OF WORK
The primary deliverable for the Standards of Cover Assessment scope of work is a
report with recommendations based upon positive incident outcomes, rather than
traditional National Fire Protection Association (NFPA) guidelines (e.g., NFPA 1710)
that are nearly impossible to consistently achieve. Ideally, the final product should
have a look and feel that resembles the 2022 Standards of Cover for Tualatin Valley
Fire & Rescue available on the following website: https://www.tvfr.com/350/Standards-
of-Cover.
Due to the unique and extensive interlocal agreements in place throughout the Tri-
Cities, all components below should be structured to provide an assessment and
guidance for the Tri-Cities area as a whole, considering opportunities for maximizing
cooperative opportunities, including automatic and mutual aid within our area.
Additionally, individualized evaluations and recommendations for each of the three
cities are required and should be tailored to the distinct needs of each city's
jurisdiction.
The evaluation and analysis of data shall be based on nationally recognized
guidelines and benchmarks, modern fire and EMS best practices, Washington Survey
and Ratings Bureau (WSRB) criteria, federal and state mandates relative to fire and
emergency services and generally accepted practices within the industry. The
Standards of Cover Assessment should include but is not limited to the components
listed below.
1) COMMUNITY OVERVIEW:
Provide a general summary for both the Tri-Cities, as a whole, and each of the
communities served by the fire departments in the cities of Kennewick, Pasco and
Richland. Summary information should include, but is not limited to:
o General population and demographics (e.g., age, race, language(s) spoken,
education level, median household income, home ownership vs. rental, etc.)
o Economy
o Climate
o Geography
o Transportation networks (e.g., rail, air, water, road, etc.)
o Land use
o General area history; formation, history and general description of each fire
department
o Operating budgets, funding, fees, taxes, and financial resources
o Governance and lines of authority for fire departments
o Organizational setup/design of each department
o Fire station locations (current and planned)
o Current emergency response zones
Contract No. 23-016
Page 11 of 16
2) TERMINOLOGY:
Provide a framework for understanding by defining fire/EMS-specific terminology, time
designations, acronyms, etc.
o Advanced Life Support (ALS)
o Alarm answering time
o Alarm handling time
o Alarm processing time
o Alarm transfer time
o Arrival of first unit
o Arrival of full first alarm assignment
o Basic Life Support (BLS)
o Cascade of events
o Current response modes
o Discovery of event
o Event initiation
o Fractal
o Incident call types used by dispatch
o Initial full alarm assignment
o NFIRS incident types
o Occupancy type
o Response time
o Response zone
o Revised Code of Washington (RCW) 35.103
o Southeast Communication Center (SECOMM)
o The National Fire Incident Reporting System (NFIRS)
o Total response time
o Travel time
o Turnout time
o Effective response force
o Risk Assessment
o Unit Hour Utilization
o Any other key definitions
3) SERVICES AND DEPLOYMENT
Describe the current services provided, resource and staffing makeup, and apparatus
deployment details for each of the three city’s fire departments.
o General services (emergency and non-emergency) delivered
o Resources and staffing
o Apparatus and deployment locations
Contract No. 23-016
Page 12 of 16
4) ANALYSIS OF RESOURCES AND SERVICE DEMAND
Review, analyze and provide an assessment of available resources and service
demand for each of the three cities. Evaluation should include, but is not limited to:
o Calls for service demographics from an historical and live traffic perspective.
o Operational staffing levels and distribution of resources.
o Administration and support staffing.
o Increased demand for emergency services since 2015 compared to staffing levels
over the same time period.
5) UNIT HOUR UTILIZATION:
Provide a unit hour utilization analysis for all crews using the “time on task”
measurement.
6) EFFECTIVE RESPONSE FORCE:
Examine and evaluate the current effective response force (ERF) deployed to each of
the primary incident types.
o Describe the current ERF for all incident types
o Determine whether the ERF presently deployed for all incident types should be
modified (increased or decreased) or established; include associated outcomes,
concerns and/or efficiencies.
o Provide recommendations for achieving potential deployment modifications,
including suggestions for efficiently deploying an ERF for all primary incident
types, as well as utilizing different apparatus deployment models (e.g., cross
staffing vs. a two and two model).
7) COMMUNITY RISK ANALYSIS/ASSESSMENT:
A. Conduct an analysis of the community fire protection risks including:
o Population growth projections.
o Land use impacts on demand for emergency services.
o Fire flow considerations, particularly involving high-risk hazards.
o Classification of community fire protection risk by geography and type.
B. Use local planning/zoning data in conjunction with available GIS data to evaluate
the physical risks of the community including, but not limited to:
o Current and planned zoning.
o Overall geospatial characteristics, such as political and growth boundaries,
construction and infrastructure limitations, etc.
o Area geography (e.g., response barriers, elevation extremes, open
space/interface, etc.).
o Transportation network; namely roads, rail lines, airports, and waterways.
o Evaluation of protected physical assets.
o Target hazards within each of the three cities.
C. Review and analyze the following special risk categories:
o Hazardous materials
o Technical rescue.
o Water rescue.
Contract No. 23-016
Page 13 of 16
o Other special operations areas of concern.
D. Provide an interpretation of available census and community development data
comprising:
o Population history.
o Census based population and demographic information.
o Community planning based population information.
o Transient population and demographic information.
o Population density.
o Community land use regulations.
o Occupancy types by land use designation.
o Hazardous substances and processes.
o Non structural risk categorization (e.g., wildland).
E. Prepare a demand study with geographical displays analyzing current service
demands by incident type.
F. Provide a matrix analysis showing common and predictable risk types throughout
each city.
G. Provide a matrix analysis identifying potential staffing and resource needs.
Particular attention should be given to the following:
o Risk specific staffing levels necessary to meet the critical tasking thresholds for
the identified risks.
o Apparatus assignments required to accomplish the critical functions of identified
risks, such as anticipated fire flows.
H. Evaluate and identify realistic time standards that will provide for effective
initiation of critical tasks and functions.
8) HISTORICAL REVIEW OF EMERGENCY SERVICE DELIVERY
PERFORMANCE:
Evaluate and assess all areas related to, or affecting, service delivery and/or
performance. Areas to be examined include, but are not limited to:
Distribution of resources.
Analysis of current facility and apparatus deployment strategy (using GIS),
including identification of service gaps and redundancies in initial unit arrival.
Analysis of incident concentration.
Analysis of current response time capability to achieve full ERF.
Analysis of company and staff distribution relative to ERF assembly.
Station reliability.
Analysis of current workload, including unit hour utilization of individual
companies.
Review of actual and/or estimated failure rates of individual companies.
Analysis of call concurrency and impact on ERF assembly (e.g., resource
drawdown).
Contract No. 23-016
Page 14 of 16
Analysis of dispatch times including:
o Event initiation
o Alarm answering time
o Alarm transfer time
o Alarm processing time
o Alarm handling time
Analysis of current performance including:
o Turnout time
o 1st arriving unit response times
o ERF times
9) PERFORMANCE OBJECTIVES AND MEASURES:
Recommend an appropriate set of goals and objectives specific to the nature and type
of risks identified above, per the measurement requirements set forth in the Revised
Code of Washington (RCW), Title 35, Chapter 35.103. (Washington State Legislature
website: https://app.leg.wa.gov/rcw/default.aspx?cite=35.103).
10) COMPLIANCE METHODOLOGY:
Working in partnership with the management of all three agency fire departments,
develop a methodology for continual performance measurement that is both compliant
with state and local reporting requirements and consistent across all three agencies.
This methodology shall include:
o Turnout time
o Response time of first arriving unit (for incident types specified in RCW 35.103)
o Response time for ERF (for incident types specified in RCW 35.103)
o Unit hour utilization of resources
o Other recommended critical performance measurements
11) EVALUATION, CONCLUSIONS AND RECOMMENDATIONS:
A. Develop and analyze various operational models for providing emergency services
with the specific intent of identifying options that can deliver optimum levels of
service, as identified in the previous components, for the most efficient cost.
B. Provide recommendations identifying the best long-range strategies for service
delivery and the impacts associated with initiating them and maintaining them.
C. Identify trigger-points signaling the need for enhancements in emergency service
delivery and administration, in addition to long-range options for resource
deployment that will improve each department's level of service for identified
performance objectives and targets. Specific recommendations should include, but
are not limited to:
o Deployment benchmarks for high and low acuity calls.
o Specific trigger-points (e.g., unit hour utilization and workload) signaling
operational deployment and/or administrative enhancements may be needed.
o Outcomes to be achieved from operational and administrative enhancements (e.g.,
improved response times for time/life critical calls).
o Potential challenges of enhancements (e.g., cost).
Contract No. 23-016
Page 15 of 16
D. Evaluate and assess the management/administrative staffing, resources and
capabilities within each of the three agency fire departments. The
management/administrative assessment should include, but is not limited to, a focus on
the staffing, capabilities and workflows of the following areas:
o Fire Department Administration
o Fire Prevention Division (Community Risk Reduction)
o Training Division
o Emergency Medical Services Division
12) WRITTEN DRAFT REPORT:
Develop and produce a written Draft report document for review and comment. The
Draft report should include:
o An executive summary describing the nature of the report, the methods of analysis,
the primary findings, and critical recommendations.
o Detailed narrative analysis of each report component, structured in easy to read
sections and accompanied by explanatory support to encourage understanding by
both staff and civilian readers.
o Clearly designated recommendations highlighted for easy reference.
o Supportive charts, graphs, and diagrams, where appropriate.
o Supportive maps, utilizing GIS analysis.
o Appendices, exhibits, and attachments, as appropriate.
13) FINAL STANDARDS OF COVER ASSESSMENT DOCUMENT:
Produce and deliver a final Standards of Cover Assessment document after completing
all necessary revisions to the above draft document. The final report document shall be
provided to all three cities/fire departments in the following manner:
o Each city/fire department will receive 35 publication-quality, bound copies of the
final written report.
o Digital copies will also be provided to each of the three cities/fire departments.
Contract No. 23-016
Page 16 of 16
EMS STUDY - SCOPE OF WORK
The primary objective for the emergency medical services (EMS) Study is to determine
the most effective, efficient and sustainable EMS deployment and response system for
each of the three cities partnering on the Standard of Coverage and for the Tri-Cities
region. The current EMS delivery model has been in place for over 30 years. A number
of questions exist around whether or not the model presently used should continue to
be the model used in the future. The three municipalities are interested in taking a fresh
look at the emergency medical delivery and transport model in order to determine if
there is a model that would better serve our region.
Some of the key elements this portion of the project should examine include but are not
limited to:
An overview of the emergency medical service delivery and transport system that is
presently in place.
An evaluation of the current dispatch codes/priority categorization that is used.
Provide information on what is presently in place.
Offer recommended changes that will assist with ensuring the right number and type
of resources (people and apparatus) are deployed on each call type.
A historical look at the makeup of the emergency medical calls that occur within
each of the three municipalities.
o What percentage of the calls required Basic Life Support (BLS) care and
transport?
o What percentage of the calls required Advance Life Support (ALS) care and
transport?
An examination of the present response time goals established in each of the three
municipalities for emergency medical calls.
o A review of what the actual historical performance has been in comparison to
the standard that is presently in place.
o Recommendations for what the response standard should be for medical calls
low acuity vs. high acuity).
An exploration of what the payer mix is in each of the three municipalities.
A comparison of the revenue sources for each of the three municipalities including:
o The payer mix that exists within each of the three municipalities.
o The ambulance utility fund rate that is presently in place within each of the three
municipalities.
o The money collected from the Ground Emergency Medical Transport (GEMT)
Program.
Recommendations on the emergency medical system treatment and transport
model (s) the three municipalities and Tri-City region should consider using that
include:
o The benefits and challenges associated with adopting each model.
o Recommendations on potential funding and cost sharing models that would
support the recommended treatment and transport models.
o Information on the estimated cost and revenue/funding impacts associated with
the implementation of recommended changes.
An evaluation of the dispatch codes/priority categorization presently used.
PAGE 1
CONSULTING SERVICES PROPOSAL for FIRE RFP 23-001
Cities of Kennewick,Pasco,and
Richland,Washington
PO Box 170, 2901 Williamsburg Terrace, Suite G, Platte City, Missouri 64079
816) 431-2600 (816) 431-2653 www.fitchassoc.com
EXHIBIT B: RFP 23-001 Proposal Response
CONSULTING SERVICES PROPOSAL –FIRE RFP 23-001
KENNEWICK-PASCO-RICHLAND,WA
PAGE 2
Table of Contents
CONSULTANT QUALIFICATIONS ................................................................................................................................................. 6
FIRM EXPERIENCE WITH STANDARDS OF COVER AND EMS ASSESSMENTS ............................................................................................................. 6
QUALIFICATIONS OF THE FITCH TEAM ........................................................................................................................................................... 8
REFERENCES ........................................................................................................................................................................................... 17
WORK PLAN ................................................................................................................................................................................ 21
PROJECT UNDERSTANDING AND APPROACH .................................................................................................................................................. 23
ITEM I: COMMUNITY OVERVIEW ................................................................................................................................................................. 26
ITEM II: TERMINOLOGY ............................................................................................................................................................................. 27
ITEM III: SERVICES AND DEPLOYMENT .......................................................................................................................................................... 27
ITEM IV: ANALYSIS OF RESOURCES AND SERVICE DEMAND ............................................................................................................................... 27
ITEM V: UNIT HOUR UTILIZATION (UHU) .................................................................................................................................................... 28
ITEM VI: EFFECTIVE RESPONSE FORCE (ERF) ................................................................................................................................................ 28
ITEM VII: COMMUNITY RISK ANALYSIS / ASSESSMENT .................................................................................................................................... 29
ITEM VIII: HISTORICAL REVIEW OF EMERGENCY SERVICE PERFORMANCE ............................................................................................................ 34
ITEM IX: PERFORMANCE OBJECTIVES AND MEASURES ..................................................................................................................................... 35
ITEM X: COMPLIANCE METHODOLOGY ......................................................................................................................................................... 35
ITEM XI: EVALUATION, CONCLUSIONS, AND RECOMMENDATIONS ..................................................................................................................... 35
ITEM XII: WRITTEN DRAFT REPORT ............................................................................................................................................................. 37
ITEM XIII: FINAL STANDARDS OF COVER ASSESSMENT DOCUMENT .................................................................................................................... 37
SCOPE OF WORK – EMS STUDY ................................................................................................................................................................. 38
CUSTOMER RESPONSIBILITIES ................................................................................................................................................. 41
IDENTIFIED DEPARTMENT RESOURCES .......................................................................................................................................................... 41
PROPOSED PROJECT COST ........................................................................................................................................................... 43
PROJECT SCHEDULE .................................................................................................................................................................. 45
ATTACHMENT A: CURRICULUM VITAE/RESUMES
CONSULTING SERVICES PROPOSAL –FIRE RFP 23-001
KENNEWICK-PASCO-RICHLAND,WA
PAGE 3
30 December 2022
via email transmission: jon.correio@ci.kennewick.wa.us
Mr. Jon Correio
Procurement and Contract Specialist
City of Kennewick, WA
414 E. 10th Avenue
Kennewick, WA 99336
Dear Jon Correio:
Thank you for considering Fitch & Associates (FITCH) to provide consulting services for Cities of Kennewick, Pasco, and
Richland, Washington. The primary deliverable is to complete a Fire Department Standards of Cover Assessment, Risk
Assessment, and EMS Deployment Assessment for each of the three municipalities contained within an aggregated
seamless document.
Fitch & Associates, LLC is a Limited Liability Company initially established as a corporation in 1984. The Firm is located
in Platte City, Missouri, a suburb of Kansas City. Our physical mailing address and office contact information are:
PO Box 170, 2901 Williamsburg Terrace,
Suite G, Platte City, Missouri 64079
816) 431-2600
816) 431-2653
Fitch & Associates Federal Employer Identification Number (EIN) is 43-1780744.
As proposed, I, (Dr. Steven Knight, EFO) will serve as the project manager for this project. Chief Knight retired from St.
Petersburg Fire & Rescue, FL as the Assistant Chief and also served as the department’s accreditation manager for two
successful rounds of reaccreditation. As a partner with the firm, I can bind the firm for any contracts or agreements. My
contact information is provided with my signature on the following page.
CONSULTING SERVICES PROPOSAL –FIRE RFP 23-001
KENNEWICK-PASCO-RICHLAND,WA
PAGE 4
Fitch & Associates is a thought leader in the public safety industry and routinely author’s articles, research, industry
surveys, and white papers. In addition, the firm’s members regularly are requested to present at international and
national conferences. Therefore, the firm seeks out opportunities to partner with agencies that are willing to ask the
tough questions, seek transparency, public input, and are interested in planning for the future in a sustainable manner
that is aligned with community expectations and unique community risks.
All of the consultants proposed for this project have either spent their careers in, or are still employed, as fire service
leaders with a long history of performance management, organizational optimization, risk assessment, and strategic
planning. Finally, the proposed consultants have extensive experience with the Center for Public Safety Excellence and
the Commission on Fire Accreditation International (CPSE/CFAI).
Our firm is uniquely qualified to submit this response and perform the work required. Fitch & Associates has provided
similar planning and analysis services for over 1,000 clients represented in every continent except Antarctica and in all
50 U.S. States throughout its 30-year history. Our team has wide ranging technical expertise and specific experience with
the Commission on Fire Accreditation International’s (CFAI) model and within Washington. Our team members have
served as peer assessors, team leaders, accreditation managers, and co-authored the new 6th Edition of the Standards
of Cover Manual.
In addition, one distinctive added value is that FITCH manages EMS programs across the country as part of our
management services. In this manner, our expert consulting informs our real-world service models and our direct
management services provides information to our expert consulting. We can provide and validate recommendations
and alternatives because we are utilizing and refining our operational and fiscal analytics to the ensure that all
recommendations are both implementable and highly accurate. In other words, we practice what we preach!
Our understanding of the project is that the consultants will complete a comprehensive Standards of Cover, Community
Risk Assessments, and an EMS Deployment Assessment for the rapidly growing tri-cities area. Specific attention will be
provided to deployment locations for specialty apparatus, (i.e., aerial apparatus), trigger points for considering
administrative and operational enhancements, and opportunities for enhanced cooperation and collaboration such as
optimizing automatic and mutual aid.
It is understood that the final product will provide independent assessments of each of the three municipalities with
distinctive observations and recommendations tailored for each of the cities and their unique environments. The final
deliverable will be a single aggregated report with distinct assessments for each agency. The final report will meet all of
the elements identified within the RFP issued by the City(s) as well as any items contained within the respondent’s
proposal. Additionally, at the project kickoff, the clients will choose between the FITCH and Tualatin Valley Fire & Rescue
SOC formats. It is also understood that final presentations will be made to each of the participating agencies. Specific
detail will be provided within the following proposal response.
CONSULTING SERVICES PROPOSAL –FIRE RFP 23-001
KENNEWICK-PASCO-RICHLAND,WA
PAGE 5
On behalf of Fitch & Associates, we appreciate the opportunity to respond to your request for consulting services. Please
feel free to contact me directly if you have any follow up correspondence during the selection process.
Sincerely,
Steven Knight, PhD
Partner
816-500-7481
sknight@fitchassoc.com
CONSULTING SERVICES PROPOSAL –FIRE RFP 23-001
KENNEWICK-PASCO-RICHLAND,WA
PAGE 6
CONSULTANT QUALIFICATIONS
Fitch & Associates, LLC is a Limited Liability Company initially established as a corporation in 1984. The Firm is located
in Platte City, Missouri, a suburb of Kansas City. Our physical mailing address and my contact information are: FITCH
has earned credibility for nearly forty years by implementing innovative, customized solutions in the public safety and
healthcare arenas. The Firm has consulted with over 1,500 communities in 50 U.S. states, every Canadian Province, and
12 other countries.
Projects have included objective reviews, system assessments, communications system design, consolidations,
mergers, strategic partnerships, enhancement studies, and detailed operational, financial, and transition management
services.
FITCH’s success is attributable to its experience, credibility, and the solid consulting methodologies it develops and
applies to reflect individual situations. Our collaborative approach facilitates support for implementation and long-term
system stability. Project research outcomes are data-driven and identified within a community-specific, comprehensive,
objective, and accurate framework.
Firm Experience with Standards of Cover and EMS Assessments
In addition to the intuitive strengths derived from leadership in the emergency services field and more than 35 years of
consulting, FITCH also offers specific expertise gained from multiple projects that required similar expertise to the one
proposed. FITCH has evaluated numerous communities’ needs and provided leadership in a variety of projects that
involved collaboration by many different agencies for the common good. We have an ability to keep focused on the final
result while keeping the planning process moving.
In this section titled “References” we provide a brief description and contact information for references. In addition,
the following cities and counties are current clients where we have either recently finished or are still completing the
consultancy, specifically for a Community Risk Assessment and Standards of Cover and/or EMS assessments within the
last 5 years.
CONSULTING SERVICES PROPOSAL –FIRE RFP 23-001
KENNEWICK-PASCO-RICHLAND,WA
PAGE 7
Snohomish County Fire District #7, WA (Third
Project after Mergers)
Clallam County Fire District #3, WA
City of Vancouver, WA (Three projects)
Central Pierce Fire District, WA (EMS
assessment)
City of Edmonds, WA
Camano Island, WA
City of Gresham, OR
City of Santa Fe, NM
Oklahoma City, OK
City of Houston, TX
Prince Georges County, MD
City of Dallas, TX
El Dorado County ESA JPA, CA (EMS
Assessment)
City of Scranton, PA (EMS Feasibility Study)
City of North Canton, OH (EMS Feasibility
Study)
City of Burleson, TX (EMS Feasibility Study)
City of Naples, FL (EMS Assessment)
City of Rochester, NY (2nd Project – EMS
Feasibility and Compliance Study)
City of Davis, CA
City of Manteca, CA
Suisun City, CA
City of Sanger, CA
City of Chico, CA
City of Roseville, CA
City of Encinitas, CA
City of Rocklin, CA
City of Watsonville, CA
City of Riverside, CA
City of Orlando, FL (EMS Assessment)
City of St. Petersburg, FL (Station Location
Study)
Polk County, FL
City of Joliet, IL
Guilford County, NC
City of Cape Coral, FL
Richland County, SC
City of North Port, FL (2nd project)
City of Mount Dora, FL
Volusia County, FL (two projects)
City of Ft. Myers, FL
City of Ft. Myers Beach, FL
St. George’s Fire District, LA
Mountain View Fire District, CO
City of Deltona, FL
San Carlos Park Fire District, FL
Lehigh Acres Fire District, FL
Bonita Springs Fire District, FL
Estero Fire District, FL
City of Oakland Park, FL (3rd project)
Tuolumne County, CA
CONSULTING SERVICES PROPOSAL –FIRE RFP 23-001
KENNEWICK-PASCO-RICHLAND,WA
PAGE 8
Qualifications of the FITCH Team
FITCH’s specific strengths for this project are centered on objectively conducting research, managing multiple project
priorities, and blending expert and local resources while building support for the outcome(s). Our key strengths include
talented and experienced consultants who are leaders in their field, time-tested methods, quality teamwork, timeliness,
and the ability to provide tangible results.
Members of the FITCH project team are highly qualified academically with some serving as faculty members at leading
educational institutions. Most importantly, FITCH has real-world experience managing large urban and rural services
across the nation and a track record of content-specific consulting. Each of the firm’s partners and the project director
proposed for this project has extensive emergency services management experience. The commitment of top-level
resources underscores the importance FITCH places on this project team.
Talent
Team members are all subject matter experts and leaders in their fields and have been selected
for their particular areas of expertise that match the requirements of this project.
Time-Tested Methodologies
FITCH’s experience represents an unparalleled base for the tasks at hand; we have worked with
local, state, and federal government agencies, municipal and volunteer fire departments,
ambulance services, and hospitals.
Teamwork
FITCH has stayed true to its core values by accomplishing projects using a collaborative approach
offering high level involvement for system participants without compromising the independent
or objective nature of the project.
Timeliness
FITCH is known for consultant access, responsiveness, producing its work on or before the
scheduled completion date and within budget. Timeliness also involves.
Tangibles
FITCH is known for developing innovative solutions to complex issues, and our recommendations
and tangible work products have been implemented more frequently than any national public-
safety consulting firm.
CONSULTING SERVICES PROPOSAL –FIRE RFP 23-001
KENNEWICK-PASCO-RICHLAND,WA
PAGE 9
We propose a team of experts in municipal leadership, fire protection, and emergency medical services to assess
performance and explore options for your agency to operate within funding limitations while preparing for the agencies’
future service delivery in an operationally effective, efficient, and sustainable manner that is aligned with the specific
community risks and expectations for service.
FITCH is uniquely suited for this project. We have reviewed emergency service systems and developed staffing,
deployment plans, and future oriented strategic initiatives for nearly 40 years. We have taught multiple approaches for
fire and EMS deployment models for more than a decade as part of the Communications Center Manager’s (CCM)
program and the Ambulance Service Managers program (ASM) we conduct under the auspices of the International
Academies of Emergency Dispatch (IAED) and the American Ambulance Association, respectively. We have served as a
resource for detailed reports on emergency services and are a Strategic Partner of the International City and County
Management Association (ICMA).
BEST PRACTICES UTILIZED BY FITCH & ASSOCIATES
FITCH remains on the cutting edge of best practices in the fire and emergency medical services. Our consultants are
intimately involved with many state and national associations and are frequent presenters at international conferences:
Fire Rescue International by the International Association of Fire Chiefs (IAFC)
Firehouse World
Excellence Conference by the Center for Public Safety Excellence and the Commission on Fire Accreditation
International (CPSE/CFAI)
Volunteer Chiefs Association (VCOS)
Canadian EMS Chiefs Conference
Ontario Fire Chiefs Association
International City/County Management Association (ICMA)
Navigator - International Academies of Emergency Dispatch (IAED)
EMS World
EMS World – Europe
EMS World – Latin America
League of California Cities
National Forum for Black Public Administrators (NFBPA)
CONSULTING SERVICES PROPOSAL –FIRE RFP 23-001
KENNEWICK-PASCO-RICHLAND,WA
PAGE 10
Additionally, your proposed team has presented at the following state associations:
Florida Fire Chiefs Association
California League of Cities
Louisiana Fire Chiefs Association
Texas Fire Chiefs Education Conference
Illinois Fire Chiefs Association
Washington Fire Chiefs Association
Nevada Fire Chiefs Association (Nevada Fire Show)
Connecticut Fire Chiefs Association
Georgia EMS Conference
Finally, FITCH hosts its own conference on Fire/EMS best practices titled Pinnacle Leadership. All of these efforts assist
FITCH in maintaining our best practices approach to consulting and advising. For example, a proprietary process is
utilized to develop a temporal and demand based geographic marginal utility model that is leading edge in designing
fire and EMS systems in a manner that best articulates and describes both return on investment of resource allocation
and the assumption of risk by the community.
TEAM PERSONNEL AND EXPERIENCE
FITCH’S proposed team has considerable expertise in all facets of the strategic assessment and planning process. For
example, Dr. Steven Knight was the accreditation manager for the City of St. Petersburg Fire & Rescue’s, FL department
for two successful rounds of accreditation. While the accreditation manager, Chief Knight developed and managed the
standards of coverage plan and strategic planning process. In addition, Chief Knight has served as a peer team leader
and assessor for more than a dozen agencies while assisting the Center for Public Safety Excellence (CPSE) and the
Commission on Fire Accreditation International (CFAI), all of whom included a detailed evaluation of the quality of the
community risk assessment, standards of response coverage, and strategic planning documents.
Chief Mike Despain who most recently served as the Fire Chief of the City of Lincoln, NE co-authored CPSE/CFAI’s 9th
Edition Self-Assessment Manual and the 6th Edition Standards of Cover Guidebook released in August of 2016. Chief
Despain has served as the accreditation manager and a chief fire officer of an accredited agency in Fresno, CA, Clovis,
CA, and Lincoln, NE, respectively. Chief Despain has served on many accreditation peer review teams and developed
and managed strategic planning facilitation in his tenure.
CONSULTING SERVICES PROPOSAL –FIRE RFP 23-001
KENNEWICK-PASCO-RICHLAND,WA
PAGE 11
Overall, the team brings considerable operational experience for the requested scope of work and seamlessly integrates
the political acumen to work with multiple agencies and find reasonable and implementable solutions across the
stakeholders.
All of FITCH’s fire service consultants have spent a career in the field and management of fire and rescue services
providing specific understanding and insight into the challenges and complexities of managing emergency services
within a dynamic and changing environment.
Figure 1: FITCH Team Project Organizational Chart
The following biographical profiles highlight the expert qualifications this team brings to the project.
Project Team Members
Chief Steven Knight (Ret.), PhD, Partner – Project Lead. Dr. Knight has nearly 25 years of experience and recently
retired as the Assistant Fire/EMS Chief for the City of St. Petersburg, Florida. He is a subject matter expert for both the
National Fire Academy and the Center for Public Safety Excellence (CPSE). He has also served as a team leader and peer
assessor for the Commission on Fire Accreditation International (CFAI) and has held multiple faculty appointments in
Fire Science and EMS. Dr. Knight previously served the International City and County Management Association (ICMA),
as the Senior Manager for Fire and EMS.
Steven Knight, PhD
Project Manager
Bill Sturgeon, MPA
CRA/SOC TEam Lead
Dave Dauer
CRA/SOC
Lori Sunderman,
MPA
CRA/SOC
Michael
Despain, MPA
CRA/SOC
Craig Clinton,
MS
CRA/SOC
Teresa Johnson, PhD
Quantitative Oversight
Brian McGrath
GIS Analyst
Tara Erickson,
BS
Data and Budget Analyst
Thomas Moore,
BS
EMS Lead
CONSULTING SERVICES PROPOSAL –FIRE RFP 23-001
KENNEWICK-PASCO-RICHLAND,WA
PAGE 12
Dr. Knight holds a PhD from the University of South Florida in curriculum and instruction and a minor in research and
measurement, a master's degree in public administration from Troy University and a bachelor's in Fire & Safety
Engineering from the University of Cincinnati. Chief Knight is also a graduate of and previous faculty for the Executive
Fire Officer Program (EFO) through the U.S. Fire Administration, Federal Emergency Management Agency. Knight has
been accredited multiple times as a Chief Fire Officer (CFO) through the Center for Professional Credentialing. Knight
also served as an adjunct professor at St. Petersburg College and the State College of Florida in their Fire Science and
Public Safety Administration Programs, is the former program director for Emergency Medical Services at the Manatee
Technical Institute and is an affiliate faculty with the University of Central Florida’s College of Medicine.
Chief Michael Despain, MA, EFO, CFO – Senior Consultant - Fire. Michael Despain has over 30 years of experience in
the fire service and currently serves as the Fire Chief for the City of Clovis (CA). Chief Despain has worked for a number
of fire agencies throughout California and is experienced in the various service models including cities, counties, special
districts, contracts for service, consolidated agencies, as well as state and federal models. Chief Despain’s professional
experience includes 8 years as a Peer Assessor and Technical Advisor for the Center for Public Safety Excellence
CPSE/CFAI), 9 years as a member of a Type I Incident Command Team, and 12 years as chief fire officer.
Chief Despain earned a Bachelor of Arts degree from Fresno Pacific University, a Master of Arts degree from National
University, and is a graduate of the Executive Fire Officer (EFO) program through the U.S. Fire Administration’s National
Fire Academy in Emmitsburg, Maryland. Chief Despain serves on a number of boards and committees including the
League of California Cities, the Fresno County Emergency Medical Care Committee, and the Fresno Fire Chief’s
Foundation.
Chief Despain is currently providing interim management services for the City of Redmond, WA Fire Department.
Tara Erickson, BS – Consultant – Data and Budget Analyst. Tara Erickson has served in a variety of financial and
analytic roles for local governments in Washington State. Her service began in Ridgefield, Washington where she worked
for seven years, with increasing responsibility from Project Supervisor to Controller to Chief Financial Officer. After
completing her bachelor’s degree in Business Management in 2010, Ms. Erickson returned to public service in finance
positions in both non-profit administration and city supervision. In 2013, Tara was employed by the City of Vancouver’s
Fire Department as the Operation’s Analyst. In 2022, she moved into her current role as the Central Pierce Fire
Department’s Operations Analyst.
Professional Development & Education
2010 Bachelor of Science in Business Management
Licensure & Certifications
2017 Lean Six Sigma, Green Belt
Professional Experience
CONSULTING SERVICES PROPOSAL –FIRE RFP 23-001
KENNEWICK-PASCO-RICHLAND,WA
PAGE 13
Operations Analyst, City of Vancouver Fire Department
Payroll & Accounts Payable Supervisor, City of Vancouver
Director of Finance & Business Operations, Boys & Girls Clubs of SW Washington
Chief Financial Officer, Lockett Construction, Inc.
Controller, City of Ridgefield
Accomplishments
Operationalized the City of Vancouver Ambulance Services Contract
Implemented multiple software systems for records management, staffing, and training at the Vancouver Fire
Department.
William Sturgeon, MPA, EFO, ICMA -CM – Senior Associate. During his 34-year public safety career, William E. Sturgeon
served in the United States Air Force, municipal governments, and a metro-sized public safety organization where he
held many leadership roles including Fire Chief and City Manager.
After retiring from Orange County Fire Rescue, FL in 2013, he became the Fire Chief of the City of St. Cloud Fire Rescue
Department. In 2017, he became City Manager and held that position until his retirement in August 2022.
Bill earned an Associate degree in Fire Science form the Community Collage of the Air Force, a Bachelor’s in Occupational
Safety and Health from Columbia Southern University and a Master’s in Public Administration from American Public
University. He is a certified Public Manager and a graduate of the Executive Fire Officer Program at the National Fire
Academy (NFA) under the United State Fire Administration (USFA) and Federal Emergency Management Agency (FEMA).
Dave Dauer – Consultant – Fire and EMS. Dave Dauer serves as a team leader, assessor, and annual compliance
reviewer for the Center for Public Safety Excellence (CPSE) and Commission and Fire Accreditation International (CFAI).
In that role, he has led numerous assessments of major cities, smaller communities, and Department of Defense bases.
All assessments include comprehensive standards of cover and strategic plan reviews. Also, as an annual compliance
reviewer for CPSE for documents submitted by accredited agencies, he provides extensive review and advice on
continuous quality improvements to 60 agencies per year.
He brings over 42 years of fire/EMS experience. He retired as the Chief Financial Officer for the Toledo Fire and Rescue
Department but was immediately hired back in charge of performance management, ISO and accreditation compliance.
He formed and facilitates the Michigan-Ohio-Indiana-Kentucky CPSE Consortium. The purpose of the consortium is to
provide education based upon standards and best practices that is expected of a modern credible organization and
expand the knowledge and skills of fire and emergency services personnel. He has instructed numerous times on risk
assessments, standards of cover, strategic planning process, and leadership & development.
CONSULTING SERVICES PROPOSAL –FIRE RFP 23-001
KENNEWICK-PASCO-RICHLAND,WA
PAGE 14
Lori Sunderman, MPA, EFO – Consultant – Fire and EMS. Lori is a retired Fire Rescue Chief from the City of Stuart,
Florida. She was Chief of the Department from 2005 to 2013. She made many improvements within the department
during her tutelage. Under her leadership she started a labor/management team, developed a vision and mission
statement along with a five-year strategic plan that was completed years prior to its end date. She started a department
newsletter that improved morale and brought light to the department by posting online and to the community the
accomplishments made throughout the department. She led task teams to improve medical protocol, standard
operating procedures and updated computer software programs. Fire prevention and inspection procedures and billing
were improved. A mutual aid agreement between the City of Stuart and Martin county was updated.
Lori is originally from Roseville, Michigan. She served a short period of time in the Navy as an aircraft mechanic and then
married and moved south. She moved to Florida in 1987 and began her profession with the City of Stuart Fire Rescue in
1990, promoting through the career ladder and was appointed Fire Chief in 2005.
Chief Sunderman received associate degrees in Industrial Technology, Fire Science and Emergency Medical Services
Technology. She received a bachelor’s and master’s degree in Public Administration from Barry University’s School of
Adult and Continuing Education. Lori is also a graduate of the National Fire Academy’s Executive Fire Officer Program
and has achieved the Chief Fire Officer Designation from the Commission of Professional Credentialing. Lori is a lifetime
member of the Treasure Coast Fire Chief’s Association and past president of the organization.
Thomas Moore, BS – Senior Associate – Finance and Emergency Medical Services. Thomas Moore, a senior associate
with Fitch & Associates, serves as the Director of Emergency Medical Services for the University Medical Center Health
System in Lubbock, Texas. The EMS agency is accredited by the International Academies of Emergency Dispatch (ACE)
and the Commission on Accreditation of Ambulance Services (CAAS); it was the first facility in Texas to receive the Texas
Department of Health’s Level 1 Trauma Center designation and has the distinction of being the recipient of the Texas
Department of Health’s Trauma Center of the Year award.
As a consultant, Mr. Moore serves leading health systems, public safety agencies, government units, and municipalities
in radically transforming their operating models and cost structures, improving performance, and building sustainable
businesses. His primary focus areas include strategy, growth, M&A, business building, large-scale performance
transformations, procurement of Emergency Medical Services, and risk disaggregation and reallocation across the
healthcare ecosystem. He also supports clients in developing innovative approaches to reduce medical and
administrative costs, defining organizational strategies, and optimizing their organizations.
Thomas’ expertise has been essential in defining the structural and performance implications of organizational
transformation and restructuring, strategic growth, productivity, and core operations performance improvement. He
has tackled issues as diverse as healthcare-system-level strategies, the regional organization of health-service
provisions, and large-scale EMS system development to improve quality, access, and efficiency. Mr. Moore’s experience
spans publicly traded and not-for-profit organizations, academic medical centers, leading health systems, and EMS
CONSULTING SERVICES PROPOSAL –FIRE RFP 23-001
KENNEWICK-PASCO-RICHLAND,WA
PAGE 15
services. Before joining the Firm, he was responsible for running EMS agencies in the private and public sectors, serving
as the Director of Emergency Medical Services for metropolitan and rural communities. His expertise includes system
design, operations, and technology optimization, EMS economics, revenue cycle management, operating model reform,
data and strategic analysis, and public affairs. He earned a Bachelor of Science in Management. He is a graduate of the
Ambulance Service Manager program and was the recipient of the Jerry Love Leadership Award.
Craig Clinton, MS, EFO, CFO – Consultant – Fire and EMS. Craig Clinton is the Deputy Chief of Training and Special
Operations for Snohomish County Fire District 7 (SCFD7) and has served the citizens of Snohomish County in Washington
state since 1987. During his tenure with the department, he has held the ranks of Volunteer Firefighter, Firefighter,
Driver/Operator, Lieutenant, Battalion Chief, and Deputy Chief. Deputy Chief Clinton is responsible for maintaining the
relevance and compliance of the training and promotions programs at SCFD7. Additionally, he manages the district’s
special operations teams for HazMat, Technical Rescue, and Water Rescue. Among his other assigned duties, Deputy
Chief Clinton administrates hiring and promotion processes, negotiates union contracts as part of the district bargaining
team, and project manages various special assignments to further the vision of the district (including strategic planning,
fire department standards of covers, and the district training facility master plan).
Deputy Chief Clinton is a member of the Snohomish County Fire Training Officer’s Association and has served as a past
chair as well as on the executive board. He is an executive board member of the Snohomish County Training Consortium
and is the chief officer in charge of the recruit academy serving ten jurisdictions in Snohomish County. Within the local
community he serves on the BrightWater Air Quality Advisory Board, and at a national level is a peer evaluator for the
Center of Public Safety Excellence for Accreditation and Professional Credentialing.
Through his actions, Craig promotes the importance of being a life-long learner. He has multiple Associate degrees and
has received his bachelor’s degree in Fire Science from Southern Columbia University. He holds a Master of Science in
Leadership with an Emphasis in Disaster Preparedness and Executive Fire from Grand Canyon University. He is a
graduate of the United States National Fire Academy’s Executive Fire Officer Program and has earned the Executive
Certificate in Public Leadership from the Harvard Kennedy School of Government. Craig is a member of the Adaptive
Leadership Network and has studied concepts of adaptive leadership extensively. Additionally, he holds the Chief Fire
Officer (CFO) and Chief Training Officer (CTO) designations from the Center of Public Safety Excellence as well as the
MIFireE designation from the Institution of Fire Engineers.
Craig lives in Everett, Washington, USA with his wife Cindy. Their four daughters (including identical triplets) are
currently pursuing college degrees in institutions across the globe. In his spare time, he enjoys playing electric bass and
travel.
Teresa R. Johnson, PhD - Senior Consultant-Data Analyst. Dr. Johnson served as the Director of the Office of
Assessment and Evaluation at the Johns Hopkins University School of Medicine (JHUSOM). In this role, she is responsible
for designing and launching initiatives related to the assessment of students and the evaluation of programs in
CONSULTING SERVICES PROPOSAL –FIRE RFP 23-001
KENNEWICK-PASCO-RICHLAND,WA
PAGE 16
undergraduate, graduate, and continuing medical education, graduate biomedical education, and post-doctoral
training. She establishes strong partnerships with faculty members and program administrators to ensure that
assessment and program evaluation activities align with learner needs, program goals, accreditation standards, and
evidence-based best practices.
Prior to joining Johns Hopkins, Dr. Johnson served in a similar role at the University of Central Florida’s College of
Medicine.
Dr. Johnson completed her M.S. and Ph.D. degrees in Educational and Sport Psychology at Florida State University (FSU)
in Tallahassee, FL. During her graduate studies, she worked as a Sport Psychology Consultant for the FSU NCAA Division
I women’s softball and men’s golf teams and taught undergraduate sections of Sport Psychology and Classroom
Applications of Educational Psychology.
Brian McGrath – Senior Consultant – GIS and Mapping Analyst. Brian McGrath serves as President of CAD North Inc.
His responsibilities include Administration, Marketing, Software Development and Business Analysis/Requirements
Documentation. He brings over 18 years’ experience in Information Systems management and development in the
public safety industry including 10+ years Business and Systems Analysis in public safety software development. He has
exceptional ability at requirements capture, analysis and documentation and is fully conversant with all aspects of the
software product development and implementation lifecycle. He is an experienced software developer of public safety
dispatch applications including software development using TriTech’s RAPTOR API. He possesses excellent
communications and interpersonal skills, is comfortable at all organizational levels and has a solid base of operational
experience in public safety communications.
UTILIZATION OF SUB-CONSULTANTS
FITCH does not utilize any sub-consultants. All of our consultants work exclusively for the firm.
REPLACEMENT OF CONSULTING MEMBERS
It is understood that consultants will not be arbitrarily removed or replaced without the express written approval of the
client.
CONSULTING SERVICES PROPOSAL –FIRE RFP 23-001
KENNEWICK-PASCO-RICHLAND,WA
PAGE 17
References
In addition to the intuitive strengths derived from leadership in the emergency services field and more than three
decades of consulting, FITCH also offers specific expertise gained from multiple projects that required similar expertise
to the one proposed. FITCH has evaluated numerous communities’ needs and provided leadership in a variety of
projects that involved collaboration by many different agencies for the common good. We have an ability to keep
focused on the final result while keeping the planning process moving.
FITCH is uniquely qualified to conduct this review. FITCH specializes in public safety consulting and has direct
experience with assignments similar to yours. Below are several projects that demonstrate our experience developing
community risk assessments and standards of coverage documents for public fire agencies.
SNOHOMISH FIRE DISTRICT #7, WASHINGTON
FITCH was originally contracted only to complete a Standards of Cover process for the Fire District. FITCH was retained
to facilitate the establishment and adoption of risk-based deployment strategies. Prior to completing the project, the
client requested additional assistance with an organizational efficiency study. The completed study provided 13
strategic recommendations to the agency that would provide more efficiency within the administrative and operational
divisions. Within two years 12 of the 13 recommendations were implemented with positive results.
Additionally, the District once again retained Fitch & Associates to update and consolidate their Standards of Cover
document to include a newly merged fire district.
The contact for the Fire District is Deputy Chief of Operations Chief Ryan Lundquist, project manager/accreditation
manager. He can be reached at Ryan.Lundquist@srfr.org or 360-926-4008.
The project demonstrates the firm’s experience with Standard of Response Coverage Development in Washington and
with multiple agencies.
CITY OF CAPE CORAL, FL
FITCH was contracted to complete a Standards of Cover process for the City. FITCH was retained to facilitate the
establishment and adoption of risk-based deployment strategies. The review identified and quantified risks and
provided the operational and fiscal impacts to alternatives to the current service delivery model that best aligns risk,
demand, and both human and capital resource allocations.
CONSULTING SERVICES PROPOSAL –FIRE RFP 23-001
KENNEWICK-PASCO-RICHLAND,WA
PAGE 18
Subsequently, the City hired FITCH to facilitate and develop a Strategic Planning process. The projects were completed
and presented to city council in April 2019.
The contact for the City of Cape Coral is Fire Chief Ryan Lamb. He can be reached at 239-574-0501 or
rlamb@capecoral.net.
The project demonstrates the firm’s experience with Community Risk Assessment and Standards of Response Coverage
Development and Staffing Optimization and Payroll considerations, as well as the facilitation of a 5-year Strategic
Planning process.
CITY OF VANCOUVER FIRE DEPARTMENT, VANCOUVER, WA
FITCH was retained to complete a review of the City’s EMS program and its relationship with the County and EMS District
2. The City made the decision to withdraw and not participate in the upcoming ambulance transport procurement prior
to the consultation. In determining the optimal structure for the system, FITCH developed a strategy approved by both
agencies to reverse roles and have the City lead the procurement process enabling the enhancements the City sought
but preserving the economic advantages of procuring a single transport provider and maintaining service availability
throughout the City and County. The firm subsequently analyzed coverage requirements, prepared detailed
specifications, and conducted a national procurement process. This project was concluded in 2014.
Subsequently, FITCH was contracted to complete a Standards of Cover that focuses efforts towards outcomes and
deemphasizing response time, this was completed in August 2019. Additionally, the City has asked FITCH to complete a
compliance evaluation for the ambulance service contract they manage. This project concluded in June 2020.
The contact for these projects is Tara Erickson at tara.erickson9@gmail.com or 360-903-5037.
The project demonstrates the firm’s experience with Community Risk Assessment and Standards of Response Coverage
Development as well as EMS assessments.
CITY OF ORLANDO, FL
The City of Orlando contracted with the firm to complete a strategic business planning process. FITCH was retained to
facilitate the establishment and adoption of risk-based deployment and staffing alternatives to include fire department-
based patient transportation services for all incidents within the municipal area. The review identified and quantified
risks and provided the operational and fiscal impacts to alternatives to the current service delivery model that best aligns
risk, demand, and resource allocations.
CONSULTING SERVICES PROPOSAL –FIRE RFP 23-001
KENNEWICK-PASCO-RICHLAND,WA
PAGE 19
FITCH was again retained for guidance and implementation of services during the transition period. This part of the
project went live in early February 2019 and concluded in April 2019.
The contact for this project is Assistant Fire Chief Kevin Preston. He can be reached at 321-229-2088 or
kevin.preston@cityoforlando.net.
The project demonstrates the firm’s experience with fire based dynamic deployment, alternative scheduling, workweek
and costs projections, as well as strategic planning development and rapid implementation. Primarily an EMS planning
assessment.
POLK COUNTY, FL
Polk County contracted with the firm to assist the agency with an evaluation of fire rescue operations, station locations,
and deployment strategies through the development of a Standards of Cover document for the department. FITCH
completed comprehensive data and GIS analyses that the Department. FITCH assisted with recommendations for
optimized station locations as well as reviewed multiple sites identified by the County. Ultimately, the County has
moved forward with planning for approximately 15 additional fire stations and nearly 30 additional ambulances. The
project was completed in the fall of 2018.
Subsequently, the County has hired FITCH again to complete an Alternative Staffing and Scheduling Study. This project
will commence in May of 2019.
The contact for this project is Fire Chief Anthony Stravino. He can be reached at 954-757-8976 or
tony_stravino@icloud.com.
The project demonstrates the firm’s experience with Standard of Response Coverage Development, comprehensive
quantitative data analyses, station location studies, and GIS analyses that balance local policy with NFPA, CFAI, and ISO
guiding documents within the local fiscal and political environment. This study also contemplated optimized staffing
strategies within the current staffing matrix.
CITY OF LAS VEGAS, NV
FITCH was contracted to evaluate and optimize the fire department-based EMS system, and review and prepare an
ambulance procurement process and contract for the future. Under the current system, the Fire Department transports
approximately 30% of the patients and a public-private partner provides the residual transports based on clinical
severity. Several alternative strategies were developed, and the work has concluded, but the procurement process is
being managed by the City and is currently privileged and not publicly consumable.
CONSULTING SERVICES PROPOSAL –FIRE RFP 23-001
KENNEWICK-PASCO-RICHLAND,WA
PAGE 20
The contact for the City of Las Vegas is Steve Smith. He can be reached at 702-250-9199 or
ssmith@LasVegasNevada.GOV.
The project demonstrates the firm’s experience with developing objective alternative EMS delivery models and clearly
articulating cost/benefits of different plans, procurement process and contractual considerations.
GUILFORD COUNTY, NC
In Guilford County, NC the FITCH team is conducting a Fire Services Master Plan. Guilford County operates an
independent EMS service and fire suppression and first responder duties are provided through 19 dependent volunteer
fire districts and two career municipal departments that operate out of 75 fire stations (39 career). The majority of the
County’s geographic area is served primarily with volunteer personnel out of 36 fire stations. The County provided
coordination and support services with ever increasing demand as volunteerism continues to decline and fiscal capacity
varies considerably across the dependent fire districts.
Each program area and agency were evaluated separately, and associated synergies were identified. These studies
included reviewing all aspects of the operations from dispatch thru administrative functions.
The contact for this project is Jim Albright, Director of Emergency Services. He can be reached at 336-451-6721 or
Jim.Albright@guilford-es.com.
Direct relevance is that this project involves working with multiple stakeholders to determine efficiencies and
effectiveness in a complex environment and service delivery model as well as direct experience with County
governments and combination fire and rescue delivery models.
CLALLAM COUNTY FIRE PROTECTION DISTRICT #3, WA
In Clallam County, WA the FITCH team is conducting a Fire and EMS Service Review. Clallam County Fire Protection
District #3 operates an integrated combination Fire, EMS, and Rescue delivery model. The District operates out of seven
7) fire stations, with three full-time career staffed stations and four volunteer stations in the rural areas.
This study included reviewing all aspects of the operations from dispatch thru administrative functions as well as an
objective assessment of current risk.
The contact for this project is Ben Andrews, Fire Chief. He can be reached at 360-683-4242 or bandrews@ccfd3.org.
Direct relevance is that this project involves working with a combination service delivery model to determine efficiencies
and effectiveness.
CONSULTING SERVICES PROPOSAL –FIRE RFP 23-001
KENNEWICK-PASCO-RICHLAND,WA
PAGE 21
WORK PLAN
Our project management methodology is a disciplined and structured approach to managing projects. This approach
will provide a framework for effective management and completion of this project while providing ample flexibility to
meet the unique needs of your organization. Key activities are clearly outlined and logically organized to produce
specific deliverables within the period. We will review our progress against our work plan on a regular basis to ensure
that we are progressing according to plan. Any deviations will be flagged immediately, and appropriate action is taken,
through discussion with you, to address any potential issues.
The following figure graphically illustrates the project approach.
Figure 2 - Project Approach
The phases outlined below include Assessment initiation, Baseline information development, Components and Models,
Development of responses, and Evaluation of options and decisions to implement.
A A kick-off meeting to finalize the work plan and timeline is paramount to a successful study and
the ability of FITCH to maximize the effectiveness of its team. At the kick-off meeting, an
CONSULTING SERVICES PROPOSAL –FIRE RFP 23-001
KENNEWICK-PASCO-RICHLAND,WA
PAGE 22
overview of the project’s approach will be provided to stakeholders. Any final logistical and
scheduling issues will be resolved during this phase.
B Baseline information is collected and typically includes the following:
Ü Previous studies and planning documents
Ü Annual reports and records
Ü Available response and deployment planning data
Ü Budgets and expenditure reports
Ü Relevant performance documentation
Baseline data is collected utilizing an Information and Data Request (IDR) instrument to collect
detailed information from the providers, communications center, and stakeholders. This
instrument will enable us to access key information about the agency.
C Comparing Performance to internal and external benchmarks provides a valuable framework
for objectively recommending options for improvement.
Ü Operational Performance & Metrics
Ü Clinical Care
Ü Fiscal Policies and Processes
Ü Regulatory Environment
Ü Community Engagement and Other Initiatives
Ü Organizational Structure and Effectiveness
D Development of Options is an iterative process based on reviewing the current situation,
organizational capabilities, and the service mandate.
E Evaluation of Options and Decisions is the stage where the final report is presented in a briefing.
This provides a framework to discuss the findings, recommendations, implementation
strategies, and timeframes.
CONSULTING SERVICES PROPOSAL –FIRE RFP 23-001
KENNEWICK-PASCO-RICHLAND,WA
PAGE 23
Project Understanding and Approach
It is our understanding of the project, that the consultant would partner with the fire department(s) to develop a
Community Risk Assessment, Standards of Cover, and an EMS Deployment Assessment. This would include evaluations
of first unit arrival performance (response times), effective response force performance, station level reliability, station
level call concurrency (simultaneous events), and workload. In addition, this analysis would include temporal analysis
of requests for services by month, week, and time of day to identify any gaps in performance or challenges to provide
commensurate services regardless of the timeframe.
A community risk assessment will be completed that evaluates risk from two perspectives. First, is the historical risk
based on community driven requests for service. This will be informed from the quantitative data analysis described
above. Each call type will be evaluated individually (fire, EMS, hazmat, technical rescue). The second lens is prospective
risk. Prospective risk is identified as the potential of risk. Typically, this is completed through the development of risk
matrices to evaluate occupancy level risks (typically commercial structures and high density residential). Finally, these
two risk evaluations will be blended to create a community wide risk rating structure for each station area to best align
resource allocation to risk.
The development of the Standards of Cover will be the culmination of all-hazard risk profiles that include historical and
prospective risk in combination with environmental, topographical, geographical, natural, transportation, aviation,
hazardous materials, and health risks that will inform the ultimate recommendations on the appropriate allocation of
resources to ensure the deployment plans meet expectations for service.
The development of expectations for service is an important part of this project that will be informed from the
quantitative analyses, risk analyses, and GIS simulation and modeling. Alternatives with varying performance windows
will be communicated to the City(s) and Department(s) to help make an informed decision on the desired performance.
All alternatives will be compared and contrasted with the national recommendations from NFPA, WSRB, Commission on
Fire Accreditation International (CFAI) and current evidenced based research. This will include any mandated
requirements from the state, region, or local governing bodies.
A review of budget and capital outlays will be seamlessly integrated with the development of potential alternatives for
expected service levels and/or changes to the status quo deployment. In this manner, both current and future
projections will be evaluated to ensure fiscal sustainability.
At the client’s discretion, following the CFAI requirements, community engagement would be necessary to ensure that
there is congruence between the Department’s desire to provide exemplary service and the community’s expectations
of services. This may have been completed in conjunction with the community input during the strategic planning
process. However, any community engagement activities or decisions will be at the Client’s discretion.
CONSULTING SERVICES PROPOSAL –FIRE RFP 23-001
KENNEWICK-PASCO-RICHLAND,WA
PAGE 24
All elements identified in the RFP’s Scope of Work section will be completed while following the rigor of the CFAI model
for the development of a Standards of Cover and Community Risk Assessment. However, the Clients will have the
opportunity to specifically select either the Tualatin Valley SOC format or FITCH’s SOC format. We have reviewed the
TVFR SOC and are committed to follow the format if desired.
It is understood that all work products will include individualized assessments of each of the participating agencies and
all observations, recommendations, alternatives, and implementation strategies will be aligned to the individual agency.
Ultimately, each of the individual assessments will be seamlessly integrated into a final aggregated report for the
participating agencies.
PROJECT MANAGEMENT AND INTERACTION WITH CITIES AND DEPARTMENTS
Our project management is a disciplined and structured process. Key activities are clearly outlined and logically
organized to produce specific deliverables within the defined period of time. We will review our progress against the
work plan on a regular basis to ensure that we are progressing according to plan. Any deviations will be flagged
immediately, and appropriate action taken, through discussion with you, to address issues.
As designed, this project will be transparent and highly collaborative. It is essential to the FITCH team that the key
stakeholders have sufficient opportunity for input and guidance throughout the project. This proposal is assuming a
kick-off meeting with the Cities’ and Departments’ leadership. As proposed, the FITCH team will conduct a minimum of
three onsite visits including a formal presentation of the findings and at least one public input meeting, for each agency
if desired). At a minimum, the FITCH team will meet with elected officials, fire department administration, and identified
key stakeholders.
We make every effort to respond to communications within the same day, but if unable to do so, we will return
communications with 24 hours. All of these activities and control measures ensure that we complete projects on time
and within budget.
SERVICE AVAILABILITY
FITCH does not allow our consultants to work more than three projects at a time. In addition, if the projects are large or
complex, we may limit the consultants’ commitments accordingly. As a client centric and high-engagement consulting
firm, we ensure that the resources and personnel dedicated to the project have ample time and availability to
accomplish all goals and tasks as designed.
CONSULTING SERVICES PROPOSAL –FIRE RFP 23-001
KENNEWICK-PASCO-RICHLAND,WA
PAGE 25
Additionally, as a client centric firm, we routinely work outside of “traditional” working hours to accommodate
differences in time zones, public engagement and publicly noticed meetings, as well as travel. In other words, we will
accommodate the schedules that best meet our clients’ needs.
PROJECT OBJECTIVITY AND NEUTRALITY
The FITCH team has broad-based expertise that naturally blends the competing demands for efficiency and system
design in an objective and neutral manner. By design, the firm utilizes a data and research-based foundation, coupled
with inner rater reliability procedures, that controls for the naturally occurring biases. Our firm has extensive experience
in high-performance system design and efficiency in the use of human and physical resources. Finally, FITCH brings
nearly 150 years of direct fire/EMS service system leadership and management experience to this project that serves to
balance the “do more with less” movement with realistic and highly implementable solutions for long-term
sustainability while maintaining high quality services.
AREAS OF CONCERN AND VARIABLE STAKEHOLDER INTERESTS
As a high-engagement and transparent consultancy, there are times that the various stakeholder groups may have
competing interests. FITCH has extensive experience navigating the political and stakeholder environments to find
implementable solutions. We spend considerable effort attempting to ensure and/or create commonality of purpose
within these consultancies. Finally, as discussed previously, the advantage of utilizing an objective data-driven process
serves to establish a common understanding and discussion around the “facts” first and education and transparent
discussions may serve to limit the variability of interests.
There is not a specific area of concern, but rather a typical observation for project planning and timelines. As a data-
driven process, the timeline doesn’t materially begin until the FITCH team receives usable data that was requested at
contract execution. In other words, any delays that may arise are typically due to the delay in receiving the necessary
raw data to begin.
PROJECT INITIATION, KICKOFF, AND ACQUISITION AND REVIEW OF BACKGROUND INFORMATION
The first step in the process is to conduct a kick-off meeting to finalize the work plan and timeline and is paramount to a
successful study and the ability of FITCH to maximize the effectiveness of its work teams. At the kick-off meeting an
overview to the approach of the project will be provided to stakeholders. Any final logistical issues will be resolved
during this phase. It is in this phase that key representatives will review and prioritize items outlined in the RFP and
provide an opportunity to refine any specific objectives related to each service area or objective.
CONSULTING SERVICES PROPOSAL –FIRE RFP 23-001
KENNEWICK-PASCO-RICHLAND,WA
PAGE 26
During the project initiation and/or first on-site visit, structured interviews will be scheduled with the following key
stakeholders:
Elected Officials
City Administrations
Fire Chiefs
Department Leadership Teams
Labor Executive Boards (If appropriate)
Concurrently, FITCH will submit an Information Data Request (IDR) that the Department will typically complete within
14 to 30 days of project initiation.
Item I: Community Overview
Within a risk-based schema, the first step in an analysis is to understand the individual or specific aspects to the
Departments and their respective jurisdictions. Therefore, a description of the community served by Department will be
completed. Elements included in the community description may include:
Legal Basis
Governance and Lines of Authority
Brief History of the Agency
Organizational Design
Financial Basis, including Operating Budget, Funding, Fees, and Taxation
Economy
Land use
Geography
Topography
Climate
Transportation networks
Population
Demographic Features
Disaster Potential
Fire station locations (current and planned)
Current and planned emergency response zones
Socioeconomic and demographic information will be provided at the municipal level and then later partitioned for
each planning zone within each of the municipal response areas as part of the risk assessment. Socioeconomic and
demographic variables may include the following typical examples: population density, household density, population
CONSULTING SERVICES PROPOSAL –FIRE RFP 23-001
KENNEWICK-PASCO-RICHLAND,WA
PAGE 27
changes, age, race/ethnicity, languages spoken, education level, household income, home values, unemployment,
homeownership versus rentals, vacancy rates, and age of building stock.
Item II: Terminology
It is understood that as a public facing document, a framework for understanding and defining fire/EMS specific
terminology is a necessary element that will be included in the final product. For the sake of brevity, FITCH is committed
to provide the definitions and descriptions for each of the items listed within the RFP as well as any additional
terminology that may be introduced.
Item III: Services and Deployment
The next step is to review the services that are provided within the existing deployment model and the associated
baseline performance for the Department and mutual/automatic aid agencies. All of the currently provided service
delivery programs will be evaluated in an effort to establish the current deployment strategy and to identify the current
baseline performance. The deployment related service delivery programs to be evaluated include:
Fire Suppression
Rescue
Emergency Medical Services
Hazardous Materials
Specialized Services such as Technical Rescue, Swift-Water Rescue, Marine Rescue & Firefighting, Dive Rescue,
and Wildland Firefighting (as appropriate)
In addition, the current deployment strategy(s) will be identified and described with regards to the number of fire and
EMS stations (current and proposed), response territories or demand zones, and apparatus quantity and type. Similarly,
the current staffing strategies will be identified and described including the organizational structures, administrative
and support staffs, emergency response staffing, and a brief summary of the Department’s response history.
Item IV: Analysis of Resources and Service Demand
Analyses at the station level will determine the appropriateness of the fire and EMS station locations in relation to the
risk identified and the geographic limitations for travel time. Factors related to the distribution (station locations) such
as geographic size, travel impedance, workload, and risk would be evaluated. Similarly, the station level analyses will
also include elements of concentration such as the numbers of apparatus or personnel required at each level of
distribution necessary to reliably respond to the demands for service. Elements evaluated for concentration may include
the number of risks located in each demand zone or station territory and the capabilities to assemble an effective
CONSULTING SERVICES PROPOSAL –FIRE RFP 23-001
KENNEWICK-PASCO-RICHLAND,WA
PAGE 28
response force by program area. Station level performance and capabilities will be illustrated utilizing GIS and
quantitative analyses presented in tabular form.
In addition to the broad-based description of analyses of resources and service demands, it is understood that specific
analyses are desired for the historical incident demographics, that may include temporal traffic assessments. Specific
assessments will also include the operational staffing levels and the distribution of resources; administration and
support staffing; and a correlation between increased demand for services since 2015 and the respective staffing levels.
Item V: Unit Hour Utilization (UHU)
The overall assessment utilizes a system of measures to understand how to best manage changes in a dynamic
environment. For example, the system of measures may include response times, desired outcomes, reliability,
simultaneity, and workload. However, the Unit Hour Utilization (UHU) accounts for the “people” part of the delivery
model to ensure that the employees’ workload is well managed to reduce clinical errors, driving errors, and the impacts
of fatigue and sleep deprivation.
Therefore, the UHU will be calculated as the totality of all time on task by unit type and deployment schedule.
Recommendations will be supported by quantitative analyses.
Item VI: Effective Response Force (ERF)
As part of the risk assessment process, incident types will be classified and categorized by program area and risk level.
An exercise with the client representatives will be completed to validate and/or establish new resource allocation
strategies based on the critical tasking that is developed. In other words, the critical tasking exercise will define what
critical tasks need to be accomplished to mitigate said risk category and classification; i.e. fire suppression – high risk.
As a facilitated event, a collaborative approach will be utilized to challenge and/or validate current resource allocation
decisions to various call types and levels of risk. Risk may increase or decrease the associated resource allocation based
on the critical tasks required to mitigate the event.
Finally, once the desired critical tasking establishes the needed effective response force (ERF), then the historical
performance will be measured utilizing quantitative data as well as Geographic Information Systems (GIS) to describe
what fractal performance can be achieved through each of the communities and as a region. A similar assessment will
be provided for any proposed changes to the staffing or deployment in an effort to quantify the relative impact and
return on investment.
CONSULTING SERVICES PROPOSAL –FIRE RFP 23-001
KENNEWICK-PASCO-RICHLAND,WA
PAGE 29
It is understood that this part of the assessment may include multiple variables such as a more robust distribution of
stations or resources, greater concentration of resources, greater concentration of per unit staffing, and alternative
apparatus types.
All ERF analyses will be completed at the following levels: region (all three cities), individual agency, and each first due
response area.
Item VII: Community Risk Analysis / Assessment
FITCH utilizes two perspectives to evaluate community risks. One is the retrospective or historical community demand.
As a continuation of the distribution and location of calls sorted by call type (severity) from the previous section, we will
complete the review of historical demand and sort by station response area by each call type/severity.
In addition, we can utilize a prospective view to evaluate community risks. Utilizing available data from WSRB or internal
RMS data, we will create a risk matrix that will categorize risks as low, moderate, high, or maximum/special risks. This
information will be utilized at the occupancy level for the commercial properties within the jurisdiction. The
Department will participate in the development of the risk matrices utilized; the following are only examples. An
example of an occupancy level risk matrix is provided below.
The combination of the prospective risk as defined (in this example) will generate risks that are mapped by station
demand zone and quantitatively analyzed within the context of a station level risk matrix. An example of a station level
risk matrix that incorporates both the historical demand (risk) and the prospective (potential) risk is utilized to determine
the appropriate balance between the distribution and concentration of needed resources and is provided below.
CONSULTING SERVICES PROPOSAL –FIRE RFP 23-001
KENNEWICK-PASCO-RICHLAND,WA
PAGE 30
While occupancy level data is primarily used for fire protection, ultimately, all of the types of risk (fire, EMS, Hazmat,
Rescue) will be categorized utilizing a probability/consequence matrix to best determine the appropriate number of
resources and staffing to respond to or mitigate risks. This is utilized to ensure that there is appropriate balance between
preparedness or readiness, for the delivery system and the actual historical demand. An example of the two-dimensional
probability/consequence matrix is provided below.
However, a more robust three-dimensional model will also be utilized to also account for the Department’s capabilities
as the best balance is posited in a balance between potential risk, historical risk probability, and department
capabilities. An example of a station level risk profile is provided.
CONSULTING SERVICES PROPOSAL –FIRE RFP 23-001
KENNEWICK-PASCO-RICHLAND,WA
PAGE 31
An example of the per station, or demand zone, risk matrix is provided below.
Finally, an evaluation of land use plans, annexation plans, and anticipated changes in community demographics,
socioeconomic status, or population will be considered in determining the most appropriate allocation of resources to
best meet the unique community profile.
CONSULTING SERVICES PROPOSAL –FIRE RFP 23-001
KENNEWICK-PASCO-RICHLAND,WA
PAGE 32
While the previous description is a high-level review of the general risk assessment process, and generally would cover
any of the requested review items in the RFP, the following section provides specific response to each of the items
identified in the RFP scope of work.
A: CONDUCT AN ANALYSIS OF THE COMMUNITY FIRE PROTECTION RISKS
Previously identified population growth projections, land use impacts, occupancy level fire flow for moderate, high, and
maximum (target hazard) risks will be identified, scored, and displayed visually with GIS mapping at the regional level,
agency level, and the individual fire station first response zone level.
B: USE LOCAL PLANNING/ZONING DATA IN CONJUNCTION WITH AVAILABLE GIS DATA TO EVALUATE
THE PHYSICAL RISKS OF THE COMMUNITY
Local planning and zoning data will be utilized to evaluate risks in each agency and fire station planning area. The client
will work with the consultant team to help identify which risks and types of information have the most value to the
agencies. Analyses will also take into consideration area geographies, barriers, elevation, open spaces, wildland urban
interfaces, transportation networks, and any other potential impedances to travel. Finally, as previously noted, the
individual physical assets, including target hazards, will be evaluated and scored, visualized with GIS mapping, and
calculated in the overall risk scoring matrices of each first due station areas.
C: REVIEW AND ANALYZE THE FOLLOWING SPECIAL RISK CATEGORIES
Each program areas will receive an evaluation of risk based on occupancies and/or historical call volume at the agency
and first due fire station zones. Typical program areas would include fire suppression, emergency medical services, and
specialty programs such as hazardous materials, technical rescue, water rescue, wildland, aviation, etc.
D: PROVIDE AN INTERPRETATION OF AVAILABLE CENSUS AND COMMUNITY DEVELOPMENT DATA
Client provided data (described under item VII:D in the RFP) that can be apportioned to the GIS geographic layers will be
utilized to describe risks at the agency level and the first due station areas. In addition, the aforementioned
socioeconomic and demographic variables can be apportioned to the agency and the first due response areas. The
FITCH team can populate any of the census information to the agency jurisdiction as well as to any of the individual first
due station areas (shape files) provided by the clients. The definition of the risk matrices will be developed in transparent
collaboration with the client based on priorities and availability.
CONSULTING SERVICES PROPOSAL –FIRE RFP 23-001
KENNEWICK-PASCO-RICHLAND,WA
PAGE 33
E: PREPARE A DEMAND STUDY WITH GEOGRAPHICAL DISPLAYS
Service demand risk will be evaluated by concentration and distribution by region, agency, and first due response areas.
This will be visualized by each program area (fire, EMS, hazmat, rescue, etc.). In addition, quantitative analyses will be
completed that measure service demands by program area and temporal distribution at the regional, agency, and first
due areas.
F: PROVIDE A MATRIX ANALYSIS SHOWING COMMON AND PREDICTABLE RISK TYPES BY CITY
As previously described risks may be visualized at the regional, agency (city), and first due fire station levels. This will
provide a robust understanding of the risks at each geographic level.
G: PROVIDE A MATRIX ANALYSIS IDENTIFYING POTENTIAL STAFFING AND RESOURCES NEEDED
This will be seamlessly integrated with analyses from the ERF section. As proposed, all of the critical tasking, ERF
performance, and desired ERF performance will be modeled and evaluated. Gap analyses may result in
recommendations for adjustments to the distribution of stations or resources, greater concentration of resources,
greater concentration of per unit staffing, and alternative apparatus types.
All analyses will be completed at the following levels: region (all three cities), individual agency, and each first due
response area.
H: EVALUATE AND IDENTIFY REALISTIC TIME STANDARDS
A key component to exploring options or alternatives is to establish the desired service levels for both initial arrival
Distribution) and the effective response force (Concentration) for each risk type. This part of the process will incorporate
several elements from both internal and external stakeholder feedback to establish expectations for service as well as a
brief review of the available evidenced-based research related to response times.
Several alternatives will be provided and articulated in such a manner that policy can be transparently adopted with the
specific costs associated with the associated desired performance. For example, the financial impact will be provided
comparing incremental adjustments to performance for both quicker responses as well as a more measured response.
The impact to costs is significant and grows exponentially with the size of the system.
In addition, this type of analysis will be provided at the apparatus level, including per unit staffing. We will demonstrate
the total cost for each apparatus and the corresponding marginal utility or contribution each apparatus provides to the
success of the overall system.
CONSULTING SERVICES PROPOSAL –FIRE RFP 23-001
KENNEWICK-PASCO-RICHLAND,WA
PAGE 34
Finally, current and/or desired service levels will be compared with recommendations from the National Fire Protection
Association (NFPA), the Commission on Fire Accreditation International (CFAI), and the Washington Survey and Rating
Bureau (WSRB).
The process will provide the clients with sufficient data to establish desired service levels. All subsequent solutions and
alternatives will be in relation to the gap between current and desired performance, if applicable.
Item VIII: Historical Review of Emergency Service Performance
The analysis for this part of the scope of work is a continuation of previous quantitative work for the station locations
and response areas as well as the GIS analysis of the location of historical incidents. Therefore, in addition to the
previously presented tabular data, all incidents will be geocoded in GIS to generate heat maps. Each major call type will
receive a specific analysis (fire, EMS, hazmat, technical rescue, etc.).
In summary, the following elements will be evaluated while completing the review of 5-years of historical system
performance for the Department and all mutual/automatic aid responses given or received:
Number of calls
Call frequency
o Time of day
o Day of week
o Month of year
Call type (Historical Study)
o Fire
o Ems
o Hazmat
o Tech Rescue
Elements of Time (includes transfer times if
available)
o Dispatch time (includes all process
elements)
o Turnout time
o Travel time
o Total response time
Performance and System Resiliency
o Unit performance
o Station performance
o System performance
o Reliability / Concurrent Calls (System
Resiliency and Capacity Study)
o Workload
o Call duration
o Unit Utilization
o Workload Distribution at Unit and Station
levels (Workload Study)
Deployment Modeling
o Effective Response Force (ERF)
performance and capabilities (Critical
Tasking Study)
o Staffing
o Distribution of Resources (Distribution
Study)
o Concentration of Resources
Concentration Study)
o Automatic and Mutual Aid Capabilities
Capacity Study)
Historical Temporal Traffic Performance
Effectiveness / Outcome Measures
o Call Type
o Program Area
CONSULTING SERVICES PROPOSAL –FIRE RFP 23-001
KENNEWICK-PASCO-RICHLAND,WA
PAGE 35
Item IX: Performance Objectives and Measures
The adoptions of performance objectives were previous discussed. However, it is understood that part of the process
will include ensuring that the measurement requirements set forth in the Revised code of Washington (RCW), Title 35,
Chapter 35.103.
Item X: Compliance Methodology
FITCH will work with the Departments’ management teams to develop methodologies that will allow the Departments
to continually measure future performance. This may include enhanced technologies, the assignment of oversight,
schedules, planning, review requirements, and adopted metrics. This will be a seamless construct from the previous
work in this project and adopted service levels.
Part of the discussion will be to evaluate if each department will elect distinctive performance objectives by community,
or if there is a mutual benefit to a commensurate set of performance objectives and methodology that can be employed
from the regional lens.
It is understood that at this stage, a compliance methodology will include adherences to all state and local reporting
requirements that is consistent across the three agencies. At a minimum, the system of measures for compliance will
include the following:
Turnout time
Response time of first arriving unit by incident types specified in RCW 35.103
Response time for ERF for incident types specified in RCW 35.103
Unit hour utilization
Other recommended critical performance measurements
Discussion for introducing outcome measures
Item XI: Evaluation, Conclusions, and Recommendations
This objective data-driven and risk-based process will naturally provide for an overall evaluation of the participating
agencies’ staffing, deployment, risk to resource allocation, station locations, and performance. As a highly transparent
process, implementable solutions and recommendations, or validation of current practices, will be provided when and
where appropriate.
CONSULTING SERVICES PROPOSAL –FIRE RFP 23-001
KENNEWICK-PASCO-RICHLAND,WA
PAGE 36
It is understood that all of the specific deliverables identified in the RFP Appendix A – Section XI – Evaluation,
Conclusions, and Recommendations will be completed. The following narrative provides a high-level response to each
request.
A. DEVELOP AND ANALYZE VARIOUS OPTIMIZED OPERATIONAL MODELS
Alternatives and recommendations will be provided for all opportunities for improved services and/or maximized
efficiencies within the adopted envelope for desired performance. All previous work will seamlessly inform this
deliverable. All alternatives will be transparently discussed, and we will provide the client an opportunity to prioritize
alternatives.
B. PROVIDE RECOMMENDATIONS IDENTIFYING LONG-RANGE STRATEGIES
Recommendations will be stratified as short, mid, and long-term strategies. Where appropriate, substantive alternatives
or recommendations will be accompanied by the pros/cons of implementation, expected benefits, costs, potential
sources of revenue, and high-level implementation strategies.
C. IDENTIFY TRIGGER-POINTS SIGNALING THE NEED FOR ENHANCEMENTS
Consistent with previous responses, all substantive alternatives and recommendations will be stratified by short, mid,
and long-range goals. Alternatives and recommendations are anchored in a highly transparent set of foundational data
points so that all recommendations can be easily validated and justified. As requested, specific recommendations
should include the following:
Deployment benchmarks for high and low acuity calls
Specific trigger points for UHU and workload
Outcomes to be achieved from operational and administrative enhancements
Potential challenges of enhancements (pros/cons, costs, cultural impacts, political acumen, etc.)
D. EVALUATE AND ASSESS ORGANIZATIONAL STRUCTURES AND ADMINISTRATIVE CAPACITIES
A review of the administrative structures, reporting relationships, workflow, and capacity will be completed for the
Administration, Fire Prevention/Community Risk Reduction, Training, and EMS divisions. Structured interviews and on-
site direct observations will be utilized to quantify the work demands and processes as well as the more qualitative
aspect of organizational perspectives and cultures that may enhance or threaten efficiencies. Finally, a comparison of
each departments’ organizational structures and staffing will be conducted with comparator departments, national best
practices, and FITCH’s nearly 40 years of consulting experience.
CONSULTING SERVICES PROPOSAL –FIRE RFP 23-001
KENNEWICK-PASCO-RICHLAND,WA
PAGE 37
Item XII: Written Draft Report
As designed, the project will have incremental milestones where the City(s)/Department(s) will have an opportunity to
validate and provide feedback on results. For example, after the draft data report, and the geospatial and temporal
analyses the clients will be informally presented the material. Therefore, approximately 90% of the final draft report will
have been reviewed and validated by the staff prior to completion.
The project is designed to be facilitative and highly collaborative between the FITCH team and the Department’s staffs.
The draft report will be provided for further validation, feedback, and discussion prior to finalizing the draft report.
The final draft report will include the following elements, with detailed information and supporting materials as well as
clearly designated recommendations that are highlighted for easy reference:
Executive Summary
Detailed Narrative SOC and Community Risk Assessment
o Easily Consumed by Civilians, Lay-Public, and Uniform Staff Members
Appendices and Supporting Information
o Quantitative Data Report – Technical Supporting Document
o GIS Analyses Report – Technical Supporting Document
o Risk Assessment – Technical Supporting Document
Item XIII: Final Standards of Cover Assessment Document
Once the feedback from the draft review has been incorporated into the revised final report, a formal presentation of the
report will be provided to the City Administrations, Fire Departments, elected officials, and/or the general public as
desired. It is understood that 35-bound publication-quality copies are to be provided to each city, for a total of 105
documents. As a highly transparent process, there will be ample time to ask questions and all materials, presentations,
and supporting documents will be provided.
In addition to the bound copies, each department will receive digital copies of the report.
CONSULTING SERVICES PROPOSAL –FIRE RFP 23-001
KENNEWICK-PASCO-RICHLAND,WA
PAGE 38
Scope of Work – EMS Study
Our industry-specific framework incorporates a snapshot of major areas of inquiry, including clinical care, operational
performance analysis, fiscal analysis, regulatory/legal environment examination, community issues, and system
structure issues. The framework acknowledges that state, regional, and local government entities; public safety
agencies; medical facilities; physicians; nurses; paramedics; EMTs, volunteers, fire fighters; insurers; taxpayers; and
many others must work together to provide the highest possible level of quality and deliver good value within available
resources.
The EMS assessment process is a structured, deliberate, and objective method that has been successfully utilized in
multiple jurisdictions and with various system models. The following describes why FITCH is best suited to tackle the
objectives requested.
Figure 2 - EMS System Assessment Methodology
It is understood that the participating agencies are interested in determining the most effective, efficient, and
sustainable EMS deployment and response system for each of the three cities (Kennewick, Pasco, Richland). The current
EMS system has been established for over 30 years, and the agencies would like to explore opportunities for
improvement and modernization, where appropriate.
PROVIDE OVERVIEW OF THE EMS FIRST RESPONSE AND TRANSPORT DELIVERY SYSTEM
An evaluation of the EMS delivery system will be completed. The majority of the operational and response data will have
been completed during the SOC process.
Engage
Stakeholders from the participating agencies and key stakeholders in the health system
Profile
The system, its performance requirements, and administrative procedures, to understand the
communications, EMS, first response, and healthcare environment
Evaluate
The contextualized alternatives of service delivery and identify existing efficiencies within the
EMS service delivery model
CONSULTING SERVICES PROPOSAL –FIRE RFP 23-001
KENNEWICK-PASCO-RICHLAND,WA
PAGE 39
EVALUATE THE CURRENT DISPATCH CODES/PRIORITY CATEGORIZATION
This part of the evaluation will describe the current call prioritization process that is utilized. A process map will be
provided. In addition, a gap analysis will be completed between current state, national recommendations, and best
practices.
In addition, if the data will support a more robust analysis, a correlation between priority dispatch determinant and the
initial and final field impression can be completed. However, in other systems, the data usually points to QA/QI issues
on ePCR reporting more than getting a truer picture of the variability between what dispatch identified as the problem
and the clinicians’ field impressions.
ANALYZE THE HISTORICAL MAKE-UP OF THE EMS CALLS WITHIN EACH OF THE AGENCIES
Analysis will stratify EMS incidents by Basic Life Support (BLS) and Advanced Life Support (ALS) across the entire region
and for each agency. Data will be stratified by the call triage process initially and can utilize other reporting mechanisms
to establish the distinction between BLS and ALS.
ANALYZE CURRENT RESPONSE TIME GOALS BY AGENCY
Historical performance will be evaluated during the SOC/CRA process at the region, agency, and first due areas by
program. A gap analysis will be completed between current performance, current adopted performance, and desired
performance developed in the SOC/CRA process regarding performance objectives and/or outcomes.
Consistent with previous sections regarding performance objectives and response standards, recommendations will be
provided with respect to national, state, and local requirements, national recommendations, best practices, FITCH’s
experience, and the body of evidenced based research exploring the relationship between response time and clinical
outcomes.
IDENTIFICATION OF THE PAYER MIX IN EACH OF THE THREE MUNICIPALITIES
The current billing companies can provide the historical payer mix. The FITCH team will evaluate the billing history,
transport volumes, master rates, and the gap between our calculations of expected revenues. These calculations will be
utilized to evaluate the potential revenue associated with any alternative system designs.
COMPARISON OF REVENUE SOURCES FOR EACH OF THE THREE MUNICIPALITIES
Similar to the previous explanation, all revenues will be calculated at the agency level and then at the regional level if
the agencies are desirous of a more collaborative EMS model. In addition to the payer mixes and expected collections,
CONSULTING SERVICES PROPOSAL –FIRE RFP 23-001
KENNEWICK-PASCO-RICHLAND,WA
PAGE 40
the utility fund rate will be evaluated, including potential new growth. Finally, an assessment of the Ground Emergency
Medical Transport Program (GEMT) will be completed. Once again, the totality of available revenues will be utilized to
calculate actual net costs for any alternative system designs or enhancements.
RECOMMENDATIONS ON THE EMS MODELS THAT THE AGENCIES COULD IMPLEMENT
Alternative EMS models will be evaluated and presented to the client for consideration. In keeping with the primary
objectives of the study, all alternatives would be to increase effectiveness, efficiency, costs, and long-term sustainability
in a dynamic EMS environment.
All alternatives will be presented with the following accompaniments:
Benefits and challenges of implementation
Recommendations on potential funding and/or cost sharing that would support the alternatives
Estimated costs and revenue impacts associated with implementation
Strategies for successful implementation that may include considerations for employee culture, workload,
collective bargaining, and the political and economic environment
CONSULTING SERVICES PROPOSAL –FIRE RFP 23-001
KENNEWICK-PASCO-RICHLAND,WA
PAGE 41
CUSTOMER RESPONSIBILITIES
The project design is for the FITCH team to provide the heavy lifting during the completion of the scope of work.
However, the cities would be responsible for providing background information for the following items. This list may be
expanded or contracted based on specific client needs and expectations at project kickoff. Therefore, the following list
is intended to indicative of the typical types of data points that our clients are able to either provide or facilitate an
introduction to the responsible parties.
Identified Department Resources
As a data-driven analysis, the following sources of information have been pre-identified.
Department RMS Data
o Department Incident Reporting RMS
o Department Patient Care Reports (if
separate)
o Department Inspection/Permitting
Records
o Department Pre-fire Planning Records
Public Safety Answering Point (PSAP)
o Five Years of Raw CAD Data
Economic Development / Planning
o Identified Planning Areas
o Projected Growth
o Anticipated Annexations
o Zoning
Facilities and Apparatus
o Access and Observation
o RMS or Database with maintenance
records
o Replacement Schedules
Fiscal Services
o Agency Budgets
o Capital Improvement Plans
o Revenue and Taxing Information
o Grants - Current or Anticipated
Agency/Department GIS
o Station Territories (Shape files)
o Agency Boundaries
o Major Transportation
o Critical Infrastructures
o Growth Boundaries
o Water Distribution
Agency/Department Human Resources
o Payroll
o Staffing
o Scheduling
Miscellaneous Documents
o Automatic/Mutual Aid Agreements
o Contractual Documents for External
Services
o Department Policies and Procedures
CONSULTING SERVICES PROPOSAL –FIRE RFP 23-001
KENNEWICK-PASCO-RICHLAND,WA
PAGE 42
Finally, as proposed this project will require three on-site visits with the Department and staff. During these visits, access
to staff for structured interviews and facilities for direct observation will be necessary as well as continued dialogue for
clarification of information, review and approval of draft materials, and decision making on prioritization of alternatives.
Once the Cities/Department provide the base requested data, the only investment from the city staffs would be review
of draft materials and the coordination of meeting spaces. If the participating agencies are requesting community input,
then there would be some city driven interaction to facilitate the logistics, coordination, invitations, hosting digital
surveys, etc.
After the initial data requests, is our estimate that each agency would have a total of 40 hours of effort over the six month
study period.
CONSULTING SERVICES PROPOSAL –FIRE RFP 23-001
KENNEWICK-PASCO-RICHLAND,WA
PAGE 43
PROPOSED PROJECT COST
As proposed, this project will be a fixed cost, not to exceed, price of $179,525 including all travel and expenses. This
proposal encompasses the development and completion of a Community Risk Assessment, Standards of Cover and
EMS Deployment Study includes a minimum of three on-site visits that will include structured interviews, direct
observations, and onsite final presentations. This fixed-cost pricing is inclusive of this proposal response and all scope
items identified in the RFP.
The following describes the professional services fee for each area of the assessment.
Project Activity Professional fee
Professional Services – Community Risk Assessment and Standards of Cover $149,500
Professional Services – EMS Deployment Assessment $22,000
Travel and Expenses Included
Printing and Binding for 105 Documents estimated at 400 pages each – (Office Max) $8,025
Total Fixed Cost – Not to Exceed Value $179,525
As a fixed cost price agreement, FITCH holds the liability of completing all elements of the RFP and this proposal and
insulates the Cities/Departments from additional costs for within scope items. All consultants are billed at our blended
rate of $200 / hour.
There are no ongoing or recurring costs, software costs, or software maintenance costs.
At the Client’s sole discretion, additional services, or implementation services can be accomplished at either $275/hour
for individual hourly requests or mutually agree to amend the contract for another fixed cost amount.
Finally, a high-level estimate of consulting hours and assigned consultants are provided below. FITCH does not utilize
any sub-consultants.
CONSULTING SERVICES PROPOSAL –FIRE RFP 23-001
KENNEWICK-PASCO-RICHLAND,WA
PAGE 44
Project Activity Consultants Approximate Hours Costs
Standards of Cover ~747.5 $149,500
Community Risk Assessment Dauer, Sturgeon,
Clinton, Sunderman
120 ~$24,000
Quantitative Data Analysis Knight, Johnson,
Erickson
247.5 ~$49,500
GIS Analysis McGrath ~80 ~$16,000
SOC Development and Delivery Knight, Dauer,
Sturgeon, Clinton,
Sunderman
300 ~$60,000
EMS Deployment Assessment ~110 $22,000
System and Priority Dispatch Review Moore ~40 ~$8,000
Quantitative Data Analysis Johnson ~0 Included
GIS Analysis McGrath ~0 Included
Financial Forecasting – Revenue and
Expenditures
Erickson and Moore ~40 ~$8,000
Executive Summary Development and Delivery Knight and Moore ~30 ~$6,000
Bound Publication Quality Reports (105) N/A $8,025
Final Presentations Knight
Moore
Included
All Inclusive Project Total ~857.5 $179,525
CONSULTING SERVICES PROPOSAL –FIRE RFP 23-001
KENNEWICK-PASCO-RICHLAND,WA
PROJECT SCHEDULE
The process identified in the previous sections will yield the desired results for this project. The proposed scope of work demonstrates that the consultant
understands the desired outcomes and has proposed objectives and tasks to achieve that outcome.
Scope of Work Elements February
2023
March
2023
April
2023
May
2023
June
2023
July
2023
August
2023
Community Risk Assessment and Standards of Cover
Kick-Off Meeting, Refine Work Plan and Scope, and Meet with
Stakeholders
Item I: Community Overview
Item II: Terminology
Item III: Services and Deployment
Item IV: Analysis of Resources and Service Demands
Item V: Unit Hour Utilization
Item VI: Effective Response Force
Item VII: Community Risk Analysis / Assessment
Item VIII: Historical Review of Emergency Service Performance
Item X: Compliance Methodology
Item XI: Evaluation, Conclusions, and Recommendations
Item XII: Written Draft Report
Item XIII: Final Standards of Cover Report
EMS Deployment Assessment
Overview of EMS First Response and Transport Delivery System
Evaluate the Current Dispatch Codes / Priority Categorization
CONSULTING SERVICES PROPOSAL –FIRE RFP 23-001
KENNEWICK-PASCO-RICHLAND,WA
PAGE 46
Scope of Work Elements February
2023
March
2023
April
2023
May
2023
June
2023
July
2023
August
2023
Analyze the Historical Make-up of Calls within Each Agency
Analyze the Current Response Time Goals by Agency
Identification of the Payer Mix by Agency
Comparison of Revenue Sources by Agency
Recommendations for Implementable Alternative EMS System Designs
Draft Executive Summary Style Report
Final Executive Summary Style Report
Project Deliverables
Comprehensive Quantitative Date Report – Each Agency and Regional
Comprehensive GIS Report – Each Agency and Regional
Risk Assessment Report – Agency Level and Station Demand Zone
Draft Standards of Cover Document
Draft EMS Deployment Assessment
Final Documents
Presentation to Each Agency TBD
Proposed Onsite Visits #1 #2 #3 #4
The proposed timelines are predicated, or begin, once we receive usable supporting data as requested at project kickoff. In addition, virtual meetings will
be utilized bi-weekly for project updates.
ATTACHMENT A
Curriculum Vitae/
Resumes
Steven G. Knight PhD Page 1
Steven G. Knight, PhD. 2901Williamsburg Terr, Ste G
Partner, Fitch & Associates Platte City, Missouri 64079
SUMMARY Dr. Knight has nearly 25 years of experience and recently retired as the Assistant Fire/EMS Chief for the
City of St. Petersburg, Florida. He is a subject matter expert for both the National Fire Academy and the
Center for Public Safety Excellence. He has also served as a team leader and assessor for the
Commission on Fire Accreditation International and has held multiple faculty appointments in Fire
Science and EMS. Dr. Knight previously served the International City and County Management
Association (ICMA), as the Senior Manager for Fire and EMS.
CAREER 2018-Present Partner
2014-2017 Senior Associate
Fitch & Associates, LLC Platte City, Mo.
Provides consulting and turnkey management services to a wide variety of public safety,
healthcare, government, and business organizations.
Designs and implements programs enhancing effectiveness; improving productivity; and
maximizing potential for organizations and individuals.
1996-2013 Assistant Fire Chief
St. Petersburg Fire & Rescue Florida
Managed metro-sized emergency service agency including fire suppression, fire prevention,
public education, community risk reduction, emergency medical services, training, hazardous
materials, technical rescue, urban search and rescue, marine rescue, emergency management,
and response to natural and man-made disasters.
Managed over 300 employees during a continuous 24/7 deployment with a $45 million dollar
budget.
1992-1996 Firefighter/Paramedic
South Pasadena Fire Department Florida
Responded to requests for emergency service for fire suppression, emergency medical services,
and fire prevention activities.
2008 Subject Matter Expert
National Fire Academy
Planning and Information Management Program
2010-Present Technical Advisor
Center for Public Safety Excellence
Provide consulting services for the accreditation process and assist in the development of agency
specific community-based strategic planning while representing the Center for Public Safety
Excellence.
2005-Present Team Leader/Peer Assessor
Commission on Fire Accreditation International
Steven G. Knight PhD Page 2
Lead accreditation teams on site-visits for candidate agencies and present findings to the
Commission. Participated with the following agencies:
Aurora, Colorado
Salem, Oregon
Charlotte, North Carolina
Plano, Texas
Montgomery County, Maryland
Newport News, Virginia
Anchorage, Alaska
Cobb County, Georgia
Las Vegas, Nevada
Henderson, Nevada
Honolulu, Hawaii
Regina, SK, Canada
Overland Park, KS
2012-2014 Senior Manager, Fire & EMS
International City/County Management Association
Provide project management and consulting services for fire and emergency medical services
St. Louis, MO (Fire/EMS)
Greenville, NC (Fire/EMS)
Johnson City, TN (Fire)
Washington County, TN (EMS)
Mankato, MN (Combination Fire)
Ontario, OR (Combination Fire)
Grants Pass, OR (Fire/Law Enforcement)
East Brunswick, NJ (EMS/Volunteer Fire Districts)
Prescott, AZ (Fire)
Long Beach, NY (Combination Fire/EMS)
1998-2013 Adjunct Instructor – Fire Science and Public Safety Administration Program
St. Petersburg College and State College of Florida
Curriculum development, overall course management, and grading
2006-2007 Program Director – Emergency Medical Services
Manatee Technical Institute
Developed all curriculum, course structure, schedules, faculty hiring and development, and
maintenance of accreditation.
1999-2010 Instructor – Minimum Standards and Continuing Education Training
Pinellas County School Board
Developed syllabi, overall course structure, and administered all grades.
Steven G. Knight PhD Page 3
2013-Present Affiliate Faculty College of Medicine
University of Central Florida College of Medicine
Mentor medical students conducting research in the pre-hospital environment
2013-Present Faculty for Executive Fire Officer Program – USFA/NFA
National Fire Academy
Faculty for Executive Leadership and Executive Development
EDUCATION
University of South Florida, Tampa FL 2012
Ph.D. in Curriculum & Instruction in Adult Education
Cognate in Research and Measurement
Dissertation: “An Examination of Self-Directed Learning Readiness in Executive-Level Fire Officers”
Troy State University, Troy, AL 2000
M.P.A. in Public Administration
4.0 GPA
University of Cincinnati, Cincinnati, OH, 1998
B.S. Fire & Safety Engineering Technology
Summa Cum Laude
AWARDS AND PROFESSIONAL RECOGNITIONS
Outstanding Research Award by the National Fire Academy/United States Fire Administration/Federal
Emergency Management Agency – 2007
Chief Fire Officer Designation (CFO) by the Center for Public Safety Excellence – 2008
Executive Fire Officer Program (EFO) by the National Fire Academy/United Sates Fire
Administration/Federal Emergency Management Agency – 2008
A. Don Manno Award for Excellence in Research by the National Society for Executive Fire Officers -
2007
Fire Office of the Year presented by St. Petersburg Fire & Rescue - 2009
PRESENTATIONS
Setting Organizational Policy: What drives your fire ground, science or tradition?” Presented at the
Firehouse World Expo, San Diego, CA (January 2015)
Fire Department Imagery: What are we selling?” Presented at the Firehouse World Expo, San Diego,
CA (January 2015)
Setting Organizational Policy: What drives your fire ground, science or tradition?” Presented at the
Nevada Fire Chiefs Association’s Reno Fire Show, Reno, NV (October 2014)
Fire Department Imagery: What are we selling?” Presented at the Nevada Fire Chiefs Association’s
Reno Fire Show, Reno, NV (October 2014)
Leading from the Middle” Presented at Nevada Fire Chiefs Association’s Reno Fire Show, Reno, NV
October 2014)
Steven G. Knight PhD Page 4
How the Fire Department Needs to Evolve: Expectations from City/County Government.” Presented at
the Pinnacle Conference, Scottsdale, AZ (July 2014)
Setting Organizational Policy: What drives your fire ground, science or tradition?” Presented at the
Texas Fire Chiefs Association’s Conference, San Antonio, TX (February 2014)
In Search of a Culture of Safety: An Exploration in Decision Making” Presented at the Florida Fire Chiefs
Association’s Fire Rescue East Conference, Dayton Beach, FL (January 2014)
In Search of a Culture of Safety: An Exploration in Decision Making” Presented at the Florida Fire Chiefs
Association’s Health and Safety Conference, Orlando, FL (October 2013)
Leading with Vision and Purpose” Presented at the International Association of Fire Chief’s Fire Rescue
International Conference, Chicago, IL (August 2013)
Setting Organizational Policy: What drives your fire ground, science or tradition?” Presented at the
International Association of Fire Chief’s Fire Rescue International Conference, Chicago, IL (August 2013)
Leading with Vision and Purpose” Presented at the Florida Fire Chief’s Association’s Executive
Development Conference, Key West, FL (July 2013)
Setting Organizational Policy: What drives your fire ground, science or tradition?” Presented at the
Florida Fire Chief’s Association’s Executive Development Conference, Key West, FL (July 2013)
An Examination of Self-Directed Learning Readiness in Executive-Level Fire Officers” Selected to
present at the 2013 International Symposium for Self-Directed Learning, Cocoa Beach, FL (February
2013)
Leading with Vision and Purpose: How does agency and personal accreditation assist us?” Presented at
the Center for Public Safety Excellence’s 2013 Excellence Conference, Henderson, NV (March 2013)
Leading from the Middle” Presented at Fire Rescue East Conference, Daytona Beach, FL (January 2013)
Fireground Tactics: What Does Science Tell Us About Tradition?” Presented at the Florida Fire Chiefs
Associations’ Safety & Health Conference, Orlando, FL (December 2012)
Leading from the Middle: The 360 Degree Accreditation Manager” Presented at the Center for Public
Safety Excellence’s Excellence Conference, Las Vegas, NV (March 2012)
Rank Leadership” Presented at the Florida Fire Chiefs Association’s Executive Development Conference,
Marco Island, FL (July 2011)
Leading from the Middle: The 360 Degree Accreditation Manager” Presented at the Center for Public
Safety Excellence’s Conference, Orlando FL (March 2011)
Help Me, Help Me Not: A Practical Use of the LAP Instrument” Presented at the International Self-
Directed Learning Symposium, Cocoa Beach, FL (February 2010)
Sink or Swim: Is St. Petersburg Fire & Rescue Doing Enough to Prevent Drowning” Presented at the
National Fire Academy EFO Graduate Symposium, Emmitsburg, MD (May 2008)
Socio-Economic and Demographic Factors and the Use of the EMS System” Selected to present at the
American Society of Public Administration’s Southeastern Conference, Atlanta, GA (circa 2003)
RECENT PROFESSIONAL DEVELOPMENT –
ICMA’s “Asking your Police and Fire Chiefs the Right Questions to Get the Right Answers”
Leadership Development Program with the Center for Creative Leadership
Leadership St. Pete
Executive Fire Officer Program with the National Fire Academy
Executive Fire Officer’s Graduate Symposium
Florida Fire Chiefs Association’s Executive Development Conference
Steven G. Knight PhD Page 5
Center for Public Safety Excellence’s Excellence Conference
National Society of Executive Fire Officer’s Polishing the Gold Conference
International Association of Fire Chief’s Fire Rescue International Conference
Florida Fire Chiefs Association’s Health and Safety Conference
Florida Fire Chiefs Association’s Fire Rescue East
COMPUTER PROFICIENCY –
Microsoft Operating System
Microsoft Office Suite: Word, PowerPoint, Excel, Outlook
Learning Management Systems: Blackboard, WebCT, Angel
PASW (previously SPSS) Statistical Software for Social Sciences
Survey monkey survey building tool
MEMBERSHIPS –
America Society of Public Administrators – Council Member for Suncoast Chapter (Emergency
Management, Public Administration, and Research sections)
International Association of Fire Chiefs
National Society of Executive Fire Officers
Florida Fire Chiefs Association
Advisory Board Member for St. Petersburg College’s Emergency Management Program
Florida Association Fire Service Instructors
Florida Fire Chiefs EMS Chief Section
Florida Fire Chiefs Executive Fire Officer Section Regional Representative
Southeastern Association of Fire Chiefs
Pinellas County Emergency Medical Services Advisory Committee
International Association of Fire Fighters
Thomas J. Moore Page 1
Thomas J. Moore 2901Williamsburg Terr, Ste G
Senior Consultant, Fitch & Associates Platte City, Missouri 64079
SUMMARY Demonstrated leader possessing a combination of E.M.S. operations, business, regulatory compliance,
and analytics expertise. Proven history of inspiring the behaviors necessary to optimize the operational
and financial performance of an E.M.S. system.
CORE COMPETENCIES
Stakeholder Relations Strategic Risk Management Business Development
Contraction Negotiations Turnaround Leadership Profit & Loss Management
E.M.S. System Design Project Management Data & Strategic Analysis
CAREER Present Senior Consultant
Fitch & Associates, LLC Platte City, Mo.
Provides consulting and turnkey management services to a wide variety of public safety,
healthcare, government, and business organizations.
Designs and implements programs enhancing effectiveness; improving productivity; and
maximizing potential for organizations and individuals.
2014-2016 Manager of Operations
American Medical Response Georgia
Launched and led the largest 9-1-1 EMS System in Georgia, exceeding $60 Million in total
revenue.
Hired and developed a highly-collaborative, cross functional team of Operations, Human
Resources, Communications, Clinical and Safety and Risk professionals.
Fortified system-design enhancements to optimize efficiency of operations.
Negotiated contract modifications to drive growth, improve on-time performance, and
maximize profitability.
Anticipated changes in levels of care in the current business environment and allocated
resources to ensure timely and effective service delivery.
EBITDA consistently exceeded budget.
Collaborated with Human Resources to manage the recruitment, retention, development and
formal recognition of employees.
2012-2014 Administration Supervisor
American Medical Response Georgia
Improved operational and financial performance and forged a strong relationship with
community and political leaders.
Improved risk management metrics through proactive education and training programs.
Managed an inventory budget of $20 million consisting of fleet, capital assets, and durable
medical supplies.
Provided direction, clarity of expectations, and coaching to operations personnel.
Responsible for continuous quality improvement and process development.
Thomas J. Moore Page 2
Reduced overtime from 16.5% to 4.7%.
Mentored employees and conducted performance evaluations.
2011-2012 Operations Supervisor
American Medical Response Georgia
Coordinated and supervised the actions of all operations staff assigned to the Coweta and Troup
County Emergency Medical Services markets.
Designed, implemented and maintained processes to maximize quality of operations.
Acted as a resource to employees in resolving problems and increasing effectiveness.
Ensure effective, timely and cost-efficient contract administration.
Developed coordinated teamwork between field crews as part of an integrated operation-
clinical performance plan.
Investigated and resolved incoming customer service inquiries from fire departments, hospitals,
nursing staff, and patients.
EDUCATION
The University of Alabama at Birmingham Anticipated 2017
Master of Business Administration
The University of Alabama at Birmingham
Bachelor of Science, Management, Concentration in Business Administration
Southern Union State Community College
Associate in Applied Science, Emergency Medical Services
Micheal D. Despain, MA, EFO, CFO, MIFireE Page 1
Micheal D. Despain, MA, EFO, CFO, MIFireE. 2901Williamsburg Terr, Ste G
Senior Consultant, Fitch & Associates Platte City, Missouri 64079
SUMMARY Chief Despain (ret.) brings over 36 years of fire/EMS experience. He recently retired from full-time work
as Fire Chief for the City of Lincoln (NE) but has contracted back as interim fire chief on a contract basis
for the cities of Rocklin (CA), Lincoln (NE) and currently serving the City of Piedmont (CA). Prior career
experience includes serving as Deputy Chief and Interim Fire Chief for the City of Fresno (CA), and Fire
Chief for the City of Clovis (CA). Chief Despain’s professional experience includes serving as a subject
matter expert for the National Fire Academy, the Center for Public Safety Excellence and the California
State Fire Marshal’s Office in the areas of fire service strategic planning, administration, operations,
community risk reduction, training and safety. He has over nine years of large-incident management
experience with Type 1 Incident Management Teams. He is a former member of the Nebraska Fire
Chiefs Association and the IAFC. He is also a former Board Director for the League of California Cities
and the California Fire Chiefs Association.
PROFESSIONAL EXPERIENCE
2015 – Present Senior Consultant
Fitch & Associates, LLC Platte City, Mo.
Provide consulting and turnkey management services to a wide variety of public safety,
healthcare, government, and business organizations.
Design and implement programs enhancing effectiveness; improving productivity; and
maximizing potential for organizations and individuals.
Serve as an information resource for professional associations
2020 – Present Interim Fire Chief
Various fire agencies
Provide temporary fire chief services on a contract basis
Assist contracted agencies with fire chief recruitment
Apr 2020 to July 2020 - City of Rocklin, CA
July 2020 to Nov 2020 - City of Lincoln, NE
Dec 2020 to present - City of Piedmont, CA
2016 – 2020 Fire Chief
Lincoln Fire & Rescue Lincoln, Nebraska
Executive director responsible for all fire service activities within the Department.
Led organization to 5th consecutive accreditation award by the Commission on Fire Accreditation
International.
In 2019 received the inaugural Randy R. Bruegman -Agency Innovation Award.
Agency provided 911 ALS ambulance service for the City of Lincoln and surrounding county
areas as an enterprise fund (100% fee based with no tax payer subsidies). Program maintained
one of the highest cardiac survival rates in the nation (2016, 2017, 2018, 2nd highest in 2019).
Host agency for FEMA US&R – Nebraska Task Force 1.
Budget; $41 million, 16 fire stations, 325 personnel, 100 sq. mi. (fire), 1,000 sq. mi. (EMS),
300,000 population.
Micheal D. Despain, MA, EFO, CFO, MIFireE Page 2
2013 – 2016 Fire Chief
Clovis Fire Department Clovis, California
Executive manager responsible for all fire service activities within the Department.
Led organization to 3rd consecutive accreditation award by the Commission on Fire Accreditation
International.
Agency provides protection to City of Clovis with automatic aid agreements for portions of the
City of Fresno and Fresno County.
Budget; $13.8 million, 5 fire stations, 67 personnel, 26 sq. mi., 115,000 population.
2006 – 2012 Deputy Chief/Interim Fire Chief
Fresno Fire Department Fresno, California
Executive management level positions responsible for all fire service activities within the Department
and contract service areas.
Agency provided protection for City of Fresno (5th largest city in CA), North Central Fire Protection
District, Fig Garden Fire Protection District, Fresno-Yosemite International Airport and portions of the
Fresno County Fire Protection District, protecting a population of over 600,000 .
Budget; $54 million, 24 fire stations, 357 personnel, 336 sq. mi.
2009 – 2010 Subject Matter Expert
National Fire Academy Emmitsburg, Maryland
Standards of Cover Curriculum Development
2008 – Present Technical Advisor
Center for Public Safety Excellence Chantilly, Virginia
Provide consulting services for the development of accreditation curriculum; 8th and 9th Edition – Fire
and Emergency Services Self-Assessment manual; 5th and 6th Edition - Standards of Cover manual; and
associated interpretation guides; 21st Century Fire and Emergency Services (white paper on the future
of the fire service).
2008 – Present Peer Assessor
Commission on Fire Accreditation International Chantilly, Virginia
Conduct document review and site-visits for candidate agencies seeking accreditation. Participated
with the following agencies:
Tacoma, Washington
Temple Terrace, Florida
Cobb County, Georgia
El Paso, Texas
Kent, Washington
China Lake, California
Colorado Springs, CO
Denver, CO
Micheal D. Despain, MA, EFO, CFO, MIFireE Page 3
1998 – 2001 Adjunct Instructor
National University Fresno, California
Provided graduate-level instruction on risk management/safety program management.
Developed course curriculum, administered tests, graded projects and research papers.
1996 – 2012 Adjunct Instructor
Fresno City College Fresno, California
Provided specialized instruction for undergraduate fire science and EMS programs.
EDUCATION
2001 National Fire Academy, Emmitsburg, Maryland
Executive Fire Officer
1998 National University, Fresno, California
Master of Arts - Human Resource Management
1996 Fresno Pacific College, Fresno, California
Bachelor of Arts - Management and Organizational Development
1994 Fresno City College, Fresno, California
Associate of Science - Fire Science
AWARDS AND PROFESSIONAL RECOGNITIONS
2019 Randy R. Bruegman Agency Innovation Award
2015 “William F. Noli” Outstanding Service Award – Fresno County Office of Education
2014 Fire Chief of the Year – Central Valley Fire Chiefs Association
2010 Leadership Award – Central Valley Fire Chiefs Association
2009 Leadership Award – Ted C. Wills/Al Grace – Fresno Community Group
2007 Member Grade designation (MIFireE) by the Institute of Fire Engineers
2005 Chief Fire Officer certification by the California State Fire Marshal
2005 Chief Fire Officer designation (CFO) by the Center for Public Safety Excellence
PROFESSIONAL/COMMUNITY AFFILIATIONS
2016 – 2020 Nebraska Fire Chiefs Association - Member
2014 – 2016 League of California Cities – Board Member
2010 – 2012 Central Valley Burn Aware Foundation - President
2008 – 2010 American Red Cross – Board Member
2006 – 2016 National Fire Protection Association - Member
2006 – 2012 Fresno Firefighters Association – Local 753 - Member
2004 – 2011 Boy Scouts of America – Committee Chair
2003 – 2016 Central Valley Fire Chiefs Association – Member (2008/10 – President)
2003 – 2020 International Association of Fire Chiefs - Member
Micheal D. Despain, MA, EFO, CFO, MIFireE Page 4
PROFESSIONAL CONTRIBUTIONS
7/2020 Center for Public Safety Excellence Conference, Chantilly, VA
National Fire Protection Association, Boston, MA
21st Century Fire and Rescue Service Report – White Paper on the future of the fire service.
Co-Author
1/2020 North Carolina Fire Chiefs Association, Charlotte, NC
Reporting and Measuring Outcomes that Matter
8/2019 International Association of Fire Chiefs Conference, Atlanta, GA
Annual Reports.
Co-Presenter
6/2019 Missouri Valley Fire Chiefs Association Conference, Grand Junction, CO
Reporting and Measuring Outcomes that Matter
Presenter
3/2019 Center for Public Safety Excellence Conference, Garden Grove, CA
Reporting and Measuring Outcomes that Matter
Co-Presenter
8/2018 International Association of Fire Chiefs Conference, Dallas, TX
Reporting and Measuring Outcomes that Matter
Co-Presenter
3/2018 Center for Public Safety Excellence Conference, Garden Grove, CA
Reporting and Measuring Outcomes that Matter
Presenter
2/2018 Nebraska State Fire Chiefs Association Conference, Lincoln, NE
Measuring and Reporting Outcomes that Matter
Presenter
8/2017 International Association of Fire Chiefs Conference, Charlotte, NC
Your First Year as Fire Chief
Co-Presenter
3/2017 Center for Public Safety Excellence Conference, Garden Grove, CA
Best Practices in Fire-Based EMS
Co-Presenter
2/2017 Nebraska State Fire Chiefs Association Conference, Lincoln, NE
EMS Transport Deployment and Reimbursement
Presenter
11/2016 League of Nebraska Municipalities Conference, Lincoln, NE
EMS Transport Deployment and Reimbursement
Presenter
10/2016 League of California Cities Conference, Long Beach, CA
How Bad Data is Hurting the Fire Service
Co-Presenter
8/2016 International Association of Fire Chiefs Conference, San Antonio, TX
Using Data the Right Way: Avoiding Common Myths, Mistakes and Misunderstandings
Co-Presenter for 2016 Conference
12/2015 Commission on Fire Accreditation International (CFAI)
Standard of Cover Manual, 6th Ed.
Co-Author/Technical Advisor
09/2015 League of California Cities Conference – San Jose, CA
Balancing the Scales: Fire Department Service and Community Expectations
Co-Presenter/Moderator
09/2015 League of California Cities Conference – San Jose, CA
Maximizing Efficiencies in Your Fire Department
Co-Presenter/Moderator
03/2015 Commission on Fire Accreditation International (CFAI)
Fire & Emergency Service Self-Assessment Manual, 9th Ed.
Co-Author/Technical Advisor
07/2010 National Fire Academy (NFA) - Emmitsburg, MD
Emergency Response Deployment Planning
Subject Matter Expert –Course development under contract with the U.S. Fire Administration
04/2010 Fire Chief Magazine
No Experience Necessary
Author – Article on Use of Civilian Training Officers
Page 1 | 2
TARA ERICKSON
360) 903 5037
8717 NE Sunset Way Vancouver, WA 98662
tara.erickson9@gmail.com
Experience:
2013 - Present Operations Analyst, City of Vancouver Fire Department
Responsibilities:
Perform data cleansing, data standardization, data governance and user acceptance testing in preparation of
department’s data mart implementation.
Prepare monthly, quarterly, and annual statistical reports for department managers and City Council.
Software administrator for all of the department’s key information systems including records management,
staffing, and training.
Monitor systems, procedures and business processes and performance to ensure objectives are met.
Prepare policies and procedures, business plans and strategies.
Develop, design and implement new methods, tools, techniques and equipment for data, systems
procedures, and business process analysis.
Accomplishments:
Served as the Contract Administrator for the City’s ambulance services contract including developing
infrastructure and key reporting requirements.
Implemented new Records Management System.
2011 – 2013 Payroll & Accounts Payable Supervisor, City of Vancouver
Responsibilities:
Supervised a staff of five analysts.
Responsible for all outgoing funds from the City.
Contracts – Long-term leases, contracts with Clark County.
Accomplishments:
Created systems and policies to work effectively with other City departments.
2010 – 2011 Director of Finance & Business Operations,
Boys & Girls Clubs of SW Washington
Responsibilities:
Management and oversight of all business areas of the organization including finance/audit, human
resources, IT System Administrator, policies and procedures, procurement, insurance, facilities.
Accomplishments:
Developed and implemented written policies and procedures for finance, personnel, procurement,
operations, safety, transportation, federal programs.
Created custom reports for investments, cash flows, and expense allocations.
2007 – 2008 Owner/Operator, Unique Designs, Inc.
Responsibilities:
Management and oversight of all areas of the business including finance and administration, operations, and
marketing.
Accomplishments:
Implemented a turn-around plan which included changing the mix of revenue streams; negotiating better
agreements with vendors based on performance and service.
Enhanced business practices including vigorous accounts receivable collections, better contracting practices,
implemented accounting system with project accounting features.
Page 2 | 2
2005 – 2007 Chief Financial Officer, Lockett Construction, Inc.
Responsibilities:
Directed all financial operations of the company including estimating/bidding, job costing, accounts payable,
accounts receivable, payroll, and tax reporting/auditing.
Responsible for the set up and day-to-day accounting for six additional, related businesses.
Accomplishments:
Developed and implemented internal control systems to ensure compliance with Federal contracts including
project budgets vs. actual reporting, certified payroll, records retention, project schedule of values, and daily
reporting.
Developed and implemented internal systems to ensure compliance with Washington State public works
projects.
2004 – 2005 Controller, City of Ridgefield
Responsibilities:
Supervised accounting staff.
Responsible for IT infrastructure including equipment and software purchases and policy development.
Annual City budget planning, compilation, and review.
Accomplishments:
Implemented automated systems for accounting, utility billing, and permit/license billing and tracking.
Created and implemented public works contracting process and small works roster.
Developed and implemented policies and procedures for the financial administration of the City.
2001 – 2005 P roject Supervisor, Port of Ridgefield
Responsibilities:
Supervised the construction phase of the project including ensuring compliance with the public works
contracting laws.
Supervised eight equipment operators.
Monthly project reporting to the Department of Ecology.
Accomplishments:
Created, implemented, and maintained policies for public works contracting, safety compliance, shift work.
Education:
2010 Bachelor of Science in Business Management, University of Phoenix
2017 Green Belt, Lean Six Sigma, University of Washington
Skills & Abilities:
Project Management
Team Leadership
Communication
Technical Documentation
Lean Process Improvement
Business Planning
Data Mining
Microsoft Office Suite – Expert
Microsoft Power BI – Intermediate
Microsoft InfoPath - Intermediate
SQL - Beginner
DAVID V. DAUER
3206 Stone Wall Road, Maumee, OH 43537
419) 704-2317, dave.dauer@toledo.oh.gov
CHIEF FINANCIAL OFFICER …NATIONAL LEADER…PRIVATE SECTOR BACKGROUND
Highly Effective Administrator with 42 years’ experience working within the city of Toledo operations,
private sector, diverse organizations, and community-based groups. Experienced leader who has work with
and evaluated all areas of an organization, locally, regionally, nationally, and internationally. Proven ability to
direct successful diverse teams and programs. Strong technical and business qualifications with an impressive
record in strategic planning, measuring outcomes, and technology development. Accomplished, results-
orientated planner that has transformed strategic plans into practical solutions and benchmarks performance
against key performance indicators and targets. Extensive knowledge and experience with fire and police
departments, and communication centers model of continuous quality improvement. As an experienced and
trained team leader for the Center for Public Safety, have the necessary knowledge, skills, and abilities to
effectively evaluate all areas of an organization.
An advocate of a community driven strategic planning, professional development and training, safety,
community risk reduction, and partnerships. An unblemished record of ethical and professional conduct that
can withstand public scrutiny and establish a foundation of credibility and trust.
Core Competencies Include:
Budgeting /Forecasting Detail Analytics & Efficiencies
Leading Change (willingness to change) Public Relations
Developing New Business Ideas Safety
Multi-Tasker Research and Development
Understanding of the Professional Standards mandated by CPSE and CFAI.
Developing and advising on Standard of Response Coverage & Deployment Analysis.
Development of Community Risk Assessments
Facilitating the Strategic Plans Process and writing the document
PROFESSIONAL EXPERIENCE
City of Toledo (Mayor’s Assistant / Administrative Analyst) (2014-present)
Working in the Toledo Fire and Rescue Department (TFRD), responsible for performance management,
planning, and the development of goals and objectives. Additional responsibilities include scheduling of time
off for line members and serving as the accreditation manager. In charge of Insurance Services Office (ISO)
compliance that resulted in an award of a Class 1 rating. The lowest the city of Toledo previously reached was
a Class 3.
Developed formal process to track progress and results of department goals and objectives relating to
general organizational and operational programs.
Chairperson for city-wide committee to look at problems and develop solutions for the communication
center, including 9-1-1 call takers, and police and fire despatchers.
Chairperson city/county-wide committee to develop and write Toledo's All-Risk Assessment.
Served as a team member for the city of Toledo during four negotiations, utilizing interest based
bargaining and positional bargaining.
Center for Public Safety Excellence (CPSE) (2015 – Present)
Self-employed as an independent contractor with the CPSE. One of three international reviewers that provide a
prompt and thorough review of Annual Compliance Reports (ACR’s) submitted by accredited agencies.
Review over sixty reports annually and communicate with each agency during the review process to ensure
they meet the requirements for the Commission on Fire Accreditation International (CFAI). Make
recommendations to the CFAI concerning acceptance of an agency’s ACR.
DAVID V. DAUER Page 2 of 4
TFRD Accreditation (1998-present)
Appointed as accreditation manager to reestablish the CFAI accreditation process and model in all areas of
TFRD.
Developed, wrote, and implemented TFRD’s first comprehensive strategic plan. This has led to a
drastically improved and continual performance.
Developed and wrote comprehensive Standards of Cover and a Risk Assessment.
Attained CFAI accreditation in less than two years.
TFRD Chief Financial Officer (2010-2014)
Responsible for the development, management and maintenance of all aspects of the department’s $75 million
dollar budget. Primary responsibilities include management of the budget, payroll, accounts payable/receivable,
purchasing, billing, and ordinance development. Also serve as the human resource administrator for the TFRD
with responsibilities for health and safety, sick and injured personnel, assisting in hiring practices, orientation of
newly hired personnel, and coordinating retirements. Additional responsibilities include scheduling of all time
off for line members, computers and software, and serving as the accreditation manager.
Served as a key advisor to the director and a member of the executive staff.
Instituted SAP enterprise application on the TFRD.
In 1998, collaborating with a programmer, reengineered the Administrative Bureau, and designed and
developed a custom database for human resources and payroll information.
Represented the department at various functions, served on committees, and collaborated with numerous
internal members, other City of Toledo department heads, community leaders, and political officials.
Developed a custom relational database for scheduling that decreased the time to schedule personnel by
50% while utilizing less staff members.
Wrote rules, regulations, and divisional policies related to administrative and fiscal matters.
Developed and presented annual budget presentation to city council.
Supervisor of the TFRD Fire Prevention Bureau (2005-2010)
Directed the programs for public education, arson investigators, plan-review, and inspections. Managed the
repair and upkeep of Toledo fire facilities that included twenty buildings. Additional responsibilities included
scheduling the line members, computers and software, and serving as the accreditation manager.
Recruited to turnaround the Fire Prevention Bureau which was suffering from personnel turmoil and
financial bookkeeping problems.
Reestablished financial control and increased efficiencies in one year by changing processes and
computerizing the bureau.
Re-organized the Fire Prevention Bureau and instituted cross-trained inspectors.
Grew revenues by 40% by executing a series of process improvements.
Increased the number of inspections by 25% even though the number of inspection personnel was lower
than the original goal.
Received the 2009 Annual Fire Prevention Award from Zenobia Shrine and other awards from TFRD.
TFRD Safety Officer / Research & Development Officer / a/Captain in Operations Bureau (1993-2005)
Held progressively responsible operational and administrative positions including serving as lead officer who
was responsible for grant writing and the information systems manager.
Oversaw employee complaints and responded to citizen concerns and resolved conflict.
In charge of scheduling for 450-line members.
Lead officer for the division regarding the evaluation and implementation of modern technologies
throughout the entire division.
Appointed TFRD’s first Research and Development Officer.
Instrumental in opening and developing the new Safety Bureau. As the Safety Officer, was responsible for
safety functions at emergency incidents.
Trained staff and line members, wrote policies, and supervised all security operations.
Serve as the liaison for various agencies, companies, and organizations for the TFRD in matters dealing
with computers and technology utilization.
Worked with an outside business associate to develop one of the most extensive scheduling systems in the
country. The new program saved thousands of hours of staff and line time.
DAVID V. DAUER Page 3 of 4
In 2002 reengineered and reviewed all bureaus within TFRD to accomplish the goals of accreditation.
Served as TFRD’s first Information Systems Manager and computerized and developed all TFRD bureau
programs and software.
Operations Line Experience (1980-1993)
Planned and directed fire suppression and emergency medical service operations. Responded to thousands of
fire and emergency medical incidents, as an officer, driver, and firefighter.
Worked on the busiest apparatus on the TFRD and was a member of the hazardous material unit.
ADDITIONAL WORK EXPERIENCE
Additional Work Experience
Toledo Firefighters Health Plan Computer Consultant (1995 -2001)
Editor of Local 92 Toledo Firefighters Newsletter
Editor of Toledo Fire and Rescue Department Newsletter
EDUCATION
Owens Community College
University of Toledo
AWARDS
Annual Fire Prevention Award from Zenobia Shrine
Annual Adult Contributor Award, Catholic Youth Organization (CYO)
Two Life Saving Awards from Lucas County Safety Council
Letter of Appreciation Award, Toledo Fire and Rescue, Public Education
Certificate of Appreciation, from Zenobia Shrine, Fire Prevention
Community Service Award, from Local 92, Toledo Firefighters Association
PROFESSIONAL AFFILIATIONS
Center for Public Safety Excellence (CPSE)
Michigan-Ohio-Indiana-Kentucky CPSE Consortium
Founded and administer the Michigan-Ohio-Indiana CPSE Consortium to promote cooperation between the
fire agencies in Michigan, Ohio, and Indiana. Agencies that are focused on excellence, efficiencies, and
continuous quality improvements.
After other attempts and failures by other agencies, the consortium has hundreds of members receiving
notifications and 30-60 departments attending meetings.
Largest departments in each state are active (Detroit, Indianapolis, Louisville, and Columbus).
Provided training in strategic planning development.
Provided training in developing city risk assessments.
CPSE Technical Working Group (TWG) (Seven Members)
Was appointed the United States municipal representative for the re-imagining of the process side of the
current fire-accreditation process. The demographic focus of the TWG was to represent the various size and
scope departments within the Commission on Fire Accreditation International (CFAI) system.
Recommendations were made as immediate, near-term, and far-term. Immediate recommendations were
provided to further facilitate the improvement changes contained in all recommendations. Focus points for
each recommendation provide a rationale or insight to the collaboration by the TWG in the formulation of the
recommendation.
CPSE Economic Task Force to evaluate fire departments in the Midwest and the effects of the sluggish
economy and developing a benchmark survey for accredited departments.
DAVID V. DAUER Page 4 of 4
Commission on Fire Accreditation International (CFAI)
Peer Assessor
Numerous training seminars and workshops for team leaders, peer assessors, accreditation managers, and
mentors.
Attended over ten excellence conferences with numerous workshops.
Some of the agencies that effectively evaluated all areas of an organization as an onsite CPSE assessor;
Fayetteville, NC; Olathe, KS; Las Vegas, NV; South Kitsap, WA; Lawrence Fire/Medical, KS, Addison,
Texas, Wilmington, NC, Geneva, Mt. Pleasant, Mountain View Fire Protection District, Honolulu,
Spartanburg, and Department of Defense bases.
Mentor
Appointed mentor for Louisville, KY; Detroit Airport, Seminole County, FL; Shawnee, Il; NAS
Kingsville, TX; Bowling Green, OH, Dearborn, MI, and Houston, TX.
Boards
President of Toledo Fire & Rescue Foundation “For Pete’s Sake”.
Vice-President Toledo Firemen’s Benevolent Association.
President of Hamburg Museum and Historical Society
CRAIG CLINTON
C:425-308-8704 | cbclinton@hotmail.com
LinkedIn Profile: https://www.linkedin.com/in/craig-clinton-458aa25a/
Summary
Driven Chief Fire Officer with expansive fire leadership experience and a passion for
life-long learning. Expertise in establishing and administrating successful training
and operational divisions and teams within the fire organization. Strong background
in large-scale project management, fire department accreditation, strategic
planning, budgeting and administration, labor negotiations, and fire operations.
Demonstrated Achievements
Established a multifaceted training and professional development program, including
suppression operations, EMS, special operations, recruit academy, company officer
academy and program, and leadership development. Currently also provides advising and
mentoring for career and professional advancement, including college course guidance.
Administrates hiring and promotion processes for firefighter hires, promotions, and special
team appointments within Snohomish County Fire District 7. Responsible for all
recruitment, testing, hiring, training, and probationary period evaluations.
Organized and co-implemented Snohomish County Fire District 7 special operations teams
for Hazardous Materials, Technical Rescue, and Water Rescue. Expanded teams into a
county system. Current Executive Board member overseeing county level special operations.
Accreditation Manager for Snohomish County Fire District 7, currently evaluating the
process of self-assessment.
Coordinator for district Strategic Planning process. Hired strategic planning consultant,
identified process stakeholders, including recruiting appropriate team members, and
maintained visibility and momentum of project throughout lifecycle.
Spearheaded Snohomish County Fire District 7 Standards of Cover (SOC) initiative. Hired
consultants, identified processes, assembled team, and helped facilitate three versions of
SOC.
Current peer team evaluator for Center of Public Safety Excellence Accreditation and
Professional Credentialing; conducts documentation evaluations and for accreditation,
onsite verification of processes.
Professional Experience
Snohomish County Fire District 7 – Snohomish, WA, USA January 1993 to Present
Deputy Fire Chief (2006 – Present)
Administrates training programs; responsible for respective budgets.
Participates on Fire District’s Executive team to define strategic vision and manage
daily operational functions; serves as temporary Operations Chief as required.
Develops departmental succession plans.
Coordinates department strategic planning.
Serves on Administration contract negotiations team.
Administrates hiring and promotion processes for firefighter hires, promotions, and
special team appointments.
Responsible for district career and leadership development.
Oversees special operations teams.
Manages emergency preparedness program.
Authors grants as required for recruitment and training purposes.
Project manages as required; notably managed plans for multi-jurisdictional training
center, 2016 district merger.
Battalion Chief (2001 – 2005)
Formed the training and professional development division and program for
Snohomish County Fire District 7.
Developed and implemented new training materials to address needs of
department.
Participated in creation of required department policies and procedures.
Established training partnerships with surrounding districts and county agencies.
Career Firefighter and Lieutenant (1993 – 2001)
Volunteer Firefighter (1987 – 1992)
Education
Master of Science | Leadership with an Emphasis in Disaster Preparedness and Executive Fire
Grand Canyon University, Phoenix, AR, USA 2013
Bachelor of Science | Fire Science
Southern Columbia University, Orange Beach, AL, USA 2011
Associate in Arts | Fire Science
Bellevue College, Bellevue, WA, USA 2007
Associate in Arts | Fire Investigation
Bellevue College, Bellevue, WA, USA 2004
Associate in Arts | Fire Command and Administration
Bellevue College, Bellevue, WA, USA 1998
Associate in Arts | Administration of Criminal Justice
Bellevue College, Bellevue, WA, USA 1986
Additional Education
Harvard University, Kennedy School of
Government
o Leadership Decision Making:
Optimizing Organizational
Performance, June 2019.
o Leadership in Crises; Preparation
and Performance, April 2018.
o Leadership in the 21 Century;
Chaos, Conflict and Courage,
February 2017.
o Art and Practice of Leadership
Development: A Master Class for
Professional Trainers, Educators,
and Consultants, May 2016.
o Senior Executives in State and
Local Government, June 2015.
Center for Public Safety Excellence
o Accreditation Manager.
o PEER Assessor for Accreditation.
o PEER Assessor for Credentialing.
United States National Fire Academy
o Executive Fire Officer Program.
o Financial Management.
o Program Management.
o Training Management.
Blue Card Incident Command
o Instructor.
Certifications
Executive Fire Officer (EFO) Designation | United States National Fire Academy, 2012.
Chief Fire Officer (CFO) Designation | Center for Public Safety Excellence Commission for
Professional Credentialing, 2014. Renewed 2017.
Chief Training Officer (CTO) Designation | Center for Public Safety Excellence, Commission
for Professional Credentialing, 2015. Renewed 2018.
MIFireE Designation | The Institution of Fire Engineers, 2015.
Training Officer Credential | International Society of Fire Service Instructors, 2017.
Executive Certificate in Public Leadership | Harvard Kennedy School Executive Education,
2018.
Affiliations
International Association of Fire Chiefs, member, 2007 – present.
International Association of Fire Chiefs – EFO Section, member, 2014 – present.
Western Fire Chiefs Association, member, 2007 – present.
Washington State Fire Chiefs Association, member, 2007 – present.
Snohomish County Fire Chiefs Association, member 2001 – present.
Snohomish County Fire Training Officers Association, member, past Chair and Executive
Board, Fire Chiefs representative, 2001 – present.
Snohomish County Special Operations Policy Board, Executive Board member 2012 –
present.
Snohomish County Training Consortium, Executive Board member, Chair for Operations
Committee, 2016 – present.
International Society of Fire Service Training Instructors, member, 2015 – present.
Institution of Fire Engineers, member, 2015 – present.
BrightWater Air Quality Advisory Board, member, 2016 – present.
LORI M. SUNDERMAN
CELL: (772) 260-1854 E-MAIL: LRSUN3@HOTMAIL.COM
CAREER SUMMARY:
After being employed with the City of Stuart Fire Rescue, Florida, for over twenty-two years, and increasingly gaining
knowledge and skills through promotions of each rank and being appointed the Fire Rescue Chief in 2005, I guided the
department through various improvements by uniting the members to develop a Vision and Mission Statement along with a
Strategic Plan. Through that process many changes were brought about to improve the organization by conveying
professionalism and excellence to the community we served.
PROFESSIONAL EXPERIENCE:
FIRE CHIEF AUG. 2005 – MAY 2013
As Fire Rescue Chief for over seven years, I accomplished the following through leadership and management of the
department:
The department was gathered to develop a unified Vision and Mission Statement. We then implemented our mission
statement, which is displayed on all apparatus to demonstrate community pride, and an internal department value
statement which is posted as a station slogan.
A team was organized to develop a Strategic Plan to move forward with the department in a unified manner. The plan
was developed, implemented and completely accomplished within a two-year period.
A Labor/Management Team was developed, and meetings were held monthly to discuss pressing issues, department
rules, employee concerns and equipment updates.
Interdepartmental communications were improved through labor/management meetings, negotiations, a newsletter and
various department meetings.
The department rules and regulations were updated and revised to meet the newest laws and standards and were agreed
upon and accepted through a labor management process.
The department rebuilt two new stations: the main station was rebuilt due to hurricane damages, and station two was
rebuilt as a permanent station replacing the dilapidated temporary trailer.
A third station was opened as a trial to evaluate responses in the City’s north area; however, due to economic downfall
that station was closed, and an automatic aid agreement signed with Martin County Fire Rescue to our mutual benefit.
Several new vehicles were purchased using specifications developed through a vehicle committee.
Several vehicles were refurbished due to the economic crisis in recent years.
The administrative staff work hours were adjusted to a flex schedule to assist personal needs and allow for more efficient
operations of the department.
Improved safety of the crews with new fire gear specifications and purchases; improved response assignments; and
improved safety reflective striping on vehicles.
Although staffing was never allowed to increase, the department ma intained our ISO Class 3 rating due to fire protection
measures, training and equipment standards.
Continually acknowledge praise to the employees through the City’s Employee of the Month recognition, various City
organizations, and an annual award banquet.
The department prides itself in cutting edge medical protocols and continued improvement in EMS patient outcomes.
The fire prevention bureau improved inspection and investigation practices by purchasing updated software and
handheld computers to complete reporting and billing on scene. They also held weekly meetings to keep members
abreast of new developments and pending issues in the communities.
The fire prevention team developed and implemented a short form pre-fire plan that could be used by the shift crews
while visiting commercial structures and conducting walk-throughs of the facilities.
A Mutual Aid Agreement was negotiated and signed with Martin County removing all previous charges and agreeing to
a trade in primary response areas to benefit the City and County residents.
Involved with the local Treasure Coast Fire Chiefs Association and becoming Secretary, Vice-President and President
throughout the years as a member.
ADMINISTRATIVE TASKS:
Statistical reporting, strategic financial planning, revenue projections, and capital budgeting
Research and development
Budget preparation and management of Fire/Rescue department
Participate in Staff, Department Head, and Commission Meetings
Participate in labor/management meetings
Presentations to City Commission and community
Develop, enforce, and follow department policies, Rules and Regulations, and Tactical Operating Guidelines
Administrator of all department records; personnel, medical, and EMS files
Preparation of Mutual Aid Billing
Participate in the development and updating of city and county emergency management plans
Develop programs to improve and expand services
Develop programs and purchase equipment that will increase firefighter safety
SUPERVISORY SKILLS:
Lead the department to higher standards with positive influence
Command and manage emergency scenes
Supervise and mentor all department personnel
Enforce and follow department policies, Rules and Regulations, Tactical Operating Guidelines, Collective Bargaining
Agreement, and City of Stuart Personnel Policies
Display and maintain fire/rescue professionalism
Document and deliver disciplinary action
Establish and communicate strategic departmental goals and objective
Lead and participate in emergency management exercises
Represent Stuart Fire Rescue
Demonstrate and enforce safety and customer service
ASSOCIATIONS:
Treasure Coast Fire Chiefs’ Association – Past President
Florida Fire Chiefs’ Association
International Fire Chiefs’ Association
Florida Emergency Preparedness Association
National Society of Executive Fire Officers
EDUCATION:
Barry University Master’s in Public Administration October 2007
Miami, Florida (summa cum laude)
2004 – 2007 Bachelor’s in Public Administration May 2006
summa cum laude)
National Fire Academy Executive Fire Officer Program January 2008
U. S. Dept. of Homeland Security Executive Leadership 2007
Emmitsburg, MD 21727-8998 Executive Analysis of Fire Service Operations in
2004 – 2007 Emergency Management 2006
Leading Community Risk Reduction 2005
Executive Development 2004
Indian River Community College Associate in Science Degrees
Ft. Pierce, Florida Emergency Medical Services 2004
1990 – 2004 Fire Science 1995
Trident Technical College Associate in Industrial Technology 1982
Charleston, S Carolina Major–Aircraft Maintenance
1979 – 1981 Licensed Airframe & Powerplant Mechanic 1982
CERTIFICATIONS:
Chief Fire Officer Designation 2008
Executive Fire Officer 2008
Fire Officer I 1996
Hazardous Materials Technician 1996
Firesafety Inspector I 1994
Paramedic 1993
RESEARCH PAPERS:
Succession planning: More than technical and educational requirements December 2007
Developing an instructional manual to assess risks, hazards, vulnerability and resources for the
City of Stuart, Florida June 2007
Improving firefighter accountability systems with the use of electronic devices June 2006
Options to improve transport reimbursement while improving service to the community October 2005
EMPLOYMENT HISTORY:
Fire Chief – August 2005 City of Stuart, Stuart, Florida
Acting Chief – May 2005 July 1990 – May 2013 (Retired)
Assistant Chief – October 2004
EMS Division Chief – December 1998
Battalion Chief – January 1997
Lieutenant/Fire Medic – 1996
Fire Medic – 1993
Firefighter II – 1992
Firefighter I – 1991
Firefighter Trainee – 1990
INSTRUCTOR: Barry University, Stuart, Florida
Public Budgeting and Finance March – May 2011
Public Policymaking January – March 2010
AIRCRAFT MAINTENANCE: Grumman Aerospace, Stuart Florida
September 1989 – June 1990
MILITARY EXPERIENCE:
Aircraft Maintenance U. S. Navy, Jacksonville, Florida
May 1977 – November 1978
COMMUNITY & VOLUNTEER ORGANIZATIONS:
FEMA – Peer Reviewer – Assistance to Firefighters Grants, Fire Prevention & Safety Grants,
And Staffing for Adequate Fire and Emergency Response Grants 2008 – 2017
Honor Flight – staff member assisting with flight organization, sweeper, supplies, and some accounting 2010 – 2012
Assessment Centers – assisted on developing promotional exams; written and oral board assessor 2010 – 2018
Habitat for Humanity – laborer: roofing, framing, painting, team leader on several homes 2008 – 2012
First Book – an organization that raises funds to provide books for needy children 2009 – 2010
Florida Emergency Mortuary Operations Response System –“Go Team” Regional Team Leader/Safety Officer 2004 – 2005
William E. Sturgeon
MPA, ICMA-CM, CPM, EFO, EMT-P
wsturgeon@fitchassoc.com
Cell: (816) 219-5764
Professional Summary
Seasoned public safety professional and chief executive with demonstrated expertise in
providing results-driven leadership,open communications and fostering collaborative
relationships with all stakeholders.Well-versed in municipal and county government functions,
including fire rescue and general government administration.Excellent written and verbal
communications skills and polished presentation skills.Politically astute,yet apolitical.Ability
to work with multigenerational and diverse teams to align organizational goals in pursuit of
organizational excellence. Personable, flexible, and professional demeanor.
Experience
City of St Cloud, FL
Interim City Manager July 2017 – October 2017
City Manager October 2017 – Sept. 2022
Managed the day-to-day operations of Human Resources, Finance, Procurement Services,
Information Technology, Parks and Recreation, Public Works (Solid Waste, Fleet, Streets and
Stormwater), Environmental Utilities (Water, Wastewater) Community Development (Planning,
Zoning, Building and Code Enforcement), Fire / Rescue, Police and Emergency Management.
Managed a budget of $209M and 755 employees, serving a population of more than 60,000 in a
22 square mile area.
Key accomplishments:
Implemented intent-based leadership principles
Developed and executed a performance-based five year strategic plan
Established a Capital Improvement Program based on master planning and strategic goals
Established core values, principles and code of conduct for City Council and city
employees based on five tenets of leadership: Communication, Professionalism, Policy,
Customer Service and Transparency
Improved the City’s financial position and bond rating: The City received both the GFOA
Certificate of Achievement for Excellence in Financial Reporting and the Distinguished
Budget Presentation Awards in 2022.
William E. Sturgeon
MPA, ICMA-CM, CPM, EFO, EMT-P
Improved intergovernmental cooperation and collaboration with the School Board of
Osceola County, Osceola County Government, and the City of Kissimmee by
collaborating on community vision, strategic initiatives and during emergency operations
for incidents including hurricanes Irma, Maria and Dorian, and the COVID-19 pandemic
St. Cloud Fire Rescue
City of St. Cloud FL
Fire Chief September 2013-July 2017
Asst. Fire Chief March 2013-September 2013
Responsible for the strategic leadership and management of the Fire Rescue Department.SCFR
is a full-service fire department that provides fire suppression,EMS (ALS transport),technical
rescue (extrication &confined space rescue),public education and prevention services,operating
from three stations,with an ALS Engine and ALS Ambulance assigned to each station.The
department covers more than 20 square miles with a staff of 72 personnel and a budget of $7.2
M.
Developed and established improved training program including construction of a 5-story
training building to meet ISO training requirements
Established a Blue Card incident command training program and simulation lab
Implemented a strategic plan directed towards organizational improvement,which was
accomplished by using a team-based approach encompassing a SWOT analysis and
establishing a new mission statement, vision statement and core values
Initiated an “intent-based” followership/leadership training program
Developed and implemented Ride out of Grade qualifications standards.
Authored a SAFER grant for $1.1M to hire nine firefighter/EMTs;grant was awarded in
2014
Awarded 2015 AFG grant of $55K for wellness/fitness program
Developed and established safety procedures and a department safety committee resulting
in a significant reduction of worker ’s compensation claims from 2013-2017
Implemented firefighter physical requirements in accordance NFPA 1582 and CISM team
Collaborated with the Osceola County fire chief and Kissimmee fire chief to establish a
countywide Incident Command Manual based on modern firefighting techniques using
new research from NIST and UL
Forged a harmonious working relationship between labor and management by
establishing a joint labor-management council to proactively address issues
Updated equipment and apparatus to meet industry standards
2
William E. Sturgeon,
MPA, ICMA-CM, CPM, EFO, EMT-P
Orlando Utilities Commission
Orlando, FL
Senior Safety Coordinator Dec. 2011 - March 2013
Responsible for safety program development, training, accident investigations, facility safety
inspections, equipment inspections, and improvement of safety programs for water production,
distribution, and chill water operations. This included training of the internal emergency
response team at the Stanton Energy Center (fire brigade, EMS, hazardous materials, and
confined space).
Seminole State College
Sanford, FL
Fire Science Professor May 2011 - June 2014
Served as full-time and adjunct faculty responsible for teaching all college level courses related
to Fire and Emergency Services Higher Education curriculum (FESHE). Courses are delivered
via online (Sakai), blended, and classroom instruction.
Future FD (DBA-C3 Pathways)
Winter Park FL
Senior Consultant/Instructor May 2010 - May 2011
C3 Pathways is a fire department/law enforcement training and consulting firm specializing in
incident command, mass casualty incidents, and emergency management training using
state-of-the art computer simulations:
Instructed courses in unified, firefighting, and mass casualty incident command
Assisted in marketing and business development resulting in business growth
Orange County Fire Rescue Department
Winter Park FL
Assistant Chief/Division Chief of Training November 2007- April 2010
Position upgraded to Division Chief in 2008)
Provided leadership and direction for the Training Division and Command School. Was
responsible for facilitating the development, delivery, and evaluation of all training programs,
including fire suppression, EMS, technical rescue, hazardous materials, officer development,
incident command school, recruit/probationary training, and human relations (ethics, diversity,
and customer service).
3
William E. Sturgeon
MPA, ICMA-CM, CPM, EFO, EMT-P
Office of the Fire Chief
Orange County Fire Rescue Department
Orlando, FL
Executive Battalion Chief / Special Projects Coordinator April 2005-Nov. 2007
Served as accreditation manager leading to International Accreditation through the Center
for Public Service Excellence (CPSE)
Developed Fire Rescue budget presentations for the County Administrator,Mayor,and
Board of County Commissioners
Conducted legislative briefings for senior managers
Appointed as the staff representative for the Orange County -City of Orlando
consolidation of services study commission
Authored Standard of Response Coverage and deployment analysis
Facilitated development and authored the 2007-2012 OCFRD Strategic Plan.
Developed and facilitated county-wide risk analysis inclusive of an evaluation of fire
protection systems and public education programs
Worked as field Battalion Chief as needed
Served on Orange County’s grants review committee
Orange County Fire Rescue
Orlando, FL
Firefighter/Paramedic 1986 - 2000
Lieutenant – Special Operations 2000 - 2003
Lieutenant – Shift Safety Officer 2003 - 2005
Education
Master of Public Administration,American Public University (2011)
Bachelor of Science,Occupational Safety and Health,Columbia Southern University
Magna Cum Laude (2006)
Executive Fire Officer Program Graduate,National Fire Academy (2009)
Associate in Applied Science,Fire Science, Community College of the Air Force (1993)
Certified Public Manager – Florida State University (2016)
4
William E. Sturgeon,
MPA, ICMA-CM, CPM, EFO, EMT-P
Career Highlights and Other Relevant Experience
Board Chair, Osceola Legislative Effort (OLE) (2020 – 2022)
Osceola County Executive Policy Group (EPG) (2017- 2022)
Board of Trustees, St. Cloud Regional Medical Center (2015- 2017)
President, Central Florida Fire Consortium Board of Directors (2014-2016)
Firefighter Safety Through Advanced Research (FSTAR) Task Force, International
Association of Fire Chief ’s, (2015-2016)
Secretary, Florida Fire Chiefs Association Executive Fire Officer Section, (2014-2017)
Advisory Committee member, Valencia State College Institute of Public Safety,
2014-2017)
Center for Public Service Excellence- Evaluation team member (Montgomery County
Maryland, Technical Working Group, accreditation report reviewer (2008-2009)
Developed comprehensive driver enhancement training program for OCFRD, Driver
Assessment and Response Training School (D.A.R.T.) leading to a 50% reduction in
vehicle mishaps within one year of program initiative, (2009)
Procurement and implementation of a Learning Management System to enhance training
delivery and documentation
OCFRD EMS transport task force (2008)
Served as Incident Commander and/or Operations Section Chief at University of Central
Florida home football games (2007-2008)
Facilitated the implementation of a Unified Command School jointly with the Orange
County Sheriff ’s Office and Orange County Public Schools (2007)
Incident Management Team (IMT) member for Hurricane’s Charley, Frances, and Jeanne.
Safety officer (Charley), Planning Section Chief (Frances) and Deputy Incident
Commander (Jeanne), (2004)
Published Work and Presentations
Florida Air Medical Society, State Air Medical Safety Conference, Human Factors in
Safety (May 2017)
Fire Rescue East (2017), Presentation: “Preventing Predictable Surprises.”
Florida Fire Chief ’s Magazine, February (2017) - Have We Forgotten How to Dogfight?”
Faculty- Florida Fire Chief ’s Executive Development Conference, “The After Action
Review” (2015)
Incident Management Team Concepts for the Orange County Fire Rescue Department,
National Fire Academy-Learning Resource Center (2008).
Incident Command Decision Making at the Orange County Fire Rescue Department,
How can we improve? National Fire Academy- Learning Resource Center (2009).
Firefighter Nation (online) - “Why Don’t we get back to the Basics?” Author (2010)
Firefighter Nation (online) - “The Benefits of Crew Resource Management.” Author
2010)
Faculty, Fire Rescue International, Chicago- Using Tactical Decision Games and
Simulations to Improve Incident Command Decision Making (2010)
5
William E. Sturgeon
MPA, ICMA-CM, CPM, EFO, EMT-P
Technical Training and Certifications
Certificates available upon request
All Hazards Incident Management Team, NFA
Blue Card Incident Command Certification
Command and Control of Fire Department Multi-Alarm Operations, NFA
Credentialed City Manager- ICMA-CM
Certified Smoke Diver, FSFC
Firefighting Standards, Certificate of Compliance, Florida
Fire Instructor III, Bureau of Fire Standards and Training, Florida
Fire Service Financial Management, NFA
Florida Public Sector Labor Relations Professional, FPELRA
Hazardous Materials Technician
ICS 100, 200, 300, 400, 700, 800
Paramedic, State of Florida PMD- 7337
Computer Skills
PowerPoint
Outlook
Word
6
CURRICULUM VITAE
The Johns Hopkins University School of Medicine
Teresa Rae Johnson September 16, 2016
Teresa Rae Johnson CV Version Date
DEMOGRAPHIC AND PERSONAL INFORMATION
Current Appointments
Assistant Professor of Health Sciences Informatics
Johns Hopkins University School of Medicine, Baltimore, MD
Assistant Professor of Medical Education (Volunteer Faculty)
University of Central Florida College of Medicine, Orlando, FL
Personal Data
2024 East Monument Street 1-203
Baltimore, MD 21287
410-955-5289 (office)
Teresa.Johnson@jhmi.edu
Education and Training
University of Central Florida, Orlando, FL
1994, Bachelor of Arts, Psychology
Florida State University, Tallahassee, FL
1999, Master of Science, Educational Psychology
Florida State University, Tallahassee, FL
2008, Doctor of Philosophy, Educational Psychology
Professional Experience
November 2015 – Present
November 2015 – Present
Director
Assistant Professor
Johns Hopkins University
School of Medicine
Office of Assessment and Evaluation
Baltimore, MD
Johns Hopkins University
School of Medicine
Division of Health Sciences Informatics
Baltimore, MD
Professional Experience (continued)
December 2011 – August 2015 Assistant Professor University of Central Florida
College of Medicine
Department of Medical Education
Orlando, FL
August 2010 – September 2011 Statistical Researcher University of Central Florida
College of Medicine
Office of Assessment
Orlando, FL
October 2009 – August 2010 Management Analyst University of Central Florida
College of Medicine
Office of Analysis, Planning, and Accreditation
Orlando, FL
May 2008 – May 2009 Evaluation Specialist and
External State Evaluator
University of Tennessee – Knoxville
College of Education
Partnerships for EdExcellence
Knoxville, TN
Tennessee Department of Education
Math and Science Partnerships
RESEARCH ACTIVITIES
Publications
1. Johnson TR. (accepted). Violation of the homogeneity of regression slopes assumption in ANCOVA for
two-group pre-post designs: Tutorial on a modified Johnson-Neyman procedure. Quant Methods
Psychol 2016.
2. Johnson TR. Leveraging an audience response system for student learning and engagement:
Competitive team activities in the classroom with undergraduate medical students. Med Sci Educ
2016;26(3):291-296. http://dx.doi.org/10.1007/s40670-016-0291-2
3. Hirumi A, Johnson T, Reyes RJ, Lok B, Johnsen K, Rivera-Gutierrez DJ, Bogert K, Kubovec S, Eakins M,
Kleinsmith A, Bellew M, Cendan J. Advancing virtual patient simulations through design research and
InterPLAY: Part II – Integration and field test. Educ Technol Res Dev 2016:1-35.
http://dx.doi.org/10.1007/s11423-016-9461-6
4. Franklin AL, Mishtal J, Johnson T, Simms-Cendan J. The challenges of reconciling rowing athletic
identity with pregnancy: Can women have it all? Obstet Gynecol 2016;127:151S. (published abstract)
http://dx.doi.org/10.1097/01.AOG.0000483604.23987.8f
Publications (continued)
5. Ashack KA, Burton KA, Johnson TR, Currie DW, Comstock RD, Dellavalle RP. Skin infections among US
high school athletes: A national survey. J Am Acad Dermatol 2016;74(4):679-684.
http://dx.doi.org/10.1016/j.jaad.2015.10.042
6. Johnson TR. Integrating statistics and systems-based content in undergraduate medical education
using a novel competitive game—“the study puzzles.” Med Sci Educ 2015;25(3):345-356.
http://dx.doi.org/10.1007/s40670-015-0153-3
7. Franklin AL, Mishtal J, Johnson T, Simms-Cendan JS. Rowers’ behaviors and perceptions about
competitive exercise during pregnancy. Obstet Gynecol 2015;125:48S. (published abstract)
http://dx.doi.org/10.1097/01.aog.0000463095.50136.0b
8. Foster A, Johnson T, Liu H, Cluver J, Johnson S, Neumann C, Marcangelo M, Rosenthal R, Ton H,
Davidson B, Klapheke M. Student assessment of psychiatry clinical simulation teaching modules. Med
Teach 2015;37(3):300. http://dx.doi.org/10.3109/0142159x.2014.948834
9. Johnson TR, Khalil MK, Peppler RD, Davey DD, Kibble JD. Use of the NBME Comprehensive Basic
Science Examination as a progress test in the pre-clerkship curriculum of a new medical school. Adv
Physiol Educ 2014;38(4):315-320. http://dx.doi.org/10.1152/advan.00047.2014
10. Vu MT, Johnson TR, Francois R, Simms-Cendan J. Sustained impact of short-term international
medical mission trips: Resident perspectives. Med Teach 2014;36(12):1057-1063.
http://dx.doi.org/10.3109/0142159x.2014.920491
11. Rivera-Gutierrez D, Kleinsmith A, Johnson T, Lyons R, Cendan J, Lok B. Towards a reflective practicum
of embodied conversational agent experiences. 2014 IEEE 14th International Conference on Advanced
Learning Technologies 2014;July 7-10:694-698. (published conference paper)
http://dx.doi.org/10.1109/icalt.2014.202
12. Muth A, Pandey V, Kaur N, Wason M, Baker C, Han X, Johnson TR, Altomare D, Phanstiel O. Synthesis
and biological evaluation of anti-metastatic agents predicated upon dihydromotuporamine C and its
carbocyclic derivatives. J Med Chem 2014;57(10):4023-4034. http://dx.doi.org/10.1021/jm401906v
13. Lyons R, Johnson TR, Khalil MK, Cendan JC. The impact of social context on learning and cognitive
demands for interactive virtual human simulations. PeerJ 2014;2:e372.
http://dx.doi.org/10.7717/peerj.372
14. Harris D, Bellew C, Asmar A, Cendan J, Gonzalez L, Johnson T. The effect of student-observer-led or
faculty-led debriefing on learning teamwork and communication skill during high fidelity patient
simulation scenarios (719.2). FASEB J 2014;28(1 Supplement):719-2.
15. Johnson TR, Lyons R, Kopper R, Johnsen KJ, Lok BC, Cendan JC. Virtual patient simulations and optimal
social learning context: A replication of an aptitude-treatment interaction effect. Med Teach
2014;36(6):486-494. http://dx.doi.org/10.3109/0142159x.2014.890702
Publications (continued)
16. Fuller J, Oliveira L, Johnson T, Rothschild C. Barefoot running: Survey analysis of motives, medical
conditions, and performance factors. Clin J Sport Med 2014;24(2):192. (published abstract)
http://dx.doi.org/10.1097/JSM.0000000000000086
17. Foster A, Johnson T, Liu H, Cluver J, Johnson S, Neumann C, Marcangelo M, Rosenthal R, Davidson B,
Ton H, Klapheke M. Psychiatry clinical simulation online teaching modules: A multi-site prospective
study of student assessments. MedEdPublish 2014;3:30.
http://dx.doi.org/10.15694/mep.2014.003.0030
18. Johnson TR, Lyons R, Chuah JH, Kopper R, Lok BC, Cendan JC. Optimal learning in a virtual patient
simulation of cranial nerve palsies: The interaction between social learning context and student
aptitude. Med Teach 2013;35(1):e899-907. http://dx.doi.org/10.3109/0142159x.2012.71488
19. Archuletta PA, Gidwani R, Husain M, Johnson T, Shidham V, Alzohaili O, et al. The Bethesda System
thyroid diagnostic categories in the African-American population in conjunction with surgical
pathology follow-up. CytoJournal 2012;9:7. http://dx.doi.org/10.4103/1742-6413.94274
20. Kibble JD, Johnson TR, Khalil MK, Nelson LD, Riggs GH, Borrero JL, Payer AF. Insights gained from the
analysis of performance and participation in online formative assessment. Teach Learn Med
2011;23(2):125-129. http://dx.doi.org/10.1080/10401334.2011.561687
21. Kibble JD, Johnson T. Are faculty predictions or item taxonomies useful for estimating the outcome of
multiple-choice examinations? Adv Physiol Educ 2011;35(4):396-401.
http://dx.doi.org/10.1152/advan.00062.2011
22. Cendan JC, Johnson TR. Enhancing learning through optimal sequencing of web-based and manikin
simulators to teach shock physiology in the medical curriculum. Adv Physiol Educ 2011;35(4):402-407.
http://dx.doi.org/10.1152/advan.00061.2011
Presentations
1. Klapheke M, Johnson T, Cubero M. Assessing entrustable professional activities (EPAs) during the
psychiatry clerkship. Poster presented at the 2016 Annual Meeting of the Association of Directors of
Medical Student Education in Psychiatry, June 16-18, 2016, Excelsior Springs, MO.
2. Jung J, Bord S, Johnson T. The OSCE is coming! Preparing your learners for the new board certification
requirements. Workshop delivered at the 2016 Society for Education in Anesthesia Spring Annual
Meeting, June 3-5, 2016, Baltimore, MD.
3. Johnson TR, Eakins M, Metcalf D, Cendan J. A web-based mobile application to facilitate recording
and formative discussion of the attributes of professionalism in a medical education environment:
Development and deployment in a pilot study. Innovation demonstration delivered at the 2016
MedBiquitous Annual Conference, May 16-17, 2016, Baltimore, MD.
Presentations (continued)
4. Franklin AL, Mishtal JZ, Johnson TR, Simms-Cendan JS. The challenges of reconciling rowing athletic
identity with pregnancy: Can women have it all? Poster presented at the 2016 American Congress of
Obstetricians and Gynecologists Annual Clinical and Scientific Meeting, May 14-17, 2016, Washington,
DC.
5. Lee MW, Johnson TR, Kibble J. Development of statistical models to predict medical student
performance early in the curriculum. Poster presented at the 2016 Southern Group on Educational
Affairs Annual Meeting, April 13-16, 2016, Austin, TX.
6. Klapheke M, Johnson T, Cubero M. Assessment of entrustable professional activities (EPAs) during the
third and fourth years of medical school, including pre- and post-psychiatry clerkship. Poster
presented at the 2015 Association of American Medical Colleges Medical Education Meeting,
November 10-12, 2015, Baltimore, MD.
7. Adibnazari O, Oliveira LP, Johnson TR, Fragala MS. Personal and institutional factors affecting
completion of ACSM physical activity guidelines in university students. Poster presented at the 62nd
Annual Meeting of the American College of Sports Medicine, May 26-30, 2015, San Diego, CA.
8. Franklin AL, Mishtal JZ, Johnson TR, Simms-Cendan JS. Rowers’ behaviors and perceptions about
competitive exercise during pregnancy. Poster presented at the 2015 American Congress of
Obstetricians and Gynecologists Annual Clinical and Scientific Meeting, May 2-6, 2015, San Francisco,
CA.
9. Ghim S, Hsu SS, Johnson T, Topping D. A novel approach to the evaluation of simulated hostile patient
encounters on stress and performance in first-year medical students. Poster presented at the 15th
International Meeting on Simulation in Healthcare, January 10-14, 2015, New Orleans, LA.
10. Harris DM, Asmar A, Bellew C, Cendan J, Johnson T, Reinemann J. High-fidelity patient simulations
improve teamwork and communication skills in first-year medical students. Poster presented at the
15th International Meeting on Simulation in Healthcare, January 10- 14, 2015, New Orleans, LA.
11. Vijayvargiya R, Johnson T, Boardman L. Anal human papillomavirus infection in a cohort of university
women. Oral presentation delivered and poster presented at the 29th International Papillomavirus
Conference, August 21-25, 2014, Seattle, WA.
12. Villanueva F, Johnson T, Bair K, Gibson J, Boardman L. Sexual activity-related outcomes among young
women receiving HPV vaccination prior to or after sexual initiation. Poster presented at the 29th
International Papillomavirus Conference, August 21-25, 2014, Seattle, WA.
13. Hart S, Miller K, Johnson T, Bair K, Gibson J, Boardman L. Impact of HPV vaccination on prevalence of
cervical and anal HPV infection in a cohort of university women. Poster presented at the 29th
International Papillomavirus Conference, August 21-25, 2014, Seattle, WA.
14. Truong B, Bair K, Williams T, Cruz KA, Malenowski L, Hawkins O, Kerschner A, Johnson T, Boardman L,
Gibson J. Race and behavioral influences on patient attitudes toward sample self-collection for high-
risk human papillomavirus (HR-HPV) testing in a cohort of college-aged women. Poster presented at
the 29th International Papillomavirus Conference, August 21-25, 2014, Seattle, WA.
Presentations (continued)
15. Rivera-Gutierrez D, Kleinsmith A, Johnson T, Lyons R, Cendan J, Lok B. Towards a reflective practicum
of embodied conversational agent experiences. Paper presented at the 14th IEEE International
Conference on Advanced Learning Technologies, July 7-10, 2014, Athens, Greece.
16. Gorman LA, Gros B, Johnson T, Cendan J. Incorporation of autonomic pharmacology into high fidelity
simulated cardiopulmonary critical care scenarios improves cardiopulmonary pharmacology
assessment performance. Poster presented at the 2014 Annual Meeting of the American Society for
Pharmacology and Experimental Therapeutics, April 26-30, 2014, San Diego, CA.
17. Fuller J, Oliveira L, Johnson T, Rothschild C. Barefoot running: Survey analysis of motives, medical
conditions, and performance factors. Poster presented at the 23rd Annual Meeting of the American
Medical Society for Sports Medicine, April 5-9, 2014, New Orleans, LA.
18. Verduin M, Johnson T. Exam questions: The good, the bad, and the ugly. Workshop delivered at the
2013 Association for Academic Psychiatry Annual Meeting, October 16-19, 2013, Charleston, SC.
19. Klapheke M, Foster A, Johnson T. Assessment of psychiatry clinical simulation teaching modules by
student surveys. Short communication presented at the 40th Annual Conference of the Association for
Medical Education in Europe, August 24-28, 2013, Prague, Czech Republic.
20. Foster A, Klapheke M, Johnson T, Liu H, Marcangelo M, Cluver J, et al. A multi-institutional study to
validate student and faculty surveys for psychiatry Clinical Simulation Initiative (CSI) teaching
modules. Poster presented at the 2013 Annual Meeting of the Association of Directors of Medical
Student Education in Psychiatry, June 20-22, 2013, Williamsburg, VA.
21. Johnson S, Foster A, Klapheke M, Johnson T, Liu H, Marcangelo M, et al. Psychiatry Clinical Simulation
Initiative teaching modules for medical students: Demonstration of new modules for 2013. Workshop
delivered at the 2013 Annual Meeting of the Association of Directors of Medical Student Education in
Psychiatry, June 20-22, 2013, Williamsburg, VA.
22. Cendan JC, Johnson TR, Voorhees D. A hands-on session on performance standard-setting for surgical
educators. Workshop delivered at the 2013 Association of Program Directors in Surgery Annual
Meeting, April 26, 2013, Orlando, FL.
23. Cendan JC, Johnson TR, Hernandez C, Castiglioni A. Application of the borderline regression standard
setting method: Determining a defensible pass-fail score for OSCE stations using checklists and global
rating scales completed by SPs. Workshop delivered at the 2013 Southern Group on Educational
Affairs Annual Meeting, April 18-20, 2013, Savannah, GA.
24. Vu M, Johnson TR, Francois R, Simms-Cendan J. Evaluating the long-term impact of short-term
medical student mission trips. Poster presented at the 4th Annual Conference of the Consortium of
Universities for Global Health, March 14-16, 2013, Washington, DC.
25. Johnson TR, Lyons R, Chuah JH, Kopper R, Lok BC, Cendan JC. Medical students prefer unguided over
guided communication for history-taking rehearsal in a virtual patient environment. Poster presented
at the 13th International Meeting on Simulation in Healthcare, January 26-30, 2013, Orlando, FL.
Presentations (continued)
26. Anumudu UB, Johnson TR, Ferstadt-Pellizzeri K, Gapsis B, Gibson JS, Boardman LA. Timing of HPV
vaccination and subsequent risk of CIN 2+. Poster presented at the 28th International Papillomavirus
Conference, November 30-December 6, 2012, San Juan, Puerto Rico.
27. Boardman LA, Johnson TR, Gapsis BC, Anumudu UB, Ferstadt-Pellizzeri K. Impact of age on the risk of
CIN 2+ among young women with mildly abnormal cervical cytology. Poster presented at the 28th
International Papillomavirus Conference, November 30-December 6, 2012, San Juan, Puerto Rico.
28. Ferstadt-Pellizzeri K, Johnson TR, Anumudu UB, Gapsis B, Gibson JS, Boardman LA. Factors associated
with prior HPV vaccination in young women undergoing colposcopy. Poster presented at the 28th
International Papillomavirus Conference, November 30-December 6, 2012, San Juan, Puerto Rico.
29. Gibson J, Villavicencio J, Gonzalez A, Rusado L, Garcia R, Johnson T, Boardman L. Analytical
performance evaluation of Cervista and COBAS HPV tests for the detection of high-risk HPV (HR-HPV)
genotypes in PreservCyt cervical cytology specimens. Poster presented at the 28th International
Papillomavirus Conference, November 30-December 6, 2012, San Juan, Puerto Rico.
30. Khalil MK, Dexter N, Gillum S, Garner M, Walton D, Johnson T. Interactive e-textbooks: Millennial
medical students’ learning preferences. Poster presented at the 2012 Association of American
Medical Colleges Group on Educational Affairs Annual Meeting, November 2-7, 2012, San Francisco,
CA.
31. Chen T, Johnson T, Boardman L. Factors associated with consistent use of condoms in college women.
Poster presented at the Reproductive Health Annual Clinical Meeting, September 20-22, 2012, New
Orleans, LA.
32. Lyons R, Khalil MK, Johnson T, Lok BC, Cendan JC. Team-based learners compared to individuals
develop greater knowledge with less reported cognitive demand from a neurologic simulator. Paper
presented at the 5th International Cognitive Load Theory Conference, April 9-11, 2012, Tallahassee, FL.
33. Curry AB, Johnson TR, Gibson JS, Boardman LA. Combined hormonal contraception, consistent
condom use and abnormal cervical cytology in college women. Poster presented at the Biennial
Meeting of the American Society for Colposcopy and Cervical Pathology, March 14-17, 2012, San
Francisco, CA.
34. Lyons R, Johnson T, Kotranza A, Lok B, Cendan J. Using virtual patients to simulate cranial nerve
palsies: Student reactions and evaluation of curricular placement. Poster presented at the 12th
International Meeting on Simulation in Healthcare, January 28-February 1, 2012, San Diego, CA.
35. Cendan JC, Lyons R, Chuah JH, Johnson T, Khalil MK, Lok BC. Understanding the relationship between
cognitive load and learning in a technical medical education environment. Poster presented at the
2011 Annual Meeting for the Association of American Medical Colleges, November 4-9, 2011, Denver,
CO.
36. Cendan JC, Johnson TR. Advanced physiologic simulations within the medical curriculum demand
specific sequencing and curricular coordination. Poster presented at the 2011 Annual Experimental
Biology Meeting, April 9-13, 2011, Washington, D.C.
Extramural Funding
Recent
Dates: 09/01/2014 – 08/31/2016
Title: Development and evaluation of a mobile medical professionalism assessment application
Identification Number: N/A
Sponsor: The Josiah Macy Jr. Foundation; Institute on Medicine as a Profession
Total Direct Cost: $50,000
Principal Investigator: Juan C. Cendan, MD
Role: Co-Investigator
Percent Effort: 1.50%; 1.25%
Dates: 09/01/2010 – 08/31/2016
Title: Neurological exams teaching and evaluation using virtual patients
Identification Number: R01 LM010813-01
Sponsor: National Library of Medicine, National Institutes of Health
Total Direct Cost: $1,600,000
Principal Investigator: Juan C. Cendan, MD
Role: Statistical Researcher
Percent Effort: 20%
EDUCATIONAL ACTIVITIES
Teaching – Classroom Instruction
August 2012 – August 2015
Focused Inquiry and Research Experience (FIRE) Module (Statistics and Research Methods)
Assistant Professor
University of Central Florida College of Medicine, Orlando, FL
January 2004 – May 2004
Sport Psychology
Graduate Instructor
Florida State University College of Education, Tallahassee, FL
January 2000 – March 2000
Educational Psychology
Visiting Instructor
Thomas University, Thomasville, GA
August 1999 – April 2001
Educational Psychology
Graduate Instructor
Florida State University College of Education, Tallahassee, FL
Teaching – Invited Seminars
May 14, 2015
Biostatistics Review for Step 2 CK (M-3 Capstone Week)
Invited Faculty
University of Central Florida College of Medicine, Orlando, FL
August 13, 2014
Measures of Risk in Randomized Controlled Trials and Cohort Studies (Cardio/Pulm Module)
Invited Faculty
University of Central Florida College of Medicine, Orlando, FL
August 9, 2010
Basic Statistics: A Review of Probability, Odds, and Odds Ratios (Practice of Medicine Module)
Invited Lecturer
University of Central Florida College of Medicine, Orlando, FL
Mentoring
March 2016 – Present
Faisal Chaudhry
Does Lecture Attendance Impact Student Learning?
Johns Hopkins University School of Medicine
Mentor-of-Record, Scholarly Concentrations Project
November 2015 – Present
Elizabeth Golub, PhD, MPH
Johns Hopkins University
Capstone Advisor, Master of Education in the Health Professions Program
August 2014 – August 2015
Kyle Tanner Barfield
Medical Student Perception of Required Research in Medical School and Factors That Influence It
University of Central Florida College of Medicine
Mentor-of-Record, FIRE Project
August 2010 – August 2015
Provided one-on-one consultation in areas including, but not limited to, research project design
and methodology, instrument design, statistical analysis, and manuscript preparation to first- and
second-year medical students during the FIRE module at the University of Central Florida College
of Medicine, Orlando, FL.
Class of 2013 (supported 13 of 39 students)
Class of 2014 (supported 4 of 60 students)
Class of 2015 (supported 39 of 79 students)
Class of 2016 (supported 47 of 97 students)
Class of 2017 (supported 34 of 118 students)
Class of 2018 (supported 18 of 120 students; served as mentor-of-record for one student)
ORGANIZATIONAL ACTIVITIES
Institutional Administrative Appointments
May 2016 – Present
Online Education Executive Team
Johns Hopkins University School of Medicine, Baltimore, MD
January 2016 – Present
Educational Technology Committee
Johns Hopkins University School of Medicine, Baltimore, MD
November 2015 – Present
Genes to Society Integration Committee
Johns Hopkins University School of Medicine, Baltimore, MD
November 2015 – Present
University Council on Learning and Assessment
Johns Hopkins University, Baltimore, MD
November 2015 – Present
Post-Doctoral Advisory Board
Johns Hopkins University School of Medicine, Baltimore, MD
November 2015 – Present
Office of Information Technology Advisory Board
Johns Hopkins University School of Medicine, Baltimore, MD
November 2015 – Present
Education Policy and Curriculum Committee, Executive Committee Member
Johns Hopkins University School of Medicine, Baltimore, MD
November 2015 – Present
Institute for Excellence in Education, Managing Board Member
Johns Hopkins University School of Medicine, Baltimore, MD
November 2013 – August 2015
Student Evaluation and Promotions Committee, Class of 2016
University of Central Florida College of Medicine, Orlando, FL
March 2012 – March 2013
Faculty Search Committee
University of Central Florida College of Medicine, Orlando, FL
February 2012 – April 2012
LCME Accreditation Self-Study: Faculty Subcommittee, Vice-Chair
University of Central Florida College of Medicine, Orlando, FL
Institutional Administrative Appointments (continued)
January 2012 – August 2015
Faculty Bylaws Committee
University of Central Florida College of Medicine, Orlando, FL
July 2010 – December 2010
LCME Accreditation Self-Study: Faculty Subcommittee
University of Central Florida College of Medicine, Orlando, FL
Editorial Activities
November 2015 – Present
Ad Hoc Reviewer
Journal of the American Medical Informatics Association
June 2014 – Present
Ad Hoc Reviewer (in partnership with colleague Dr. Mujtaba Husain at UCF)
Diagnostic Cytopathology
December 2011 – Present
Ad Hoc Reviewer
Advances in Physiology Education
Review Groups
March 2012
Cadre of Abstract Reviewers
AAMC Research in Medical Education (RIME)
July 2010 – May 2011
2011 Forum Evaluation Tool Design Committee
Association for Institutional Research (AIR)
Professional Societies
2016 – Present
Member
MedBiquitous Standards Committee
2016 – Present
Member
Society of Directors of Research in Medical Education
2012 – 2016
Member
American Statistical Association
Special Interest Group – Teaching Statistics in the Health Sciences
Professional Societies (continued)
2010 – 2012
Member
AIR
1999 – 2001
Student Member
Association for Applied Sport Psychology
Other Organizational Activities
August 2012 – August 2015
Admissions Interviewer, MD Program Candidates
University of Central Florida College of Medicine, Orlando, FL
Brian McGrath
1287 Third Street, RR3, St Catharines, Ontario, Canada L2R 6P9
brianmcg@cadnorth.com
http://www.cadnorth.com
905) 646-5172
Summary of Qualifications:
20+ years Information Systems management and development in the public safety industry
15+ years Business and Systems Analysis in public safety software development
Exceptional ability at requirements capture, analysis and documentation
Fully conversant with all aspects of software product development and implementation life-cycle
Experienced software developer of Public Safety Communications applications
Excellent communications and interpersonal skills, comfortable at all organizational levels
Solid base of operational experience in Public Safety Communications
Computer Skills:
Visual Studio 2010, Visual Studio 2008, Visual Basic 6.0, SQL Server, ADO, RDO, CA-Clipper 5.x, C
TriTech Software Systems RAPTOR Integration with VisiCAD/InformCAD Product Suite
GIS Analysis, MS MapPoint integration, MapInfo, MapBasic, ESRI ArcEngine/NetEngine
TCP/IP, Internet, Networking Administration
Windows Server/Workstation Administration, Novell Netware
MS Project, Visio, Word, Access, Excel, Outlook, PowerPoint
Professional Experience:
CAD North Inc. Sept 2005 - Present
Co-Founder/President
Providing business analysis, project management and software development services to the Public Safety industry
VB/SQL Systems Development
Develop and market an automatic intelligent E911 pre-alert system (HeadStart911) that integrates seamlessly with
VisiCAD, advising the dispatcher of caller location and paging the closest available paramedic unit based on real-
time analysis of unit availability and street-level routing calculations. Reduces internal call processing times and
dramatically improves emergency response times.
Custom Software Design and Development
Develop custom CAD-integrated solutions based on analysis of client systems and operational needs. Conduct
business analysis and functional requirements capture based on Public Safety industry best practices.
Geospatial Analysis and EMS System Design
Provide consulting services and analysis related to High Performance Emergency Medical Services. Develop System
Status Plans based on geospatial and temporal analysis of emergency incident data.
Manager, CAD and EMS Infrastructure June 2005 – June 2007
Regional Municipality of Niagara
Manage day to day support and ongoing development, testing and implementation for the VisiCAD computer-aided
dispatch system at Niagara Ambulance Communication Service. Supervise technical staff of contract programmer
and data analyst. Develop new applications and interfaces to support the Communications operations.
Brian McGrath
2 -
Brimac Systems Inc. 1999 – June 2005
Founder/President
Providing business analysis, project management and software development services to the Public Safety industry
VB/SQL Systems Development
Develop and market a Real-Time Adaptive Training Simulator that interfaces with the VisiCAD Command dispatch
system to provide an adaptive and compellingly realistic training environment for initial, recurrent and disaster
simulation dispatch training. Simulator integrates with VisiCAD, creating incidents and generating AVL updated
vehicle locations based on routing calculations, calculates vehicle status changes and generates audio radio messages
based on user-defined scripts and scenarios.
Client: Ontario Ministry of Health
Project Lead – VisiCAD Implementation 2004 – June 2005
Determine, implement and test optimum VisiCAD configuration for Niagara Ambulance Communication
Service. Implementation includes ProQA integration, AVL, mobile data and status reporting, Paging,
FirstWatch, Bradshaw MARVLIS Suite. Develop and execute acceptance test plans. Develop and maintain
project plan and related project documentation.
Client: University of Toronto, Mechanical and Industrial Engineering
VB/SQL Systems Developer 2002 – 2003
Develop a custom real-time and historic fleet performance display system integrated with the TriTech VisiCAD
Computer Aided Dispatching System. Displays most recent incident performance by priority, monitors
performance of ongoing responses, current and historic fleet utilization statistics.
Client: TriTech Software Systems,
Business Analyst 1999 – 2004
Work closely with TriTech’s Police, Fire and EMS clients and Project Managers to define and implement
software and interface configurations that meet the Client’s expectations of the VisiCAD mission critical
resource deployment system capabilities. Determine and document client-specific product enhancement and
interface requirements.
Communicate effectively with all levels of the Client, Prime Contractor and Subcontractors to clearly
define and document functional requirements, use cases and test cases.
Analyze Client’s operational model and information requirements and determine optimum system
configuration.
Travel extensively to facilitate on-site requirements capture workshops with domain experts and perform
system analysis
Develop complete functional and technical requirements including User Interface prototypes, use cases,
test cases, domain and data models, interfaces to other Vendor systems such as mobile data, radio,
automatic vehicle locating (AVL), E911, criminal justice records check, records management systems,
automated paging, CAD-to-CAD
Develop and execute Acceptance Test Plans based on documented business and functional requirements.
Toronto Ambulance Service 1981 – 1999
Manager, Communications Systems 1995 – 1999
Lead a team of eight programmers, network administrators and system support specialists as they manage the
Computer Aided Dispatch System and Business Information Networks.
Full responsibility for:
Determining business and system IT requirements for all levels of the department
Developing functional specifications for new systems and system modifications
Setting system development priorities and timetables
Identifying and managing resource needs and critical path issues
Coordinating with Training and Operations to ensure systems and enhancements are brought online
smoothly and on schedule
Reviewing implementations with client users to determine subsequent refinements
Administrative and Mission-Critical CAD network administration and security.
Brian McGrath
3 -
Highlights:
Developed Functional Specification Documents and Request for Proposal document for replacement
Computer Aided Dispatch (CAD) system for Toronto Ambulance
Evaluated bids for replacement CAD system and advised Senior Staff during the selection of preferred
vendor
Reviewed and approved Interface Functional Specification Documents relating to Automatic Vehicle
Locating, Paging, E911/ANI/ALI, Hospital Emergency Room Status, Vehicle Status Messaging and the
Radio/Telephone System
Project Manager for the implementation of TriTech Software Systems CAD replacement for Toronto
Ambulance Service
Developed and integrated an AVL Display system with the existing CAD System. Displayed Incident and
Unit locations in real time.
Coordinator, Information Applications Group 1990 – 1995
With a staff of three, developed network access to real-time analysis of CAD information and summary
databases.
Conduct statistical analysis of system performance based on data from CAD system
Develop real time statistical and decision support applications
Develop functional specifications for CAD system enhancements
Project management related to Communications Centre
Highlights:
Developed a Gateway Server application to mirror CAD active incidents on the administration network to
support programs that provided detailed real-time information and analysis without impacting the
production CAD system.
Designed and implemented a real-time Quality Assurance Paging system using mirrored CAD data to
provide reporting on operational performance exceptions and monitoring of response time and System
Status Plan compliance.
Designed/developed real-time System Status Plan display system for in-house CAD.
Planned/managed relocation of the 800+ calls/day Communications Centre to new facilities
Communications Supervisor, Quality Assurance 1985 – 1990
Monitored operational performance of Dispatchers and operational dispatch processes.
Review Operational Performance and develop proposals for modifications to procedures to ensure that
performance results kept pace with performance goals.
Develop the functional specifications for CAD system enhancements. Ensure that the CAD software
project team clearly understands operational requirements. Oversee the testing and release of new versions
of CAD software.
Senior Dispatcher, CAD Training 1984 – 1985
Trained dispatchers in the operation of the Computer Aided Dispatch system
Assisted in the development and presentation of CAD related training material
Provided technical and operational support for CAD system after go-live
Dispatcher 1981 – 1984
Received E911 requests for Ambulance Service from the public in both Emergency and Non-emergency
situations
Triaged emergency calls based on Medical Priority
Assign and track ambulance resources to emergency and non-emergency incidents
Managed Fleet deployment to ensure rapid response to all incidents and requests for service
References:
Available upon request
CONSULTING SERVICES PROPOSAL –FIRE RFP 23-001
KENNEWICK-PASCO-RICHLAND,WA