HomeMy WebLinkAbout17 - BA-038 - Metro Cities Fire AuthorityFebruary 8, 2000
Council Agenda
Item No. 1 7
TO: Mayor and Members of the City Council
FROM: Timothy Riley, Fire and Marine Chief 3(ci
SUBJECT: Give Notice of Intent to Withdraw from the Metro Cities Fire Authority; and
Approve a Budget Amendment to Conduct a Request for Proposals to Study the
Feasibility of Merging the Police Department and the Fire and Marine Department
Emergency Dispatch, Technology and Management Information Support Systems.
RECOMMENDATIONS:
1) Approve a motion to give notice of the City's intent to withdraw as a member of the Metro Cities
Fire Authority pending a comprehensive study to determine the feasibility of merging the Police
Department and Fire and Marine Department Emergency Dispatch, Technology and Management
Information support systems.
2) Approve Budget Amendment (BA -), reallocating existing funds and authorizing staff to send
out the attached Request for Proposals to conduct said study, in an amount not to exceed $75,000.
WITHDRAWAL FROM THE METRO CITIES FIRE AUTHORITY
In June, 1996, the Newport Beach Fire and Marine Department became a member of the Metro Cities
Fire Authority (MCFA); a Joint Powers of Authority agency that provides emergency dispatch services to
seven city fire departments. Due to the severe budget cutbacks of the early 1990s and the financial
constraints placed upon all member agencies, the MCFA was put together in a short period of time.
Unfortunately, the short time frame did not allow the seven partner agencies to establish a clear mission
statement, goals and objectives, and measurable service delivery indicators.
Since joining the MCFA in 1996, our staff has worked exhaustively with the other fire departments with
the end goal of obtaining high quality, reliable dispatch services at minimal cost. Unfortunately, our
experience has been less than satisfactory. Alarm processing times are not to our desired standard. Our
alarm system has been fraught with significant problem, rendering it unreliable and at times not
functional. Our mobile data computer system is old and in need of replacement; difficult to do when
other member agencies are financially unable or do not use them as we do. These situations have resulted
in longer emergency response times. We possess a desire to continually improve our dispatch services
while other member agencies are satisfied with their current level of service. It is this differing sense of
value that leads us to the conclusion that we will never reach the level of service we feel appropriate for
Newport Beach.
After considerable research and discussion, we have developed an emergency dispatch and
communication plan that takes advantage of the state -of -the -art 911 and computer systems recently
installed at the Police Department. This plan would call for us to create a new system, in partnership with
the Police Department, which will improve service levels and allow us to recapture local control by our
Department.
MCFA has approved their FY 2000/2001 budget. The budget has been prepared in anticipation of our
withdrawal effective January 1, 2001 should the study prove feasible and the City Council supports its
implementation.
0
TECHNOLOGY AND MANAGEMENT INFORMATION SYSTEM NEEDS 1�
Due to the recession of the early 1990s, the Fire and Marine Department eliminated our sole information
management position as a budget reduction measure. Our sole support was to be provided by a newly
created management information division of a newly created Administrative Services Department. In
support of this new division, a Management Information Strategic Plan was prepared by an outside
management consultant. This plan was to provide the framework for the support for all city departments
except the Police Department, who had developed and was implementing their own comprehensive
strategic technology plan. As a result of a comprehensive plan, well - supported by the City Council, the
Police Department now enjoys a well- managed, information management and technology system. Many
of the Fire and Marine Department information management and technology issues have not been
satisfied due to a lack of financial and personnel support and the absence of a clear plan of action. Last
year, the City Council approved the addition of one computer technician in the Fire and Marine
Department. Due to the limited supply of high technology employees in today's job market, we have
been unable to fill the position. Consequently, the vacant position was recently eliminated as part of the
budget reduction strategy used to offset the City Councils decision to increase spending on the Airport
issue.
DEVELOP A COMPREHENSIVE STRATEGIC PLAN
Before making decisions on a change of service, the Newport Beach Fire and Marine Department wishes
to obtain professional assistance in evaluating our plan to create a new partnership with our Police
Department to create a new emergency dispatch system. The information gained from the review will be
used to determine staffing needs for the management and operation of the dispatch center.
A second part of the project is a technology study and plan to analyze the current technology being used •
by the Police Department and the feasibility of the Fire and Marine Department to take advantage of their
technological advances. The Police Department has installed new systems that are current with today's
technology positioned for future expansion. They have also embraced other advanced technology
concepts, such as video recording of public contacts, which could be beneficial to our operations. This
part of the study will look at the feasibility of our Department using these and other technology available
to enhance emergency response and operations.
Finally, the project would include an information management strategic plan. This plan will evaluate the
Fire and Marine Department's current and projected information management needs. The plan should
identify the long -term capitalization required to support our operation, make recommendations as to the
level of support needed to meet these demands, and evaluate the feasibility of expanding the management
information staff at the Police Department to provide these needed services.
FISCAL IMPACT
The Fire and Marine Department currently has a $50,000 Capital Improvement Project that will provide
for some much needed computer software upgrades. The $50,000 is only half of what we requested this
year and is far from what we feel will be needed in the years to come. Therefore, we are asking to re-
target these funds to support the cost of this study to help us identify and prioritize our long -term needs.
We are also asking to transfer an additional $25,000 from the Paramedic Designated Reserve Fund to
cover the remaining projected costs of the study.
11
J
SEW PO
O B
u s
FO
CITY OF NEWPORT BEACH
Fire and Marine Department
Tim Riley, Fire and Marine Chief
949/644 -3101
Request for Proposals
EMERGENCY DISPATCH SERVICES,
TECHNOLOGY AND MANAGEMENT
INFORMATION SYSTEMS STRATEGIC PLAN
The Newport Beach Fire and Marine Department is seeking proposals from qualified firms to
prepare a dispatch services delivery plan, a technology plan, and an information management
strategic plan that will guide the organization for the next several years.
I.
The Newport Beach Fire and Marine Department is currently a member of the Metro Cities Fire
Authority (MCFA); a Joint Powers of Authority agency that provides emergency dispatch
services to seven member city fire departments. Prior to joining the MCFA in 1996, the
Department was a member of the Central Net Operations Authority (CNOA); a Joint Powers of
Authority agency whose member agencies included the Fire Departments of Fountain Valley,
Huntington Beach, Newport Beach, and Westminster. In 1994, Westminster contracted with the
Orange County Fire Authority for fire services. Westminster's resignation from the CNOA and
the recession of the early 1990s made the continuing operation of their Communications Center
financially unfeasible. In 1978, the North Net Fire Communications Center was established by
the Fire Departments of Anaheim, Garden Grove and Orange. Over the next several years
Stanton, Buena Park and Fullerton joined the Center. Stanton and Buena Park left North Net as
each city contracted with the Orange County Fire Authority for fire services. On September 1,
1994 the four remaining North Net agencies were Anaheim, Fullerton, Garden Grove, and
Orange.
In the winter of 1995, the fire chiefs of the seven agencies began discussions on the possibilities
of merging the two communications operations. Through informal negotiations they formed a
Joint Powers Authority Agreement. On June 17, 1996 the three Central Net agencies' dispatch
operations were cut over to the Anaheim site where the four North Net agencies' dispatch facility
was located. It was agreed that the newly named Metro Cities Fire Authority would operate on
the "equal voice" approach. Each of the seven cities would retain their own fire departments
with local identity incorporated into the dispatch operation. Through programming, the
computerized dispatch system would provide the appropriate levels of response and service
citizens were accustomed to receiving from their city. Merging the two dispatch centers
N
produced a combined savings for the seven cities of more than $882,000 in their first year's
budget.
Further exacerbating this problem is the Fire and Marine Department's lack of a comprehensive
information management and technology plan. Due to the recession of the early 1990s, the Fire
and Marine Department eliminated our sole information management position as a budget
reduction measure. Our sole support was to be provided by a newly created management
information division of a newly created Administrative Services Department. In support of this
new division, a Management Information Strategic Plan was prepared by an outside management
consultant. This plan was to provide the framework for the support for all city departments
except the Police Department, who had developed and was implementing their own
comprehensive strategic technology plan. As a result of a comprehensive plan well supported by
the City Council, the Police Department now enjoys a well- managed, information management
and technology system. Many of the Fire and Marine Department information management and
technology issues have not been satisfied due to a lack of financial and personnel support and the
absence of a clear plan of action.
II. CURRENT ISSUES AND PROJECT GOALS
Since joining the MCFA in 1996, the staff of the Newport Beach Fire and Marine Department
has worked exhaustively to create new partnerships with the other member agencies with the end
goal of obtaining high quality, reliable dispatch services at minimal cost. Unfortunately, our
experience has been less than satisfactory. Alarm processing times are not to our desired
standard. Our alarm system has been fraught with significant problems, rendering it unreliable
and at times not functional. Our mobile data computer system is old and in need of replacement;
difficult to do when other member agencies are financially unable or do not use them as we do.
These situations have resulted in decreased emergency response times. We possess a desire to
continually improve our dispatch services while other member agencies are satisfied with their
current level of service. It is this differing sense of value that leads us to the conclusion that we
will never reach the level of service we feel appropriate for the citizens of Newport Beach.
Before making decisions on a change of service, the Newport Beach Fire and Marine
Department wishes to obtain professional assistance in evaluating our plan to create a new
partnership with our Police Department to create a new emergency dispatch system. Therefore, a
professional review of our plan is the first goal of this project. The information gained from the
review will be used to determine performance standards as well as staffing needs for
management and operation of the dispatch center.
The second part of the project is a technology study and plan to analyze the current technology
being used by the Police Department and the feasibility of the Fire and Marine Department to
take advantage of their technological advances. The Department operates an aged mobile
computing system that is unreliable and obsolete. The Police Department has installed a new
system that is current with today's technology and is looking towards the future. They have also
embraced other advanced technology concepts, such as video recording of public contacts that
could be beneficial to our operations. This part of the study will look at the feasibility of our 0
I1
Department using these and other technology available to enhance emergency response and
operations.
Finally, the project includes the development of an information management strategic plan. This
plan will evaluate the Fire and Marine Department's current and projected information
management needs. The plan should identify the long -term capitalization required to support our
operation, make recommendations as to the level of support needed to meet these demands, and
evaluate the feasibility of expanding the management information staff at the Police Department
to provide these needed services.
III. SCOPE OF WORK
A. Dispatch Services
The consultant will review the Department's proposal to provide emergency dispatch and
communication services (attached.) The program description will:
a. Define the work/services to be performed
b. Review workload statistics
c. Describe current goals, objectives and performance measures
d. Identify the staffing and organizational structure
e. Outline a budget structure including personnel, maintenance and capital costs
B. Technology Plan
The consultant will prepare a technology plan that satisfies the criteria of reliability,
redundancy and sufficient capability to support the level of service established by the
Department. The plan also should assess current systems for the need to replace,
enhance, update or expand them to meet current or future service requirements, deal with
technological obsolescence and take advantage of technological advances. The scope of
work in this area will include:
1. Review existing hardware and software solutions used by the Police
Department and their related operating policies to determine how
effectively they provide for existing service levels, how well they may
provide for future service level increases or enhancements, and their
remaining effective service life. The intent of this review is to determine
the feasibility of their use by the Fire and Marine Department. This will
include but is not limited to: current mainframe computers, uninterrupted
power supply hardware, computer workstations, mainframe and
workstation operating system software, Computer Aided Dispatch/Records
Management software, workstation productivity software, local and wide
area network hardware and software, data back -up and archiving solutions,
mobile data computer systems, telecommunications solutions, alarm
processing systems, existing maintenance agreements, etc.
2. Make recommendations on necessary hardware and /or software 1�
replacements or upgrades to the Police Department system that are critical 1�
to the delivery of current service levels, to include cost estimates for each
recommendation or make recommendations on necessary hardware and/or
software purchases that are critical to the delivery of current service levels
if the Police Department systems are unable to meet department needs.
Make recommendations regarding the number, classification and
qualifications of personnel needed to support the current and recommended
technological solutions.
4. Make recommendations on technological solutions that will enhance
current service levels, including but not limited to: global positioning
systems, vehicle locator systems, incident management software, radio -
network mobile data device systems, personnel accountability systems,
hand -held telecommunication devices, etc, with cost estimates for each
recommendation.
C. Strategic Plan
The consultant will conduct a comprehensive assessment of the information management
needs of the department and develop a well- conceived plan to assist in effecting a smooth
and orderly implementation. The plan should include: 0
A comprehensive assessment of the business needs of the Fire and Marine
Department that would be supported by the implementation or upgrade of a
management information system solution.
2. A list of recommendations, in order of most urgent to least urgent, of management
information solutions that need to be implemented by the Fire and Marine
Department, including recommendations on the means and methods for achieving
said solution(s).
3. A analysis of the existing management information systems capabilities of Fire
and Marine Department and the Police Department to assess their ability to meet
the needs of the Fire and Marine Department.
4. A recommendation on any proposed staffing changes necessary to meet the needs
of the Department(s).
D. Schedule of Completion
The Fire and Marine Department wishes to cease dispatch operations at Metro Net and
begin operation in its new dispatch system on January 1, 2001. Therefore, the target for
completion of this report is July 1, 2000. 0
. IV. PROPOSAL CONTENTS
The proposal should contain the following information:
A. Statement of Understanding the Approach and Scone of the Proiect: This statement
should summarize your understanding of the scope and purpose of the study, including a
brief overview of the methodology you would employ to accomplish the study. The
statement should also include any recommended changes to the Scope of Work presented
above that, based on your knowledge and experience, seem appropriate to best meet the
goals of this project.
B. Experience and Qualifications: Please provide descriptions of at least three similar
projects or studies that you have prepared, including the names and telephone numbers of
client references that can be contacted to discuss the work. In addition, please describe
any other related experience you have that contributes to your qualifications for this
project.
C. Project Personnel and Management: List the names, specific qualifications and level of
effort of each person, including sub - contractors, who would be assigned, to the project.
For each person, identify the specific tasks he or she would be undertaking. Designate
the person who would have overall responsibility for the project and the person who
• would be primarily responsible for contact with the Department. All subcontractors
should also be identified along with their relevant experience.
D. Availability and Abilitv to Perform: For each key staff member, please describe the
estimated percentage of the person's total time that would be dedicated to this project.
E. Schedule of Completion: Please submit a proposed schedule for the completion of the
project, including a time line with target dates for completion of each task.
F. Budget: Please provide a budget showing costs by task as well as a "not to exceed" total
for the entire project. The budget should include costs for the time of the prime
contractor's staff, sub - contractors, and costs for reimbursable expenses such as
reproduction, materials, travel, etc. Please submit the budget in a sealed envelope,
separate from the other proposal contents. Approximately $75,000 is available for
this project, but the City intends to select a consultant based on the proposals submitted,
and negotiate a mutually acceptable contract.
V. PROPOSAL SUBMITTAL REQUIREMENTS
The Newport Beach Fire and Marine Department will hold a pre - proposal meeting to respond to
questions from interested consultants on February 17, 2000, 10:00 a.m., Newport Beach Police
Department Auditorium, 870 Santa Barbara Drive, Newport Beach, California.
. Five copies of the proposal must be received by 5:00 p.m., March 2, 2000. Late submittals will
not be accepted. Proposals should be mailed, e- mailed or delivered to:
Chief Timothy Riley
Newport Beach Fire and Marine Department
3300 Newport Blvd., PO Box 1768
Newport Beach, CA 92658 -8915
E -MAIL: triley @city.newport- beach.ca.us
VI. SELECTION PROCESS
The proposals will be evaluated and the consultants deemed most qualified will be invited to an
interview. This evaluation will be based on the consultant's experience with similar projects and
level of understanding demonstrated in the proposal, as well as a realistic time line and budget.
It is estimated that interviews for the most qualified consultants will be conducted the week of
March 13, 2000, with the final selection estimated by the end of the week. The City will
negotiate a contract with the selected consultant, based on the proposal and budget submitted.
0
0
N
• Proposed System
A Fire & Marine Department dispatch /communications center will allow direct
control over the quality of our dispatch and communications services. The
proposed system takes advantage of the investment in technology the city has
made to improve police services with a minimum of changes to police
operations. The operational design provides optimum response times and
significant improvements to our ability to develop a continuous quality
improvement process.
The proposed system will:
• Improve response time
• Improve Firefighter Safety
• Improve Customer Service
• Improve system reliability
Concept of Operation
All 911 calls are received at the Public Safety Answering Point (PSAP) which is in
. the police department communications center. Instead of transferring the caller
who needs fire, paramedic or lifeguard services to the JPA, the police call taker
will enter the information in a joint police/ fire Computer Aided Dispatch system
(CAD). The CAD will immediately alert the appropriate responders and the Fire
& Marine communications center. Fire & Marine dispatchers will broadcast the
call, provide pre - arrival instructions to the reporting party and manage the
tactical communications.
This operational design will:
• Re- establish direct operational control over the services we provide.
• Allow us to establish and achieve the standards that reflect our values.
• Eliminate the need to convince other agencies of needed improvements.
• Provide direct Fire & Marine supervision of those responsible for
providing the service.
• Allow the implementation of simple improvements with a minimum of
effort.
• Reduce delays due to the unfamiliarity of city geography and landmarks.
• Eliminate the need to transfer the reporting party during an emergency
before getting an address and providing assurance that help is on the way.
• Allow the implementation of local standards of care.
C
• Provide better utilization of technical infrastructure currently used by the
Police Department.
• Provide a secondary PSAP for the city.
• Improve EOC /DOC operations during disasters and extremely high
activity.
• Provide faster response by first responders to requests for services.
• Utilize the existing lifeguard communication center and maximize the
necessary improvements to be made.
• Use dispatchers that have local knowledge resulting in better utilization of
resource and more complete knowledge given to first responders.
• Provide dynamic deployment of resources to improve response time.
• Provide our customers with assistance in a more timely manner and not
place them on hold as a first step.
• Build upon quality assurance and quality improvement and principles.
• Allow for more rapid problem solving.
• Improve customer relations with more public information.
• Eliminate the need to staff lifeguard communications center with
lifeguards year round resulting in more efficient use of resources.
• Provide critical information management resources.
• Utilize existing Police/ Lifeguard infrastructure.
• Keep the number of new employees to a minimum. 0
L�
(0
ƒ
&e
£
i
I �
e
LE
-
0
\/
k
—
— —
_
2
a.
\)\
/(j(
\ §
)\)
LU�
k0
i
220
i
&§§a
'
CL=.
.
LLJ z
i
am
,
$ate
� k
-------
- - - - -2
2 ) \
I]
se/
i
§
,
\
I\�77
fm -#f
t� -e
]2k)$
\\k)
zc
ktƒ$t
�����
a%�)\
LU
Lu
2(
§
§
dE
��_
CL
� ®
2 2 $ §
§;a
§
_0§�
.
2W2�
«)
$0
CL
�f\ S
��\
(
)B® z
z
)k®
a4
I$
ƒ
£
LE
0
\/
k
L
CL
J
2
a.
City of Newport Beach NO. BA- 038
BUDGET AMENDMENT
1999 -00 AMOUNT: $75,000.00
EFFECT ON BUDGETARY FUND BALANCE:
Increase Revenue Estimates
NX Increase Budget Appropriations AND
Transfer Budget Appropriations
SOURCE:
X from existing budget appropriations
from additional estimated revenues
X from reserved fund balance
EXPLANATION:
0
Increase in Budgetary Fund Balance
X Decrease in Budgetary Fund Balance
No effect on Budgetary Fund Balance
This budget amendment is requested to provide for the following:
To redirect funds from the computer software upgrade capital account and the Paramedic Reserve to
conduct a feasibility study for the Fire & Marine Department Stategic Information system. There have
been no prior budget amendments.
ACCOUNTING ENTRY:
BUDGETARY FUND BALANCE
Eund Account Description
010 3732 Paramedic Reserve
REVENUE APPROPRIATIONS (3601)
Fund /Division Account
EXPENDITURE APPROPRIATIONS (3603)
Division
Account
Division
Account
Number 7017
Number C2310512
Description
Description
Automation & Communication
Number 7017 Automation & Communication
Number C2310541 FMD STRATIGIC INFO & COMM
Division Number
Account Number
Division Number
Account Number
Signed:
Signed:
Signed:
1
Approval: Finance Director
Administrative Approval: City Manager
City Council Approval: City Clerk
Amount
Debit Credit
$25,000.00 ' 0
$50,000.00
Automatic
$75,000.00
a -a -C4�-)
Date
Date 9
Date