OFFICIAL NOTICE AND AGENDA
Kronenwetter Public Safety Study
Special Committee Meeting
Kronenwetter Municipal Center
1582 Kronenwetter Drive, Kronenwetter, WI 54455
Village Board Room (Lower Level)
Wednesday, February 8, 2017 – 5:00 P.M.
1. Call meeting to order
a. Roll Call
2. Discussion & Action: Election of Chairperson, Vice Chairperson and Secretary
3. Public Input (15 minutes) Please be advised per State Statute Section 19.84(2), information will be received from the public. It is
the policy of this Village that there be a three minute time period, per person, with time extension per the Chief Presiding Officer’s discretion;
be further advised that there may be limited discussion on the information received, however, no action will be taken under public comments.
4. Discussion & Recommendation: Focus/Purpose of the Committee
5. Discussion & Action: Set dates for future meetings.
6. Adjournment
Posted:
Thursday February 2nd, 2017
On: Village of Kronenwetter website www.kronenwetter.org, Kronenwetter Municipal Center
Faxed: Wausau Daily Herald, WAOW, WSAW, WSAU, Everest Herald, Mosinee Times
Notice: It is possible that members of other governmental bodies of the municipality may be present at the above scheduled meeting to gather information about a subject over
which they have decision-making responsibility. No action will be taken by any governmental body at the above-stated meeting other than the governmental body specifically
referred to above in this notice.
Requests from persons with disabilities who need assistance to participate in this meeting or hearing should be made at least 24 hours in advance to the Village Clerk’s office at
(715) 693-4200 during business hours.
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MEETING DATE: 2/8/2017 AGENDA ITEM #
4 PREPARED BY:
Richard Downey, Village Administrator REPORT TO PUBLIC SAFETY STUDY COMMITTEE PRESENTING COMMITTEE: COMMITTEE CONTACT:
STAFF CONTACT:
Richard Downey, Village Administrator ISSUE: Discussion & Recommendation: Focus/Purpose of the Committee ISSUE BACKGROUND/PREVIOUS ACTIONS: During the discussion of the 2017 budget the Administrative Policy Committee (APC) suggested to place $30,000 in the budget for hiring a consultant to study the long term plans for both the police and the fire department. This was a direct result of $450,000 being placed in the budget for the replacement of fire engine #1, which was eventually removed due to financial constraints. Many other projects that were requested in the 2017 budget were not addressed, such as road resurfacing, and the Committee felt that something needed to be done to examine the operations of the public safety departments. This item was presented during a joint APC and Community Life and Public Safety (CLPS) Committee and the CLPS members concurred with the APC’s suggestion and also recommended the $30,000 within the budget to hire a consultant to study this issue. When the Village Board reviewed the entire budget they approved of the concept but reduced the amount placed in the budget to $15,000 and stated that if more money was needed then a budget amendment could be made to adjust that amount. In an effort to expedite this study’s process I requested that the Village Board approve a special committee be assigned to study this issue. The first step I believe the committee needs to recommend to the Village Board is the focus of the study, thus allowing information to be gathered by Village staff. While there is some direction that has been provided in the minutes it is not clear. From the joint CLPS/APC meeting I have the following direction placement in the budget for the hiring of a consultant who will “prepare a comprehensive analysis of Fire Department and Police Department organizational change options including possible mergers with other local units that can significantly contribute to long‐term expense control and to set an expected completion date for that analysis”. From the Village Board in October 2016 I have the following: “Item 6.11. 2017 Proposed Budget‐(from the October 25th 2016 Village Board meeting minutes) The Board went through the budgets. One item that was changed was the amount of money to spend on a consultant to study emergency services in the Village. By mutual consent the Board decreased the budgeted amount from $30,000 to $15,000. Holmes and Lesniak did not agree with the adjustment.” The only direction that the Village Board provided the special committee when the special committee was created was to complete the work by July 1st 2017. I can tell you that the reason that we have to seriously look at the expenses of the Public Safety Department is the fact that the 2017 budget was reduced over the 2016 budget. The property tax rate is at the maximum without a referendum, and due to the way that the debt is structured the Village dropped about $400,000 out of the 2017 budget and still went into the reserves of the Village to balance the 2017 budget. On top of this, the projected Structural Deficit Projections going forward, which was presented during the 2017 budget is significant (see attachment labeled Structural Deficit Projection). While the projection does include many projects that can be scaled back or adjusted, the fact of the matter is, the Village needs to take a serious look at the expenses of every department to address this deficit. I would request that the Committee come up with an accepted scope of the study and recommend that onto the Village Board for their approval. From that then we can put together a request for proposals (RFP) for consultants to look at the matter. What I would like to know is that does the Municipal Court come into the discussion? If it does, I would like to invite the Municipal Judge to a future meeting, so he or his Clerk can answer any questions the committee would have regarding court operations, also as he is an elected official he does have some unique authority relating to the court. Does this study involve looking at the ambulance service of the Village? The Village currently is contracted with the SAFER fire district, but in speaking to the Fire Department if we talk about a merger then we need to look at both fire and ambulance as a possibility. Page 1 of 2
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Does this study involve fire inspection services that are currently done through the Fire department? Do we want to split the study to only cover fire or law enforcement? T As a side note, I have been contacted by both the SAFER fire district and the Mosinee fire district, and they have offered that they would be willing to talk to the Village about providing services or partnering in any way on the fire and ambulance side. To help you in this matter, I have collected numerous RFPs that other communities have used for this type of study. Please review them, as I believe once we have the focus of the study, that we should model our RFP off of one of these samples. Please note that all of the ones that I have found thus far, have dealt with only one department of a municipality or another, not both Police and Fire. I have also included the results from a consultant study that was done for the Rothschild Fire Department. RECOMMENDED ACTION: Make a motion to recommend that the focus of the Public Safety Study be______
COST/BENEFIT ANALYSIS and JUSTIFICATION
(attach separate spreadsheets or other documentation as applicable) ITEMIZE ALL ANTICIPATED COSTS (Direct or Indirect, Start‐Up/One‐Time, Capital, Ongoing & Annual, Debt Service, etc.)
NA ITEMIZE ALL ANTICIPATED BENEFITS (Subjective, Financial, Operational, Service‐related, etc.) NA FUNDING SOURCE(s) – Must include Account Number/Description/Budgeted Amt CFY/% Used CFY/$ Remaining CFY
NA OTHER OPTIONS CONSIDERED: NA TIMING REQUIREMENTS/CONSTRAINTS: NA ATTACHMENTS (describe briefly): Structural Deficit Projection 2012‐2021, City of Sheboygan RFP, City of Wauwatosa PD operational Study RFP, Lower Saucon Township PD Operations Study RFP, City of College Park Maryland RFP, Operational Review of the Rothschild Fire Department, Page 2 of 2
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Structural Deficit Projection
2012‐2021
10,000,000
9,000,000
8,000,000
7,000,000
6,000,000
5,000,000
Revenues
Expenditures
4,000,000
3,000,000
2,000,000
1,000,000
‐
2012
2013
2014
2015
2016
2017 Adopted
Amended
2018*
2019*
2020*
2021*
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CITY OF SHEBOYGAN WI REQUEST FOR PROPOSALS OPERATIONAL CONSULTING AND DEPARTMENTAL STRUCTURE REVIEW FOR THE SHEBOYGAN FIRE DEPARTMENT Request for Proposals issued: October 5, 2016 Proposals due: Thursday November 10, 2016 2:00 PM Page 5 of 113
City of Sheboygan Solicitation # 1909‐16 Request for Proposals Sheboygan Fire Department Operational Consulting & Departmental structure review Background The City of Sheboygan is soliciting sealed proposals from qualified firms for an operational review and departmental structure study of The Sheboygan Fire Department. Consultants will be expected to review operational functions, determine necessary core functions, analyze the current structure of the Department and provide a final report of the findings to the City of Sheboygan. This initiative will not only provide elected officials with a current opinion on the overall operations of the Fire Department, but is also intended to provide a “road map” for the future. The members of the Sheboygan Common Council would like information to share with Taxpayers as well as using the report as an internal guide. Current Environment The Sheboygan Fire Department has a long history of exemplary service to the citizens of the City of Sheboygan, WI. The City of Sheboygan, with an approximate population of 48,000 is located on the western shore of Lake Michigan roughly equidistant between the City of Milwaukee and the City of Green Bay. The Fire Department is the only full‐time, Professional department in Sheboygan County. Over the past several years, countless municipal fire departments have been forced to adjust departmental operations to comply with budgetary adjustments, and the Sheboygan Fire Department is no exception. Overall, despite these changes, the Sheboygan Fire Department has maintained or improved upon its response to requests for its services, a tribute to the excellent work ethic of the men and women of the department. In the past two years additional staffing changes, made to achieve budgetary limitations have captured the ire of the Labor union representing the firefighters. This resulted in a recently released study by the International Association of Firefighters (IAFF) which criticizes the staffing reductions while imploring the City of Sheboygan to restore funding in the interest of public safety. While this report contained significant detail so as to be of use by the elected officials of the City of Sheboygan, it is felt that additional information is needed to address current issues as well as to accommodate long term planning by the Fire Department. In addition, there has been some work done in consideration of a possible consolidation of fire house facilities in an effort to replace two stations, one of which is over 110 years old, with the second being more modern but in need of significant structural repairs. 2 Page 6 of 113
NFPA standards adherence In the Firefighting community, the standards and guidelines published by the NFPA (National Fire Protection Association) are considered to be the “gold standard” and most if not all fire‐ fighting organizations, whether Professional or Volunteer, attempt to adopt and follow these guidelines. The Sheboygan Fire Department is no exception, and attempts to follow these rigid standards whenever possible. The reality though, is that constraints, primarily fiscal constraints, prevent full compliance and adherence. That said, however, the Department does continually strive to adhere as closely as possible to these standards and tries to assure that they are in possession of the most up‐to‐date published guidelines. Goal and Objectives of Phase 1 Following the direction of the Sheboygan Common Council, the following is to be included in the Phase 1 proposal for Services: 1. Perform an analysis of the existing fire station locations, staffing, general conditions and capabilities. 2. Perform an analysis of the currently assigned response areas for each fire station and make Recommendations as to changes to same in the interest of increasing efficiency, decreasing response Times, etc. 3. Perform an analysis of the quantity, distribution and location of at least three years’ worth of historical incidents ranked by type and severity for each station, Identify changes and trends in response histories. 4. Perform a risk analysis for each fire station using historical logs of incident types and level of severity. 5. Perform an analysis of the fire apparatus and other resources available, their current configuration and provide information as to how they can be better utilized to meet both current and future needs. Goals and Objectives of Phase II Following the direction of the Sheboygan Common Council, the following is to be included in the Phase 2 proposal for Services: 1. Perform a Comprehensive analysis of the financial viability of the ambulance service, including the cost of the service and the accounting for same. 2. Perform an analysis of the training and certifications for current City of Sheboygan Fire and EMS personnel and compare it to the Community’s historical risks as well as National and State requirements. 3 Page 7 of 113
3. Perform an organizational analysis of the department including staffing, and management functions and the overall effectiveness. 4. Formulate recommendations in ways to further control costs while maintaining high levels of services that meet the community’s expectations. 5. Explore opportunities for additional funding or revenue sources. 6. Identify further opportunities for enhanced collaboration, shared services and potentially look at contracted services. Scope of Work PHASE 1. 1. Following contract ratification, the vendors’ project team will be expected to attend a meeting in Sheboygan with specific City Officials to finalize the scope of the project, discuss methodology to be followed, reach agreement upon milestones and timelines etc. 2. Perform an analysis of the existing fire station locations, staffing, general conditions and capabilities.  Tour each facility and make observations related to station condition, efficiency and functionality.  Review such things as design, construction, safety, code compliance, general condition and future viability.  Review each location to determine its fitness for current and future use as it relates to response times, historical call data and future development in the City.  Review Staffing patterns of each station and compare them to NFPA standards. 3. Perform an analysis of the currently assigned response areas for each fire station and make recommendations as to changes to same in the interest of increasing efficiency, decreasing response times etc.  Perform an analysis and geographical display of the current demand for services for each station, by type of incident, utilizing historical data.  Overview of each facility utilizing GIS data with a specific focus on gaps in coverage or redundancies or overlaps in coverage.  Using historical data prepare an analysis of response times for each station and compare that against nationally recognized standards such as those published by the NFPA. 4 Page 8 of 113
4. Perform an analysis of the quantity, distribution and location of three years’ worth of historical Incidents ranked by type and severity for each station, Identifying changes and trends in response histories.  Included in this analysis shall be outlying factors which contribute to the changes in response time including staffing changes, weather, equipment issues etc.  When encountering isolated anomalies in response history, be prepared to investigate the specific incident in further detail to identify factors that affect the outcome. 5. Perform a risk analysis for each fire station using historical logs of incident types and level of severity.  Utilizing the data compiled above, please provide an in depth risk analysis.  Included with this shall be additional factors which would have a significant impact on future risk including such things as planned developments within the service area of each station. 6. Perform an analysis of the fire apparatus and other resources available, their current configuration and provide information as to how they can be better utilized to meet both current and future needs. Included in this analysis are things such as:  Vehicle Age, Condition and serviceability  Maintenance  Compliance with NFPA and other Nationally recognized standards and regulations  Distribution and deployment  Future needs for each station for apparatus  Affirmation that appropriate support equipment is available. 7. Provide an overall recommendation to the City of Sheboygan regarding the following:  Optimal number of fire stations and their physical location  Optimum number of pieces of fire apparatus, their configuration and location.  Optimum staffing levels, geographical distribution.  Recommendations to maximize efficiency and effectiveness  Recommendation for the elimination of duplication of services 8. Possible presentation to the Common Council or Committee of the Whole in person, in Sheboygan to walk through the final report, answer questions and reiterate the appropriate next steps. Scope of Work PHASE II 1. Following contract ratification, the vendors project team will be expected to attend a meeting in Sheboygan with specific City Officials to finalize the scope of the project, discuss methodology to be followed, agree upon milestones and timelines etc. 5 Page 9 of 113
2. Perform a Comprehensive analysis of the financial viability of the ambulance service, including the costs of the service and the accounting for same.  Inclusion of all direct and indirect costs  Analysis of Revenues  Profit/loss  Bad debt  Rates and fees associated with the service 3. Perform an analysis of the training and certifications for current City of Sheboygan Fire and EMS Personnel and compare it to the Community(s) historical risks as well as National and State requirements.  Compare to NFPA guidelines  Are we over‐trained or under‐trained?  Are our personnel over‐certified or under‐certified?  Is other National or State requirements a factor? 3. Perform an organizational analysis of the department including staffing, and management functions and the overall effectiveness.  Front line Command Staff effectiveness  Upper Management effectiveness  Union concerns  Firefighter and EMT effectiveness  Support staff effectiveness  Does the current scheduling of Battalion Chiefs allow for the most effective use of these resources?  A review of changes to the job descriptions of front line command staff over the past several years and an analysis of whether these decisions positively or negatively  A review of current workloads of all staff.  Comparison with NFPA standards  Possible interviews with staff to gain a better perspective of the level of satisfaction of the organization. 4. Formulate recommendations in ways to further control costs while maintaining high levels of services that meet the community(s) expectations.  Review of current user fees  Review of current rates for ancillary charges such as False alarms, inspection fees, permitting fees etc.  Is the use of highly trained command staff for day to day operational activities the best use of their time? 6 Page 10 of 113
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Are there potentially other City Staff better equipped to coordinate things such as building repairs, maintenance and improvements, purchasing etc. allowing for command staff to spend more time training and working directly with the Firefighters, Community etc. 5. Explore opportunities for additional funding or revenue sources.  Grant funding  Addition of more user fees or adjustment of current fees  Assure that ambulance rates are current  Analysis of ambulance revenues, Bad debt and suggestions as to how the City might improve upon the write off ratios of bad debt. 6. Identify further opportunities for enhanced collaboration, shared services and potentially look at contracted services.  MABAS  Current inter‐departmental cooperation with other Fire Services  A possible study as to how other full‐time, Professional Fire Departments of similar size are dealing with additional demands upon their department with flat or decreasing budgets.  A possible look to the future of firefighting and increased collaboration between Full‐time Professional Fire Services and Volunteer Services. Disclaimer The Scope of Work above attempts to describe in some detail the directives set forth by the Sheboygan Common Council. These Directives are the Numbered topics (1, 2, 3, and 4 etc.). The City understands that these directives are quite broad in scope. Under no circumstances should the bullet points underneath each directive be construed to include all of the information envisioned by the Common Council. The City of Sheboygan is hopeful that perhaps your firm has encountered similar requests for other municipal clients and ultimately has the ability to better provide the requested information. Proposal Format Proposals should be prepared in a simple, cost‐effective format. The use of elaborate materials and the inclusion of additional information that has no direct bearing on the project are not desired or proposals that merely “parrot” the requirements herein are not desired. Proposals are to include all of the essential elements as identified below. A total of five (5) hard copies and one electronic copy on CD‐ROM or flash drive are required. Proposal Essential Elements  Brief company background including history and experience.  Explanation as to why your firm should be chosen for a Municipal Fire Department/Emergency Medical Provider Operational Review.  Brief resumes of staff that who will be assigned to this project. 7 Page 11 of 113
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Current references for similar projects completed for other cities or counties in Wisconsin. Demonstration of your firm’s ability to provide a clear, concise recommendation as to what the City should do based upon your study. Estimated Cost Information for each Phase of the study and description of the method for determining any variable costs. Provide a timeline as to when the project will start and an estimate as to how long it will take to complete the work. Include in the proposal the number and amount of per diems needed to conduct the review. CITY provided information The City will be responsible to provide the selected vendor with as much information as is requested including, but not limited to, the following: 1)
2)
3)
4)
Current Table of Organization Current Departmental Budget Current or most recently updated job descriptions All recent studies, research and reports including that by the International Association of Fire Fighters (IAFF) 5) Historical studies done over the past number of years dealing with Organizational structure, budget comparisons with other Departments of a similar size, staffing comparisons and the like. 6) The ability to schedule meetings between the consultant and any City employees, including employees of the Fire Department and other departments. 7) If needed, the City will provide a suitable workspace for use by the Vendor when on‐site including access to a telephone and internet connection (if needed). 8) The Fire Chief, or his designee, will be the official liaison between the Consultants personnel and the City of Sheboygan while the contracted work is being performed. The Chief will assist in setting up meetings with staff of the Fire Department as well as staff from other City Departments. 9) The Fire Chief has direct access to all or most of the information compiled over the years with the possible exception of certain financial information and will act as the repository of same. Questions During the proposal period and the subsequent proposal review phase of the process, ALL questions, comments etc. from the Vendor shall be forwarded in writing directly to: Bernard R. Rammer, Purchasing Agent City of Sheboygan 828 Center Avenue, Suite 205 Sheboygan, WI 53081 920‐459‐3469 Phone [email protected] 8 Page 12 of 113
We respectfully request that you refrain from any direct communications with the City Fire Chief, City Elected Officials, and City Staff, the News Media or even concerned citizens during the proposal response period. Further, should you receive a contact requesting information from any person, whether associated with the City of Sheboygan or not, other that the purchasing agent, please kindly ask that they contact purchasing. Cost Proposal One copy of the Cost Proposal for Phase I and Phase II is to be included with the submittal in a separate sealed envelope. The Envelope should be clearly marked “cost Proposal”. Proposal Due Date A total of (5) identical paper copies and one copy of the proposal electronically in PDF format (On CD‐ROM, flash drive, etc.) Are required to be on file in the office of the Purchasing Agent no later than 2:00 PM on Thursday, November 10, 2016 Bid Submittal Proposals in response to this solicitation are to be sent to: Bernard R. Rammer Purchasing Agent City of Sheboygan 828 Center Avenue, Suite 205 Sheboygan WI 53081 [email protected] Phone 920‐459‐3469 Terms and Conditions The City of Sheboygan reserves the right to reject any proposal, cancel this solicitation, waive any informality associated with the proposal process and choose the proposal deemed most beneficial to the City. Only information provided in writing by the Purchasing Agent shall be considered during the Proposal response period. The City of Sheboygan assumes no responsibility as to the nature of information received from any other source The City of Sheboygan reserves the right to limit the scope of this contract to comply with any budgetary constraints and to change the level of importance of any item listed in the scope of work during the contract. 9 Page 13 of 113
Any proposal received after the due date and time will be subject to rejection at the City's discretion. The City of Sheboygan cannot be held responsible for the disclosure to others of any part of any proposal received unless said component is clearly identified as a "trade secret". Under the State of Wisconsin Open Records Law, price cannot be considered a "trade secret". Should a legal challenge be filed for the disclosure of any "trade secret" materials, it will be the sole responsibility of the firm, and not the City, to respond to such challenge in a court of law. All proposals shall remain in effect for not less than 60 days following the due date. Under no circumstance will the City honor any request for reimbursement of costs incurred in the development of a response to this solicitation. Proposals received cannot be changed after they are opened. Proposals may not be withdrawn without the express consent of the City of Sheboygan. All proposals received shall become the property of the City of Sheboygan. Phase II of the Study is considered to be optional and can be added at the discretion of the Common Council. 10 Page 14 of 113
City of Wauwatosa
Request for Proposals
Professional Services
Police Department Operational Study
RFP Issued:
Submission Deadline for
Written Questions:
December 2, 2015
December 8, 2015 at 10:00 A.M.
Response Issued to
Submitted Questions:
December 10, 2015 at 4:00 P.M.
Proposals Due:
December 16, 2015 at 4:00 P.M.
Projected Start Date:
January 11, 2016
Target Completion Date:
April 1, 2016
Issued By:
City of Wauwatosa
Purchasing Department
7725 West North Avenue
Wauwatosa, Wisconsin 53213
Ph 414 479 8958 Fx 414 479 8982
1 Page 15 of 113
TABLE OF CONTENTS
PART-1
GENERAL INFORMATION
1.
Background
2.
Schedule of Events
3.
Scope of Services
4.
Process for Submitted Proposals
5.
Evaluation Criteria
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1. BACKGROUND The City of Wauwatosa (the “City”) requests a proposal from qualified firms for professional services to perform a study of operations within the Police Department (“Request for Proposal”) on a contractual basis. The firm must possess a broad knowledge of public safety operations with patrol, crime prevention, emergency services, police dispatch, investigations, records, and administration. This request for proposal includes background information, objective, scope of work, general provisions regarding services, submission requirements, tentative selection schedule, and selection criteria. SUMMARY OF CITY AND POLICE DEPARTMENT The City of Wauwatosa, Wisconsin (pop. 48,000) is a dynamic inner‐ring suburb of Milwaukee. The City employs 430 FTE’s. The Police Department is staffed by 93 officers and 26 civilians that provide 24‐hour service and protection to the citizens of Wauwatosa. In 2013, officers responded to 31,161 calls for service and dispatchers answered 4,685 emergency 911 calls. There were a total of 2,127 adult and juvenile arrests. The Department functions are divided between the Administrative Bureau and the Operations Bureau. The link provided below accesses the proposed 2016 budget for this department: http://www.wauwatosa.net/index/aspx?nid=342 2. SCHEDULE OF EVENTS This Request for Proposal will be governed by the following schedule: Release of RFP: December 2, 2015 Submission Deadline for Written Questions: December 8, 2015 at 10:00 A.M. Response Issued for Submitted Questions: December 10, 2015 at 4:00 P.M. Proposals Due: December 16, 2015 at 4:00 P.M. Projected Start Date: January 11, 2016 Target Completion Date: April 1, 2016 3. SCOPE OF SERVICES The selected Consultant shall partner with the City to evaluate the department’s existing staffing, organizational structure and processes to affirm departmental strengths and to make recommendations for change if needed. The desired outcome of this project is: 3 Page 17 of 113
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Examine the department’s organizational structure and culture with recommendations for change as appropriate; Identify and recommend appropriate staffing and deployment levels for every discrete operational and support function in the department; Compare the current state of the department to best practices noting areas of excellence as well as opportunities for improvement; Recommend a management framework to ensure accountability, increased efficiency and improved performance; Conduct a data‐driven forensic analysis to identify actual workload; Recommend best practice communication strategies appropriate for this department taking into consideration community specific issues. Consultant shall provide communication implementation plan and sample strategies; Analysis of the operational aspects of traffic and parking enforcement; Identify opportunities for shared service agreements where appropriate This study should result in a report of final determinations complete with recommendations for both short and long term action and recommended performance measures to determine implementation success. PLEASE NOTE: All proposals must provide specific and succinct answers to all questions and requests for information. Please describe your firm’s qualifications for providing the City of Wauwatosa the requested services. Include in your response: a) The overall capabilities, qualifications, training, and areas of expertise for each of the partners/principals and associates that may be assigned to work with the City, including but not limited to:  Name of individual(s) with resumes;  Length of employment with firm;  Specialization;  Scholastic honors and professional affiliations;  Years of practice;  Municipal or other local public sector experience including size of agency;  Knowledge of, and experience with, Wisconsin law enforcement organizations, their operations and relevant legal standards;  Experience and track record (such as specific results of prior studies);  Experience in the area of personnel, policies, procedures, operating analysis, patrol and other law enforcement functions;  Experience with law enforcement organizations outside of Wisconsin; b) Methods of keeping current in this field c) Specify the individual that you propose to serve as Project Manager and reasons for recommendation. 4 Page 18 of 113
d) Describe how you would ensure a solid understanding of the Wauwatosa Police Department operations and culture and how that would be reflected in your recommendations as well as how that would be evaluated in the context of professional best practices. Include your understanding of the services and approach necessary to perform the scope of work as outlined in this RFP. e) Define the process and timeline you anticipate for the project. f) Describe systems/mechanisms that would be established for status reporting during the project. g) Describe the materials and support needed from the City. Current Practices/Conflict of Interest 1. Please list all public clients for which you or your firm currently provide services. 2. Please list all public clients for which you or your firm previously provided similar police operations review services over the last five years. Professional References Please provide three professional references from projects as similar as possible to the proposed project. Include with each, the name, address, email address and work telephone number of the reference as well as a brief description of the nature of the professional association. Compensation and Reimbursement Provide a proposed fee for the project based on the scope of work as outlined in the proposal and beyond. The fee should include the following: 1. Base fee for the services as outlined above. 2. Define any additional or variable charges proposed that would be in addition to the base fee. 4.PROCESS FOR SUBMITTING PROPOSALS A. Number of Proposals Submit five (5) paper copies and one (1) digital copy of your proposal in sufficient detail to allow for thorough evaluation and comparative analysis. Proposals must be received in the City of Wauwatosa Purchasing Office by 4:00 PM on December 16, 2015. 5 Page 19 of 113
B. Submission of Proposals Complete written proposals must be submitted in a sealed envelope addressed to: Laurel Anne Schleimer, CPPB Purchasing Coordinator City of Wauwatosa 7725 W. North Avenue Wauwatosa, WI 53213 RE: Police Operations Study Proposals must be received no later than 4:00 p.m. December 16, 2015. Proposals received after the deadline will not be considered. C. Inquiries/Questions All questions must be submitted via e‐mail to the Purchasing Coordinator (contact person) under the subject line “Questions/Clarifications Operational Study” no later than 10 A.M. PM on December 8, 2015. When deemed relevant by the Director, responses to questions will be emailed to all consultants listed on the distribution list to ensure uniformity. Consultants are not permitted to contact individual City Council members or other City staff for clarification of the RFP. Any such contact may disqualify the consultant from evaluation. All inquiries and questions for clarification concerning this RFP should be directed to the Purchasing Coordinator at the following address: [email protected] The City of Wauwatosa reserves the right to reject all proposals, to request additional information concerning any proposals for purposes of clarification, to accept or negotiate any modification to any proposal, following the deadline for receipt of all proposals, and to waive any irregularities, if such would serve the best interest of the City, as determined by the Common Council. D. Conditions for Proposal Acceptance This RFP does not commit the City to award a contract or to pay any costs incurred for any services. The City, at its sole discretion, reserves the right to accept or reject any or all proposals received as a result of this RFP, to negotiate with any qualified source, or to cancel this RFP in part or in its entirety. All proposals will become the property of the City. If any proprietary information is contained in the proposal, it should be clearly identified. 6 Page 20 of 113
5. EVALUATION CRITERIA The qualifications for the top candidates will be verified and references will be checked. In reviewing the proposals, the City will carefully weigh the following factors: a) Depth and breadth of national experience and expertise in the evaluation of diverse types of law enforcement operations, specifically in those areas of highest impact to the City of Wauwatosa; b) Capability to perform the scope of services promptly and in a manner that permits the staff to meet established deadlines; c) Ability to use previous experience to provide City of Wauwatosa competent and independent recommendations; d) Degree to which firm and individuals assigned to the project stay current through continued professional development and active communication with practitioners in the municipal law enforcement field; e) Understanding of the services and approach sought by the City; f) Communication skills; g) Cost of services; h) Consultants ability to utilize City of Wauwatosa’s CAD data in the analysis, and i) Other qualifications/criteria as deemed appropriate by the City Council. Proposals will be screened and ranked by the City and during the evaluation process, the City reserves the right, where it may serve the City’s best interest, to request additional information or clarification from proposing firms, or to allow corrections of errors or omissions. References and qualifications of the top firms will be verified. Staff will negotiate the terms and conditions of a contract with the individual or firm selected. 7 Page 21 of 113
REQUEST FOR PROPOSAL FOR
POLICE OPERATIONS STUDY
LOWER SAUCON TOWNSHIP
Released on July 21, 2016
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Police Operations Study
REQUEST FOR PROPOSAL (“RFP”)
1.
PURPOSE OF THE STUDY
The Township of Lower Saucon (the “Township”) is soliciting proposals to undertake a study of the overall
operations of the Lower Saucon Township Police Department on a contractual basis. It is the objective of
the Township to secure through an outsourced contract a comprehensive analysis of the organization,
department staffing levels, management structure, information technology, equipment, deployment of
personnel, cooperation with other agencies, and overall efficiency. The greatest importance will be placed
on the ability to utilize the analysis to establish goals and objectives for the Department over the next five
(5) years. The firm must possess a broad knowledge of public safety operations with particular strength in
Pennsylvania municipalities, small cities, patrol, crime prevention, emergency services, investigations,
records, and administration.
2.
BACKGROUND
Lower Saucon is a Township of the Second Class, Optional Plan, with a population of approximately 10,772
which was incorporated in 1743. The Township provides a full range of municipal services including
operating its own Police Department. The Township employs 35 full-time employees and 6 part-time
police officers and has a Council-Manager form of government. The total budget for FY 2015/16 is
$10,771,377; with a General Fund budget of $7,378,795. The Police Department has an operating budget
of just over $2,500,000 funded primarily by the General Fund. All legislative power is held by the publiclyelected, five-member Council. All Council Members have equal authority.
The Lower Saucon Township Police Department is a full service law enforcement agency comprised of a
Chief of Police, one (1) Sergeant, one (1) Corporal; one (1) Detective/Corporal; eleven (11) F/T police
officers, six (6) P/T police officers, one (1) F/T Administrative Clerk, and one (1) F/T Clerk/Typist. The
department employees patrol the Township limits of Lower Saucon which encompasses approximately 25
square miles and complete duties such as patrol, records management, investigations, crime prevention,
and emergency preparedness services. It also participates in regional partnerships such as the Drug Task
Force, DUI Program, and K-9 Program. The Council directed staff to proceed with a request for proposals
process in order to determine the most effective and efficient manner in which to deliver a sustainable
level of high quality police services.
3.
SCOPE OF WORK
CONSULTANT shall partner with the TOWNSHIP to evaluate the department’s existing staffing,
organizational structure and processes as well as make recommendations for change. The desired
outcome of this project is to determine an optimal organization including staffing levels, assignments,
effective use of civilian, professional, and sworn staff, deployment schedules, and policies and procedures
in order to provide the most effective, high quality police services to the community with long-term
sustainability.
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The review should include a detailed organizational and operational assessment of current Police
Department law enforcement systems, services, and structures to include understanding requirements
under Labor Agreements. The assessment should include, but is not limited to:
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Policies and procedures
Policing Strategies – managing calls for service, call classification, prioritization and call diversion.
Current services including a cost benefit for each program area.
Appropriate staffing levels with an emphasis on officer safety, workload, and the use of existing
resources and overtime.
Deployment Practices – staffing to workload, patrol work scheduling, shift relief factors, and
geographic deployment.
Workload indicators, workload trends, and performance measures.
Crime Analysis – internal and external data sources, analysis tools, administrative, strategic, and
tactical products and their use.
Organizational Structure and Management – the effectiveness of the organizational structure,
strategic planning, crime management processes, organizational performance measures, budget
practices, and information systems.
Internal controls and oversight, including supervisory span of control.
Cost/benefit analysis of 24 hour records and its impact on operations.
Analysis of leave use/control
Patrol interaction with detectives and special operations; interactions with other Township
departments; and interactions with other agencies
Identification of any gaps between optimum operations and structure and the current operations
and structure
Information about personnel perceptions and organizational culture
Community perceptions including neighborhood watch, schools, and/or other community partners
This analysis of operations includes gathering data, conducting interviews and/or focus groups, conducting
an employee survey, and reviewing best professional practices through a literature review, and available
alternatives and potential performance impacts from recommended changes.
Identify best practices and innovations in law enforcement for those areas outlined above. The practices
should be consistent with agencies of similar size, characteristics, and crime rates as the Lower Saucon
Police Department. The innovations should be similarly matched. When identifying best practices and
innovations, special care should be given to focus on those that are relevant and practical for meeting
public safety goals within the existing budget for the Lower Saucon Police Department. Cost
considerations and organizational capacity to implement should be examined as well as the potential to
achieve measurable results.
Identify areas of high performance and areas that present opportunities for improvement between
current business practices, operations, best practices, and innovations. Gap(s), if any, should be clearly
identified and recommendations should be made as to program refinements, new strategies, and resource
modifications that might be required to better achieve community safety objectives and better fiscal
responsibility.
The initial observations and findings will be presented in an informal report which makes preliminary
findings. The report should also identify any issues outside the identified scope of work that may impact
the Police Department and require further analysis or actions on the part of the Township. Following
review of the draft with the Project Team the report will be amended as needed.
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Provide report of final results complete with recommendations for both short and long term action and
recommended performance measures to determine implementation success. Include recommendations
based on continuation of current revenue and expenditure trends as well as scenarios with significant
changes to available resources.
4.
CONTRACTOR QUALIFICATIONS
The Township is seeking a consultant with experience and expertise in the analysis of municipal police
department operations and management, and experience and expertise in program analysis and cost
benefit analysis in order to make specific recommendations. The consultant will need to have the capacity
to evaluate procedures, practices, and performance in delivering police services in partnership with the
community. The consultant should be able to demonstrate experience addressing these issues with other
municipal police departments within the last three years. Experience in writing and presenting reports for
local government officials is desired, including the development of findings, conclusions, and
recommendations.
5.
PROPOSAL REQUIREMENTS
Interested firms are to provide the Township with a thorough proposal using the following guidelines:
All proposals must provide specific and succinct answers to all questions and requests for information.
Indirect, imprecise, or incomplete responses can serve only to the disadvantage of the applicant. Please
answer the questions in the format and order presented. (Submissions of individual resumes alone will not
be considered responsive to any specific question.)
Each proposal should include:
A.
B.
C.
D.
E.
F.
G.
H.
I.
J.
K.
A letter of transmittal;
Names and qualifications of the specific individuals who would be assigned to this project.
Please outline relevant education and experience of person(s) conducting the work of the
project;
Experience in the area of personnel, policies, procedures, operating analysis, patrol and other
law enforcement functions;
Experience with small law enforcement organizations and operations including a list of
comparable benchmark agencies and departments for best practices;
Detailed Scope of Work using the information provided in this RFP.
Signature by a duly authorized official of the Consultant’s firm who has the legal ability to bind
the firm.
Make a positive statement that insurance policies in force in amounts of coverage for not less
than $2,000,000 for Professional Liability, Workers Compensation, Comprehensive General
Liability and Auto (Owned and Non-Owned). Prior to any commencement of services, the
firm will be required to provide certificates of insurance coverage to the Township.
List any political contributions of money, in-kind services, or loans made to any member of a
Township councilmember within the last three years by the firm and any of its agents or
employees assigned to this project.
List all public clients for which you or your firm currently provide services.
List all public clients for which you or your firm previously provided similar police operations
review services over the last five years.
Specify current or known future professional commitments in order that the Township may
evaluate your capacity and availability for the proposed project within the desired timeframe.
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L.
M.
6.
Provide three professional references from projects as similar as possible to the proposed
project. Include with each, the name, address, email address and work telephone number of
the reference as well as a brief description of the nature of the professional association.
Provide a proposed fee for the project based on the scope of work as outlined in the
proposal and beyond. The fee should include the following:
a.
Base fee for the services as outlined above.
b.
Define any additional or variable charges proposed that would be in addition to the
base fee.
c.
Define the type and unit rates for reimbursement of expenses; for example, rate for
mileage, reproduction of documents or word processing charges, and unit costs for
telephone calls.
AGREEMENT
The successful firm will be required to enter into an agreement which will include the requirements of
this RFP as well as other requirements. A sample agreement specifying the Township’s terms and
conditions is attached (Attachment A). Any exceptions to the agreement must be stated in the proposal.
Any submission of a proposal without objection to the agreement indicates understanding and
intention to comply with the agreement. If there is a term or condition in the agreement that the firm
intends to negotiate, it must be stated in the proposal. The successful firm will not be entitled to any
changes or modifications unless they were first stated in the proposal. The Township reserves the right
to reject any proposal(s) containing exceptions or modifications to the agreement. The Township may
revise the stated terms and conditions prior to execution.
7.
PROCESS FOR SUBMITTING PROPOSALS
A.
Content of Proposal
The proposal must be submitted using the format as indicated in the Proposal Requirements
section, above.
B.
Preparation of Proposal
Each proposal shall be prepared simply and economically, avoiding the use of elaborate
promotional material beyond those sufficient to provide a complete, accurate and reliable
presentation.
C.
Number of Proposals
Submit seven (7) paper copies and a digital copy of your proposal in sufficient detail to allow
for thorough evaluation and comparative analysis.
D.
Submission of Proposals
Complete written proposals must be submitted in a sealed envelope addressed to:
Leslie Huhn, Township Manager
Lower Saucon Township
3700 Old Philadelphia Pike
Bethlehem, PA 18015
RE: Police Operations Study
Proposals must be post-marked no later than August 26, 2016. Proposals will not be
accepted after this deadline. Faxed or e-mailed proposals will not be accepted.
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E.
Inquiries
Questions about this RFP must be directed to the Township Manager, via e-mail only, at
[email protected].
The Township is not liable for any costs or expenses incurred in the preparation of a response
to this Request for Proposal (RFP) and may withdraw or modify this request at any time.
The Township Council reserves the right to reject all proposals, to request additional
information concerning any proposals for purposes of clarification, to accept or negotiate any
modification to any proposal, following the deadline for receipt of all proposals, and to waive
any irregularities, if such would serve the best interest of the Township, as determined by the
Township Council.
From the date that this RFP is issued, and until a firm is selected and the selection is
announced, firms are not to communicate for any reason with any Township employee other
than the contracting officer listed above regarding this RFP. The Township reserves the right
to reject any proposal for violation of this provision. No questions other than those sent via
e-mail to [email protected] as required, will be accepted, and no response
other than written will be binding upon the Township.
F.
8.
Conditions for Proposal Acceptance
This RFP does not commit the Township to award a contract or to pay any costs incurred for
any services. The Township, at its sole discretion, reserves the right to accept or reject any or
all proposals received as a result of this RFP, to negotiate with any qualified source, or to
cancel this RFP in part or in its entirety. All proposals will become the property of the
Township. If any proprietary information is contained in the proposal, it should be clearly
identified.
EVALUATION CRITERIA
The Township may use some or all of the following criteria in its evaluation and comparison of
proposals submitted. The criteria listed are not necessarily an all-inclusive list and the order in
which they appear is not intended to indicate their relative importance:
A.
Compliance with RFP requirements;
B.
Understanding of the project;
C.
Recent experience in conducting similar scope, complexity, and magnitude for other public
agencies, with a preference for experience with similarly sized Pennsylvania municipalities;
D.
Capacity and ability to complete the project in a timely manner;
E.
Educational background, work experience, and any directly related legal experience;
F.
Price; and
G.
References.
The Township may also contact and evaluate the bidder’s and subcontractor’s references; contact
any bidder to clarify any response; contact any current user of a bidder’s service; solicit information
from any available source concerning any aspect of a proposal; and seek and review any other
information deemed pertinent to the evaluation process. The Township shall not be obligated to
accept the lowest priced proposal, but shall make an award in the best interests of the Township.
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9.
SCHEDULE OF EVENTS
This Request for Proposal will be governed by the following schedule:
Release of RFP
July 25, 2016
Proposals are Due
August 26, 2016
Finalists Selected
September 7, 2016
Interviews Conducted
September 12 – 16, 2016
Award of Contract
September 21, 2016
Study Commences
September 26, 2016
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CITY OF COLLEGE PARK, MARYLAND
Request for Proposals CP-17-03
Consulting Services - Public Safety and Police Services Study
Bid Documents
Issued by:
City of College Park, Maryland
Department of Public Services
4601-A Calvert Road
College Park, MD 20740
Telephone: 240-487-3570
FAX: 301-864-7965
RFP Issue Date: Thursday, August 18, 2016
Pre-proposal Meeting: Wednesday, August 31, 2016 at 2:00 p.m.
Proposal Due Date: Monday, September 26, 2016 at 2:00 p.m.
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CITY OF COLLEGE PARK, MARYLAND
Request for Bid Proposals CP-17-03
Consulting Services – Public Safety and Police Services Study
The City of College Park, Maryland, requests sealed bid proposals from qualified and experienced professionals for the preparation of a police services assessment and identification of alternative measures to improve the effectiveness and efficiency of citywide public safety and police services.
Copies of the Request for Proposals (“RFP”) package, including a scope of work, submission
requirements and affidavits, may be downloaded from the City’s website at
www.collegeparkmd.gov. From the home page, click on the “Government” tab then “Bids and
RFPs”. Requests for printed copies should be directed to the Finance Department, 4500 Knox
Road, College Park, Maryland 20740, Monday-Friday 8:00 a.m.–5:00 p.m. (telephone 240-4873509, select Option 1).
Proposals in response to this RFP must be submitted in hard copy in a sealed envelope containing the Bidder’s name and address, in accordance with the requirements specified in the RFP.
Submissions should be marked Public Safety and Police Services Study, RFP CP-17-03 and
delivered to the Finance Department, City of College Park, 4500 Knox Road, College Park,
Maryland 20740-3390, no later than Monday, September 26, 2016 at 2:00 p.m., at which time
the bids will be opened and publicly read. No bid bond is requi8red to be submitted with this
proposal.
A pre-proposal meeting for interested bidders will be held on Wednesday, August 31, 2016 at
2:00 p.m. in the Council Chambers, College Park City Hall, 4500 Knox Road, College Park,
Maryland. Free parking passes for the pre-proposal meeting are available from the cashier windows in the City Hall lobby. While attendance at the pre-proposal meeting is not mandatory, this
is the potential bidder’s opportunity to raise questions or issues of concern regarding the services
required by the City.
The City of College Park, Maryland is an Equal Opportunity Employer. Discrimination based on
race, religion, sex, age, ethnicity, ancestry or national origin, physical or mental disability, color,
marital status, sexual orientation, gender identity, genetic information, or political affiliation is
expressly prohibited.
The City reserves the right to reject any and all proposals based on the best interests of the City.
The contact person for this contract is Robert W. Ryan, Director of Public Services, telephone
240-487-3570; FAX 301-864-7965; e-mail: [email protected].
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CITY OF COLLEGE PARK, MARYLAND
Request for Bid Proposals CP-17-03
Consulting Services – Public Safety and Police Services Study
BACKGROUND
The City of College Park is located in the northwest portion of Prince George’s County, Maryland. The City encompasses approximately five square miles with an estimated population of
32,000. The University of Maryland College Park campus is located within the corporate limits
of the City. Exclusive of University of Maryland facilities, City housing stock consists of approximately 4,500 single-family units and approximately 2,700 multi-family units. An additional
1,200 units of housing development is approved or planned. There are six (6) existing retail centers in the City, consisting of more than 200 stores and comprising approximately one million
square feet of space. Existing office centers total approximately three million square feet of
space with another two million square feet approved for development. There are two public elementary schools and four private schools located within the City limits.
The City of College Park is the home of the University of Maryland, the flagship campus of the
University System of Maryland. The fall 2017 enrollment at University of Maryland includes
27,108 undergraduate students and 9,332 graduate students. The University is a primary economic engine in Prince George’s County and employed 13,791 faculty and staff in fall 2016. The
total FY2016 budget for University of Maryland was $1.96 billion, with Division I NCAA athletic teams, and a major performing arts center. There are days when combined campus events may
draw as many as 100,000 people to the campus and City.
Citywide police services are primarily provided by the Prince George’s County Police Department (PGPD) divided into seven districts countywide. College Park is located in District I (Hyattsville), District I encompasses approximately 40 square miles.
In 2004, the City of College Park and Prince George’s County entered into a Police Services
Memorandum of Understanding (MOU), establishing a contract police program for the City. A
pool of PGPD officers are currently working part-time for the City under this MOU. They are
funded to work an equivalent of 8.98 full time employees (FTEs) in fiscal year 2017. These contract police officers are paid directly by the City. The City does not provide vehicles to the contract police officers, but reimburses Prince George’s County for mileage used. These contract
police services are designed to supplement the regular police services provided by Prince
George’s County. The program is under the control and direction of the Director of Public Services, but is managed on a day-to-day basis by a Prince George’s County Police Lieutenant,
working part-time.
In addition, two full time officers work for the City under a 2008 agreement with PGPD. These
officers work ten hours per day, four days per week, alternating day and night shifts and are selected and supervised by PGPD District One.
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The contract police program, which is staffed by the two full time PGPD officers and 8.98 FTE
of part time officers, is intended to provide supplemental police services in the City, including
routine patrol of City neighborhoods, focused target area police service and the capability for
special police services unique to the College Park community, such as code enforcement support.
Such services are intended to be supplemental, and not in place of, regular police services provided by Prince George’s County. However, if a contract officer is the closest police officer to a
priority call, the contract officer will respond as well as the regular shift beat officer.
The City also receives police services, in defined areas of concurrent jurisdiction, from the University of Maryland Department of Public Safety–Police Division, Maryland-National Capital
Park Police, the Maryland State Police, the Maryland Natural Resources Police and the Metro
Transit Police. Security services are routinely provided on-site by the U. S. Federal Protective
Services on federal property. The Prince George’s County Sheriff’s Department provides certain
police-type functions such as fugitive recovery as well.
The City has installed 54 fixed (CCTV) and Pan/Tilt/Zoom (PTZ) cameras and 14 license plate
recognition (LPR) cameras in selected areas of the City. Of these, 27 PTZ and 13 of the LPR
cameras are monitored by the UMD Police. The remainder store data on a City server, or on-site
and accessible via the internet.
The City does not maintain a 24/7 operations center or call center. Prince George’s County Public Safety Communications functions as the primary PSAP. City Public Services code enforcement officers do, however, answer a code enforcement hotline 24/7/365, to receive complaints of
violations of City Code. Certain violations, such as noise and loud parties, routinely occur during non-business hours.
In November 2005, the City municipal election included an advisory ballot question, which read
as follows: “Should the next City Council consider options for increased citywide policing which
may include estimated initial cost on average of $40 per month ($480/yr for FY06) per household?” This question lost in three of four election districts of the City, but won overall by a total
vote of 51% “for” and 49% “opposed”. This Public Safety and Police Services Study should consider this past advisory ballot question and evaluate the effectiveness and efficiency of the City’s
contract police program as it has evolved since the police services study was conducted in 2007.
OVERVIEW OF REQUEST FOR BID PROPOSALS
The City of College Park, Maryland requests sealed bid proposals from qualified and experienced police services consulting professionals for the preparation and delivery of a study and report which will fully analyze the current level of public safety and police services in the City of
College Park from all law enforcement agencies, and other City programs such as security cameras, and will identify all potential alternatives which would improve the effectiveness and efficiency of public safety and police services citywide. The project will consist of a preliminary
analysis phase and a final report phase.
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PROPOSED SCHEDULE
The anticipated schedule for this project is as follows:
CITY OF COLLEGE PARK PROCESS:
RFP issue date
Pre-proposal meeting (attendance not mandatory)
Proposal due date
Mayor and Council contract award
Contract execution
August 18, 2016
August 31, 2016 at 2:00 p.m.
September 26, 2006 at 2:00 p.m.
October 25, 2016
October 31, 2016
SUCCESSFUL BIDDER PROCESS:
Start analysis
Submit written report
Present report to Mayor/Council at worksession
November 1, 2016
May 8, 2017
May 16, 2017
SCOPE OF WORK
The City requests an analysis of the adequacy of police services currently provided within the
City and recommendations of alternatives, from improving current contract and concurrent jurisdiction services, up to and including the establishment of a municipal police department, by
which these services can be enhanced.
In addition, this study shall:
1. Assess the effectiveness of the City’s investment in security camera systems. These systems are to be evaluated for effective return on investment for crime prevention and case
closure.
2. Identify potential means to improve crime prevention and public perception of safety.
3. Determine the potential use of the Prince George’s County Public Safety Communications (9-1-1) call center or other options to mobilize City emergency response during City
non-business hours.
The analysis shall include estimated related costs and infrastructure needs. Elements of this analysis shall include, but not be limited to, the following:
A.
Statistical Analysis
1. Part I and Part II Crime Statistics - An analysis of Part I and Part II crime statistics for the
City on a per-capita basis over the last five years and a comparison of these statistics to
other communities in the Washington metropolitan area. Criteria for selecting comparable communities should be specified. Statistics for all police agencies providing service
to the City shall be included. PGPD District I statistics shall be included for services
within City limits.
2. Calls for Service - An analysis of the calls for service within the City over the past five
years and a comparison of these statistics to other communities in the Washington metro-
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politan area. Criteria for selecting comparable communities should be specified. Use of
joint agency data compiled by UMPD for the CMAST project should form the baseline
for this analysis. In addition, data from other public safety agencies which serve the City
should be assessed. The bidder should demonstrate capability to perform scientific statistical sampling to report and assess this data. Statistics for all police agencies providing
service to the City shall be included. PGPD District I statistics shall be included for services within City limits. Data shall be categorized to include emergency and nonemergency service, and self-initiated calls.
3. Response Times - An analysis of response times for the City over the past five years and
a comparison of these statistics to other communities in the Washington metropolitan area. Criteria for selecting comparable communities should be specified. Should this information be unobtainable, bidder should demonstrate capability to perform scientific statistical sampling to report and project this performance. Statistics for all police agencies
providing service to the City shall be included. PGPD District I statistics shall be included for services within City limits.
B.
Community Attitudes
1. Citizen Perspectives - An analysis of citizen perspectives by a scientifically valid random
survey or face-to-face focus groups concerning public safety within the City, including
citizen perspectives as to how police services could be improved and enhanced, and citizen feelings of safety living in the City. Other perspectives may be a part of this survey as
well. Also, any available past members of the City’s Neighborhood Watch Steering
Committee and College Park Neighborhood Watch coordinators, and past members of the
Committee to Improve Police Services, which were citizen committees concerned with
public safety issues in the City, should be interviewed regarding public safety in the
community. The results of past resident surveys pertaining to public safety shall be included in this assessment. Identify potential means to improve public perception of safety.
2. Merchant Perspectives - An analysis of merchant perspectives by a scientifically valid
random survey or face-to-face focus groups concerning public safety within the City, including merchant perspectives as to how police services could be improved and enhanced
and the merchants’ beliefs concerning the security of their business establishment in the
City. In addition to the Downtown College Park Management Authority (DCPMA), other
business districts shall be evaluated separately and in total. Identify potential means to
improve crime prevention and merchant perception of safety
3. Community Demographics - An analysis of community demographics, especially predictable change for the near-term future. For example, condensed housing development
may have led to more calls for service than stand-alone residences. Elementary school
population trends can predict the number of secondary school students in the future.
Criminology assessments have identified that the number of males in an age 15 to 25 cohort are directly related to the number of future crimes. The significance of this and similar demographics in a college town should be determined by the bidder.
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C.
Program Review
1. Resource Allocation - A comprehensive analysis of the allocation of police resources as
deployed by all agencies in the City as well as cost effectiveness of the City’s security
camera program with respect to crime prevention and case closure. This analysis should
include an examination of county-wide prioritization policies as they affect deployment
of police resources assigned to the City and areas contiguous to the City. A statistical
analysis of allocation per patrol cars assigned to the City, including, but not limited to, a
statistically significant sample of calls for service categorized by response location, time
of day, and duration of calls by patrol cars assigned to patrol beats which include the City
on calls outside the City limits shall be included. Recommendations should be provided
as to whether any adjustment to the number or deployment of City contract police officers or the security camera system is warranted and what the cost implications of such adjustments would be for each potential alternative for enhancing police services and ways
in which to improve crime prevention.
2. Evaluation Criteria - Development of recommendations and objective criteria by which
the City should evaluate the provision of police services in the City on an ongoing basis.
3. Adequacy of Service - An analysis of the adequacy of police services within the City and
recommendations as to how the provision of police services can be improved and what
costs would be incurred to implement these improvements. As part of this analysis, the
City’s contract police program should be evaluated to determine what improvements can
be made to this program. The analysis should identify community expectations, especially for any proposed new municipal police force, or significant increase in the City contract police officer program, which would directly affect required resources.
4. Structural Change - An analysis of whether any structural change should occur in the
provision of police and any overlapping services, such as City Code Enforcement services within the City and an analysis of the costs associated with implementing such a
change. The analysis should identify community expectations which would directly affect
the resources needed for such a change.
5. Special Programs/Events - An analysis of special programs and police resources allocated
within the City for such special assignments as crime prevention, traffic enforcement,
civil disorder and sports events task force/joint operations, “party patrol” task force operations, police/code enforcement joint operations and recommendations as to how these
programs can be improved and enhanced. The analysis shall also identify preparedness of
community/police resources for significant, predictable, critical events including credible
catastrophic events in the national capital region. The analysis should identify community
expectations, especially for any proposed new municipal police force, which would directly affect the resources provided by the County, and City resources needed to manage
such events.
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6. Future Development - Analyze future development approved for the City and determine
the impact future development might have on the need for police services in the shortand long-term future.
D.
Communication
1. City/County and City/Residents - An analysis of ways in which communication regarding
public safety issues can be improved in the following areas:
a.
between the City, County police, and other police agencies
b.
between the City and its residents, e.g. for crime alerts and prevention
2. Citizen Involvement - Analysis of the levels of citizen involvement in public safety activities such as Neighborhood Watch, etc. and recommendations on ways to enhance citizen
involvement, including public awareness of most effective methods of reporting crime
and suspicious activity.
3. Emergency Response. - Analysis of the potential use of Prince George’s County Public
Safety Communications (9-1-1) call center and other options to mobilize City emergency
response during City non-business hours.
E.
Bidder’s Recommendations
Bidders are encouraged to recommend additional areas on which the City may wish to
focus in conducting the Public Safety and Police Services Study of the City.
F.
Final Report
Upon completion of the study, Bidder will present a final report to the Mayor and Council at a public meeting. The final report shall include as appendices all information, including, but not limited to, research and surveys upon which the bidder has relied.
G.
Progress Reports
The Bidder shall keep the Contact Person informed on a regular basis (no less frequently
than every 2 weeks) as to their progress in completing the study.
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PROPOSAL SUBMISSION REQUIREMENTS
Proposals in response to this RFP must be submitted in hard copy (no electronic submittals accepted) in a sealed envelope containing the Bidder’s name and address, in accordance with the
requirements specified in the RFP. The submittal shall include a signed original and three copies
of all required documents and affidavits. Submittals should be marked Public Safety and Police
Services Study, RFP CP-17-03, and delivered to the Finance Department, City of College Park,
4500 Knox Road, College Park, Maryland 20740, no later than Monday, September 26, 2016 at
2:00 p.m., at which time the sealed bids will be opened and read publicly.
NO BID BOND IS REQUIRED TO BE SUBMITTED WITH THIS PROPOSAL.
Proposals will become the sole property of the City of College Park. The City reserves the right
to retain all proposals submitted and to use any ideas in a proposal regardless of whether that
proposal is selected. Sections of the submitted proposal marked “Confidential” will be respected
as such by the City.
Submission of a proposal indicates acceptance by the bidder of the conditions contained in this
Request for Proposals, unless clearly and specifically noted in the proposal submitted and confirmed in the engagement agreement between the City and the firm selected.
It is the obligation of the bidder to be aware of all factors relevant to the study which include, but
are not limited to, the following:
1. Physical characteristics and conditions in the City
2. Demographic characteristics of the City
3. Police statistical characteristics of the City for the past five years from all agencies
serving within incorporated City limits
4. Planning growth projections for the City for the short- and long-term future.
Proposals must provide the following information:
1.
2.
3.
4.
Bid Proposal Form, to include total cost of the study
A completed “Information Regarding the Bidder” form
All required Affidavits
Timetable for the number of days to complete the study and present the results, if different from proposed schedule
5. Resumes and hourly rates for key personnel.
REVIEW OF QUALIFICATIONS AND EVALUATION CRITERIA
City staff will review all submissions for responsiveness to this RFP. Individuals, firms or teams
will be given consideration. The review will consider the experience of the Bidder, the experience of the individuals proposed to work on the project, responsiveness to the request for pro-
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posals, work on similar projects, project references and fee structure. The City may request additional information from bidders.
The City reserves the right to waive technicalities or irregularities in proposals and to reject any
and all proposals or any part thereof. The City also reserves the right to award the contract to the
Bidder that the City, in its sole discretion, determines to best serve the public interest in the furtherance of its objectives.
SELECTION PROCESS
The City of College Park will review all submitted proposals and may request a verbal presentation from one or more selected bidders. Following proposal review, a staff recommendation will
be made to Mayor and Council for contract award. Mayor and Council are expected to make a
contract award at a regular meeting in November 2016.
Following contract award and prior to commencement of work, an engagement agreement will
be executed between the parties in a form substantially similar to the Sample Consultant Agreement attached and acceptable to the City Attorney. The engagement agreement will incorporate
this Request for Proposals and the submitted proposal by reference.
OTHER REQUIREMENTS AND INFORMATION
A.
RFP Distribution
The City may distribute copies of this Request for Proposals to firms that have requested copies
and to other firms. Distribution to such firms does not imply pre-qualification of such firms.
B.
Hold Harmless
The Bidder shall indemnify and hold harmless the City of College Park, its officers, agents, servants and employees, from all suits, actions and damages or costs of every kind and description
arising directly or indirectly out of the performance of this contract, including attorneys’ fees,
whether caused by actions or omissions on the part of the bidder, its agents, servants and employees, or for other causes.
C.
Insurance
During the entire term of the engagement, bidder shall maintain the following insurance coverage: comprehensive general liability insurance, automobile liability insurance and professional
errors and omissions insurance with limits of not less than those set forth below. By submission
of a proposal, bidder hereby certifies that they are in compliance with applicable requirements.
1.
Comprehensive General Liability Insurance
a.
Personal injury liability insurance with a limit of $1,000,000 each occurrence/aggregate; and
b.
Property damage liability insurance with limits of $500,000 each occurrence/aggregate
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2.
3.
4.
Professional Liability (Errors and Omissions) Insurance
Bidder shall maintain a policy with limits of not less than $1,000,000 each occurrence/aggregate.
Automobile Liability Coverage Automobile fleet insurance $1,000,000 for each
occurrence/aggregate; property damage $500,000 for each occurrence/aggregate
Workers’ Compensation
Bidder shall comply with the requirements of the State of Maryland for the provision of workers’
compensation insurance. By submission of a proposal, bidder herby certifies that they are in
compliance with applicable requirements.
All insurance shall include completed operations and contractual liability coverage. On each
policy, with the exception of the workers compensation and professional errors and omissions,
the City of College Park shall be named as an additional insured with an additional insured endorsement. Provision of any insurance required herein does not relieve the bidder of any of the
responsibilities or obligations assumed by the bidder in the engagement agreement, or for which
bidder may be liable by law or otherwise.
D.
Invoices
Invoices shall be submitted no more frequently than monthly, documenting hours worked and
describing work performed.
E.
Contact Person
The contact person for this contract is Robert W. Ryan, Director of Public Services, City of College Park, 4601A Calvert Road, College Park, Maryland 20740, telephone 240-487-3570, FAX
301-864-7965, e-mail: [email protected]. Questions concerning this Request for Proposals should be directed to the named contact person.
F.
Equal Opportunity Employer
The City of College Park is an Equal Opportunity Employer. Discrimination based on race, religion, sex, age, ethnicity, ancestry or national origin, physical or mental disability, color, marital
status, sexual orientation, gender identity, genetic information, or political affiliation is expressly
prohibited.
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CITY OF COLLEGE PARK, MARYLAND
Request for Proposals CP-17-03
Consulting Services – Public Safety and Police Services Study
BID PROPOSAL FORM (2 PAGES)
CITY OF COLLEGE PARK
Finance Department
4500 Knox Road
College Park, MD 20740
BID DUE DATE:
TIME:
September 26, 2016
2:00 p.m.
______________________________________________________________________________
(Name of Bidder)
hereby submits the following proposal for Consulting Services – Public Safety and Police Services Study, RFP CP-17-03. Having carefully examined the Request for Proposals, Instructions
to Bidders, the proposed Contract and addenda numbered ________ (complete if any addenda
were issued, or enter “None”), and having received clarification on all items of conflict or upon
which any doubt arose, and understanding that all unit prices bid will remain in effect throughout
the term of the contract, whether completed at one time or in interrupted phases, the undersigned
proposes to furnish all labor, equipment, materials, etc., required for the entire work, all in strict
accordance with the Contract Documents, for the stipulated sum of:
Consulting Services – Public Safety and Police Services Study – Not to Exceed
__________________________________________
(Written)
$ _____________________________________
(Figures)
Listing of Personnel Performing the Contract Work and Hourly Billing Rates
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
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SPECIAL TERMS AND CONDITIONS:
A.
Failure to properly and completely fill in all blanks may be cause for rejection of this
proposal.
A.
It is understood that the proposal price will be firm for a time period of one hundred
eighty (180) calendar days from the proposal opening date, and that, if the undersigned is
notified of acceptance of this proposal within this time period, the Bidder shall execute a
contract for the above stated compensation.
B.
In submitting this bid, the Bidder certifies that the Bidder:
1. Currently complies with the conditions of §69-6 “Equal Benefits” of the City Code, by
providing equality of benefits between employees with spouses and/or dependents of
spouses and employees with domestic partners and/or dependents of domestic partners, and/or between spouses of employees and/or dependents of spouses and domestic partners of employees and/or dependents of domestic partners; or
2. Will comply with the conditions of §69-6 at time of contract award; or
3. Is not required to comply with the conditions of §69-6 because of allowable exemption.
D.
In submitting this bid, the Bidder certifies that the Bidder does not discriminate on the
basis of age, race, color, creed, pregnancy, religion, national origin, ancestry, disability,
marital status, sex, sexual orientation, gender identity, physical characteristic or other unlawful basis of discrimination.
Name of Bidder: ________________________________________________________________
Name of Individual Authorized to Bind the Bidder _____________________________________
Signature: _____________________________________________________________________
Federal ID Number:
_____________________________
Date: __________________________________________
How did you learn about this RFP?
 City Staff
 findrfp.com
 eMaryland Marketplace
 Other (please specify): __________________
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TO BE SUBMITTED WITH BID
RFP CP-17-03
INFORMATION REGARDING THE BIDDER
(This information may be submitted in a substitute
format if responses correspond to question numbers.)
1. Name of Bidder: ____________________________________________________________
(Individual/Firm/Corporation)
Bidder’s Business Address: ______________________________________________________
______________________________________________________
Contact Person:
______________________________________________________
Telephone Number:
(_________) _______________________
FAX Number:
(_________) _______________________
E-mail Address:
______________________________________________________
Federal ID Number (EIN): __________________________________
2.
Is the business incorporated? ______ Yes
______ No
Non-Corporate Business
3.
If response to question #2 above is “No”, list the name and business and residence address of each individual having a ten percent (10%) or greater financial interest in the
business.
Name
Business Address
Residence Address
Corporate Business Entity Please answer questions 4 and 5
4.
List the names of all officers of the corporation, their business and residence addresses
and the date of which they assumed their respective offices.
Residence and
Name
Office
Business Address
Date Office Assumed
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5.
List the names of all members of the current Board of Directors, and their business and
residence addresses.
Name
Business Address
Residence Address
6.
Please provide the following information concerning work that you have done within the
last five (5) years which is similar to the bid work and in which your recommendations are being
used to better manage police services.
Contract
Date ComContact’s Name and
For Whom Performed
Amount
pleted
Telephone Number
7.
Bidder must answer the following questions: (The word “you” refers to an individual,
partnership, partner and/or corporation and its officers.)
a. Have you ever failed to complete any contract awarded to you?  Yes  No
If yes, state where and why. _________________________________________________
b. Have you ever been affiliated with an organization that failed to complete a contract?
 Yes  No
If yes, state name of organization and circumstances. _____________________________
___________________________________________________________________________
c. With what other businesses are you affiliated? __________________________________
d. Please list all persons who will supervise the work on this study? ___________________
___________________________________________________________________________
e. Identify all personnel who will be employed to perform the work described in the Contract
Documents and list each person’s hourly rate.
__________________________________________________________________________
__________________________________________________________________________
f. Please provide at least three references, including any Maryland governmental units or agencies for whom you have worked on a similar project. Include the name and telephone number
of your contact with each. _____________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
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g. Identify all subcontractors that you intend to use in performing work under this Contract, and
specify the work each is expected to perform.
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
Dated this ______day of______________________, 2016
__________________________________________
Name of Bidder
By: ______________________________________
Printed Name: _____________________________
Title: _____________________________________
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TO BE SUBMITTED WITH BID
RFP CP-17-03
NON-COLLUSION AFFIDAVIT
_________________________________________, being duly sworn on oath, deposes and says:
That he/she is the _______________________________________________________________
(Owner, Partner, Title if on behalf of a Corporation)
of ___________________________________________________________________________,
(Name of Business, Corporation or Partnership)
the party submitting the foregoing Bid; that (he has not) (no officer of the said Corporation has)
(no partner of the said Partnership has) nor has any person, firm or corporation acting on
(his/her) (its) (their) behalf, agreed, conspired, connived or colluded to produce a deceptive show of competition in the compilation of the Bid being submitted herewith; and that
(he/she) (the said Corporation) (the said Partnership) has not in any manner, directly or
indirectly, entered into any agreement, participated in any collusion to fix the Bid Price of
the Bidder herein or any competitor, or otherwise taken any action in restraint of free
competitive bidding in connection with the contract for which the within Bid is submitted; that in making this Affidavit, the affiant represents that he/she has personal
knowledge of the matters and facts herein stated. The Affiant hereby declares and affirms
under the penalties of perjury that the foregoing is true to the best of his/her knowledge
and information.
___________________________________(SEAL)
To be signed by Bidder, if the Bidder is an Individual; or by a Partner, if the Bidder is a Partnership; or
by a duly authorized Officer, if the Bidder is a Corporation
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TO BE SUBMITTED WITH BID
RFP CP-17-03
AFFIDAVIT WITH RESPECT TO NON-CONVICTION, NONSUSPENSION AND FALSE PRETENSES
I hereby affirm that:
(1)
I am the ___________________________ (Title) and duly authorized representative
of ______________________________ (Name of Business Entity) whose address is
________________________________ and that I possess the legal authority to make
this affidavit on behalf of myself and the firm for which I am acting.
(2)
Except as described in Paragraph 7 below, neither I nor the Business Entity nor, to the
best of my knowledge, any of its officers, directors, or partners or any of its employees directly involved in obtaining contracts with the State, or any county, bi-county or
multi-county agency or subdivision of the State have been convicted, or in an official
investigation or other proceeding admitted in writing or under oath, acts or omissions
which constitute bribery, attempted bribery or conspiracy to bribe under the provisions of Criminal Law Article of the Annotated Code of Maryland or under the laws
of any state or the federal government (conduct prior to July 1, 1977 is not required to
be reported); and
(3)
Except as described in Paragraph 7 below, neither I nor the Business Entity nor, to the
best of my knowledge, any of its officers, directors, or partners or any of its employees directly involved in obtaining contracts with the State, or any county, bi-county or
multi-county agency or subdivision of the State have been convicted under a State of
federal law or statute of any offense enumerated in §16-203 of the State Finance and
Procurement Article; and
(4)
Except as described in Paragraph 7 below, neither I nor the Business Entity nor, to the
best of my knowledge, any of its officers, directors, or partners or any of its employees directly involved in obtaining contracts with the State, or any county, bi-county or
multi-county agency or subdivision of the State have been found civilly liable under a
State or federal antitrust statute as provided in §16-203 of the State Finance and Procurement Article.
(5)
Except as described in Paragraph 7 below, neither I nor the Business Entity nor, to the
best of my knowledge, any of its officers, directors, or partners or any of its employees who will provide, directly or indirectly, supplies, services, architectural services,
construction related services, leases of real property, or construction have been debarred or suspended under this subtitle
(6)
Except as described in Paragraph 7 below, neither I nor the Business Entity nor, to the
best of my knowledge, information and belief, any officer, director, partner, member
or associate thereof; nor any of its employees directly involved in obtaining contracts
with the City, has been convicted of false pretenses, attempted false pretenses or conspiracy to commit false pretenses under the laws of any state or federal government,
based upon acts committed after July 1, 1981.
(7)
State “none” below or, as appropriate, list any suspension, debarment, conviction,
plea or admission described in Paragraph 2 - 6 above, with the circumstances, date,
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court, official or administrative body, the individuals involved and their position with
the firm, and the sentence or disposition, if any.
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
I acknowledge that this affidavit is to be furnished, where appropriate, to the City of College
Park, Maryland, under Section 16-311 of the State of Maryland Finance and Procurement Article
of the Annotated Code of Maryland. I acknowledge that, if the representations set forth in this
affidavit are not true and correct, the City of College Park may terminate any contract awarded
and take any other appropriate actions. I further acknowledge that I am executing this affidavit
in compliance with Section 16-309 of the State Finance and Procurement Article of the Annotated Code of Maryland, which ordains that any person convicted of bribery (upon acts committed
after July 1, 1977) in furtherance of obtaining a contract from the State or any subdivision of the
State of Maryland shall be disqualified from entering into a contract with the City.
I do solemnly declare and affirm under the penalties of perjury that the contents of the affidavit
are true and correct.
_______________________
Date
________________________________________________
Signature
Printed Name: ___________________________________
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CITY OF COLLEGE PARK, MARYLAND
Request for Proposals CP-17-03
Consulting Services – Public Safety and Police Services Study
SAMPLE CONSULTANT AGREEMENT
THIS CONSULTANT AGREEMENT (the “Agreement”) is effective this _____ day of
_______________, 2016, by and between CITY OF COLLEGE PARK (the “City”), a municipal
corporation of the State of Maryland, whose address is 4500 Knox Road, College Park, Maryland 20740-3390 and _______________________________________, hereinafter referred to as
“Consultant,” whose address is____________________________________________________.
WHEREAS, Consultant desires to act for the City as an independent contractor to conduct a public safety and police services assessment and identify alternative measures to improve
the effectiveness and efficiency of public safety and police services citywide; and
WHEREAS, the City desires Consultant to provide such services.
NOW, THEREFORE, in consideration of the premises and mutual promises herein contained and other good and valuable consideration, the receipt and sufficiency of which are hereby
acknowledged, the parties agree as follows:
1.
Appointment. The City hereby engages Consultant, as an independent contractor
and not as an agent or employee of the City, to conduct an assessment of police services in the
City and to identify alternative measures to improve the effectiveness and efficiency of public
safety and police services citywide, including the costs of any such measures, and provide a report to the City, and Consultant hereby accepts such work, subject to the terms and provisions of
this Agreement.
2.
Scope of Services. Pursuant to this Agreement, the Consultant agrees to perform
all of the work in compliance with the requirements and standards contained in the Contract
Documents, as defined herein. All work shall be performed in accordance with the standards in
the industry. The following Consultant services are included as part of this Agreement:
An analysis of the adequacy of police services currently provided within the City and recommendations of alternatives, from improving current contract and concurrent jurisdiction services,
up to and including the establishment of a municipal police department, by which these services
can be enhanced.
In addition, this study shall:
1. Include an assessment of the effectiveness of the City’s investment in security camera
systems. These systems are to be evaluated for effective return on investment for crime
prevention and case closure.
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2. Identify potential means to improve crime prevention and public perception of safety.
3. Determine the potential use of the Prince George’s County Public Safety Communications (9-1-1) call center and other options to mobilize City emergency response during
City non-business hours .
The analysis shall include estimated related costs and infrastructure needs. Elements of this analysis shall include, but not be limited to, the following:
A.
Statistical Analysis
1.
Part I and Part II Crime Statistics - An analysis of Part I and Part II crime statistics for the City on a per-capita basis over the last five years and a comparison of these
statistics to other communities in the Washington metropolitan area. Criteria for selecting
comparable communities should be specified. Statistics for all police agencies providing
service to the City shall be included. District I statistics shall be included for services
within City limits.
2.
Calls for Service - An analysis of the calls for service within the City over the past
five years and a comparison of these statistics to other communities in the Washington
metropolitan area. Criteria for selecting comparable communities should be specified.
Use of joint agency data compiled by UMPD for the CMAST project should form the
baseline for this analysis. In addition, data from other public safety agencies which serve
the City should be assessed. The Consultant shall perform scientific statistical sampling
to report and assess this data. Statistics for all police agencies providing service to the
City shall be included. PGPD District I statistics shall be included for services within
City limits. Data shall be categorized to include emergency and non-emergency service,
and self-initiated calls.
Response Times - An analysis of response times for the City over the past five
3.
years and a comparison of these statistics to other communities in the Washington metropolitan area. Criteria for selecting comparable communities should be specified.. Should
this information be unobtainable, Consultant should demonstrate capability to perform
scientific statistical sampling to report and project this performance. Statistics for all police agencies providing service to the City shall be included. PGPD District I statistics
shall be included for services within City limits.
B.
Community Attitudes
1.
Citizen Perspectives - An analysis of citizen perspectives by a scientifically valid
random survey or face-to-face focus groups concerning public safety within the City, including citizen perspectives as to how police services could be improved and enhanced,
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and citizen feelings of safety living in the City. Other perspectives may be a part of this
survey as well. Also, any available past members of the City’s Neighborhood Watch
Steering Committee and College Park Neighborhood Watch coordinators, and past members of the Committee to Improve Police Services, which were citizen committees concerned with public safety issues in the City, should be interviewed regarding public safety
in the community. The results of past resident surveys pertaining to public safety shall be
included in this assessment and identify potential means to improve public perception of
safety.
Merchant Perspectives - An analysis of merchant perspectives by a scientifically
2.
valid random survey or face-to-face focus groups concerning public safety within the
City, including merchant perspectives as to how police services could be improved and
enhanced and the merchants’ beliefs concerning the security of their business establishment in the City. In addition to the Downtown College Park Management Authority
(DCPMA), other business districts shall be evaluated separately and in total and identify
potential means to improve crime prevention and merchant perceptions of safety.
3.
Community Demographics - An analysis of community demographics, especially
predictable change for the near-term future. For example, condensed housing development may have led to more calls for service than stand-alone residences. Elementary
school population trends can predict the number of secondary school students in the future. Criminology assessments have identified that the number of males in an age 15 to
25 cohort are directly related to the number of future crimes. The significance of this and
similar demographics in a college town should be determined by the Consultant.
C.
Program Review
1.
Resource Allocation - A comprehensive analysis of the allocation of police resources as deployed by all agencies in the City as well as cost effectiveness of the City’s
security camera program with respect to crime prevention and case closure.. This analysis
shall include an examination of county-wide prioritization policies as they affect deployment of police resources assigned to the City and areas contiguous to the City. A statistical analysis of allocation per patrol cars assigned to the City, including, but not limited to,
a statistically significant sample of calls for service categorized by response location,
time of day, and duration of calls by patrol cars assigned to the City on calls outside the
City limits shall be included. Recommendations shall be provided as to whether any adjustment to the number or deployment of officers or the security camera system is warranted and what the cost implications of such adjustments would be for each potential alternative for enhancing police services and ways in which to improve crime prevention.
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2.
Evaluation Criteria - Development of recommendations and objective criteria by
which the City should evaluate the provision of police services in the City on an ongoing
basis.
3.
Adequacy of Service - An analysis of the adequacy of police services within the
City and recommendations as to how the provision of police services can be improved
and what costs would be incurred to implement these improvements. As part of this analysis, the City’s contract police program should be evaluated to determine what improvements can be made to this program. The analysis should identify community expectations, especially for any new municipal police force, which would directly affect the resources needed for such a force.
4.
Structural Change - An analysis of whether any structural change should occur in
the provision of police services within the City and an analysis of the costs associated
with implementing such a change. The analysis should identify community expectations
which would directly affect the resources needed for such a change.
Special Programs/Events - An analysis of special programs and police resources
5.
allocated within the City for such special assignments as crime prevention, traffic enforcement, civil disorder and sports events task force/joint operations, “party patrol” task
force operations, police/code enforcement joint operations and recommendations as to
how these programs can be improved and enhanced. The analysis shall also identify preparedness of community/police resources for significant, predictable, critical events including credible catastrophic events in the national capital region. The analysis should
identify community expectations, especially for any proposed new municipal police
force, which would directly affect the resources provided by the County, and City resources needed to manage such events.
D.
Communication
1.
City/County and City/Residents - An analysis of ways in which communication
regarding public safety issues can be improved in the following areas:
a.
between the City, County police, and other police agencies
b.
between the City and its residents, e.g. for crime alerts and prevention
2.
Citizen Involvement - Analysis of the levels of citizen involvement in public safety activities such as Neighborhood Watch. and recommendations on ways to enhance citizen involvement, including public awareness of most effective methods of reporting
crime and suspicious activity.
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3.
Emergency Response. - Analysis of the potential use of Prince George’s County
Public Safety Communications (9-1-1) call center and other options to mobilize City
emergency response during City non-business hours .
E.
Final Report
Upon completion of the study, Consultant will present a final report to the Mayor and
Council at a public meeting. The final report shall include as appendices all information,
including, but not limited to, research and surveys upon which the Consultant has relied.
F.
Progress Reports
The Consultant shall keep the Contact Person informed on a regular basis (no less frequently than every 2 weeks) as to their progress in completing the study.
1.
Dates of Work. The Consultant agrees to commence work within ten (10) days of
notice to proceed. The work shall be completed within ninety (90) days of notice to proceed and
shall be performed pursuant to a work schedule submitted by the Consultant. It is understood by
the parties hereto that time is of the essence in the completion of the services under this Agreement.
2.
Contract Price. The City agrees to pay the Consultant, as consideration for the
Consultant’s satisfactory performance of all obligations under this Agreement, a sum not to exceed ___________________________________________ Dollars ($___________), which shall
include all incidental costs including, but not limited to, travel, printing, copying, binding, telephone, drawings, diagrams and photographs.
Additional services related to this project shall be provided by the Consultant on an asneeded basis as directed by the City in writing. Such services shall be billed to the City at the
hourly rates established by the parties. Invoices for payment of services may be submitted on a
monthly basis and must be accompanied by daily time sheets detailing the work done, and any
other documentation required by the City. Invoices will be paid after approval by the Finance
Director. Five percent (5%) of the contract price plus additional services will be retained by the
City until all services have been satisfactorily completed in the opinion of the City. In no event
shall the amount billed by the Consultant exceed the amount attributed to the work completed as
of the date of the bill.
3.
Contract Documents. This Agreement and the following enumerated documents,
which are incorporated by reference as if fully set forth herein, form the Contract and are termed
the Contract Documents:
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Bid Proposal Form and other proposal forms submitted by Consultant and attachments
thereto
Request for Bid Proposals CP-17-03, and attachments thereto
Information Regarding the Bidder Form
Non-Collusion Affidavit
Affidavit with Respect to Non-Conviction, Non-Suspension and False Pretenses
Certificates of Insurance and Additional Insured Endorsements
Schedule of Work
Other Payments; Expenses; Taxes. The City will not be responsible for any cost
4.
or expenses of operation of any kind associated with Consultant’s provision of services pursuant
to this Agreement, except as set out herein. Consultant shall be entitled to no fees, bonuses, contingent payments, or any other amount in connection with the services to be rendered hereunder
except as set out herein. The parties hereto further agree that the City shall have no obligation to
reimburse, pay directly or otherwise satisfy any expenses of the Consultant in connection with
the performance of his obligations under this Agreement.
It is expressly understood and acknowledged by the parties hereto that the fees payable
hereunder shall be paid in the gross amount, without reduction for any Federal or State withholding or other payroll taxes, or any other governmental taxes or charges. The parties hereto further
recognize that Consultant, as an independent contractor of the City, is responsible for directly
assuming and remitting any applicable Federal or State withholding taxes, estimated tax payments, Social Security payments, unemployment compensation payments, and any other fees,
taxes, and expenses whatsoever. In the event that Consultant is deemed not to be an independent
contractor by any local, state or federal governmental agency, Consultant agrees to indemnify
and hold harmless the City for any and all fees, costs and expenses, including, but not limited to,
attorneys’ fees incurred thereby.
5.
Insurance. Consultant will purchase and maintain during the entire term of this
Agreement, comprehensive general liability insurance, professional errors and omissions insurance, and workers’ compensation insurance with limits of not less than those set forth below. On
each policy, with the exception of the workers compensation and professional errors and omissions, Consultant will name the City of College Park as an additional insured and provide an additional insured endorsement.
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A.
Comprehensive General Liability Insurance
(1) Personal injury liability insurance with a limit of $1,000,000 each occurrence/aggregate;
(2) Property damage liability insurance with limits of $500,000 each occurrence/aggregate.
All insurance shall include completed operations and contractual liability cover-
age.
B.
Professional Errors and Omissions Insurance The Consultant shall maintain a policy with limits of not less than $1,000,000 each occurrence/aggregate.
C.
Automobile Liability Coverage Automobile fleet insurance $1,000,000 for each
occurrence/aggregate; property damage $500,000 for each occurrence/aggregate
D.
Workers’ Compensation Insurance. Consultant shall comply with the requirements established by the State of Maryland for the provision of workers’ compensation insurance. The City will deduct a predetermined percentage of each payment to any Consultant who
has failed to provide a certificate of insurance for workers’ compensation, in order to defray coverage costs of the City. This percentage is subject to change. The Consultant will be provided
notification of any change. All corporations are required to provide a workers’ compensation certificate of insurance.
Consultant covenants to maintain insurance, in these amounts, which will insure all activities undertaken by Consultant on behalf of the City under this Agreement. Copies of the certificates of insurance and additional insured endorsements for all required coverage shall be furnished to the City prior to beginning work.
Provision of any insurance required herein does not relieve Consultant of any of the responsibilities or obligations assumed by the Consultant in the contract awarded, or for which the
Consultant may be liable by law or otherwise. Provision of such insurance is not intended in any
way to waive the City’s immunities or any damage limits applicable to municipal governments
as provided by law.
6.
Indemnification. The Contractor shall indemnify and hold harmless the City, its
officers, employees and agents, from all suits, actions and damages or costs of every kind and
description, including attorneys’ fees, arising directly or indirectly out of the performance of the
Agreement, whether caused by the negligent or intentional act or omission on the part of the
Contractor, its agents, servants, employees and subcontractors.
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7.
Licenses, Applicable Laws. Consultant will be responsible for obtaining any and
all licenses pertaining to performance of work under the Agreement. All services provided by
Consultant shall conform to all applicable laws and regulations.
8.
Standards of Work. All services performed pursuant to this Agreement shall be in
conformance with standards and specifications applicable in the industry.
Subcontracting. The Consultant may not subcontract any work required under this
9.
Agreement without the consent of the City. If the Consultant wishes to subcontract any of the
said work, it must provide subcontractor names, addresses, and telephone numbers and a description of the work to be done. The Consultant is not relieved of primary responsibility for full and
complete performance of any work identified to the subcontractor. There shall be no contractual
relationship between the City and the subcontractor.
Accurate Information. The Consultant certifies that all information provided in
10.
response to the Request for Bid Proposals or other requests for information is true and correct.
Any false or misleading information is grounds for the City to reject the bid and terminate this
Agreement.
11.
Errors in Specifications. The Consultant shall take no advantage of any error or
omission in the specifications. The City shall make such corrections and interpretations as may
be deemed necessary and that decision shall be final.
12.
Construction and Legal Effect. This Agreement, including all Contract Documents, constitutes the entire understanding between the parties. No modification or addition to
this Agreement shall have any effect unless made in writing and signed by both parties hereto.
13.
No Assignment. This Agreement shall not be assigned or transferred by Consultant, whether by operation of law or in any other manner, without prior consent in writing from
the City. In the event of insolvency of either party, this Agreement shall terminate immediately
at the election of the other party.
14.
Relief. The Consultant recognizes the substantial and immediate harm that a
breach or threatened breach of this Agreement will impose upon the City, and further recognizes
that in such event monetary damages may be available to the City. Accordingly, in the event of a
breach or threatened breach of this Agreement, Consultant consents to the City’s entitlement to
seek ex parte, preliminary, interlocutory, temporary or permanent injunctive, or any other equitable relief, protecting and fully enforcing the City’s rights hereunder and preventing the Consultant from further breaching any of its obligations set forth herein. Nothing herein shall be construed as prohibiting the City from pursuing any other remedies available to the City at law or in
equity for such breach or threatened breach, including the recovery of damages from Consultant.
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15.
Termination for Default. Notwithstanding anything to the contrary herein, this
Agreement may be terminated upon the failure of the Consultant to deliver services in a timely
manner, to act in good faith, or to carry out the work in accordance with Contract Documents,
each of which shall constitute a breach of this Agreement. In such event, the City may give notice to the Consultant to cease work until the cause for such order has been eliminated. Should
the Consultant fail to correct such default within 24 hours after receipt of notification, the City
may terminate this Agreement. This provision shall not limit the City in exercising any other
rights or remedies it may have.
Termination for Convenience. The performance of work or delivery of services
16.
under this Agreement may be terminated in whole or in part at any time upon written notice
when the City determines that such termination is in its best interest. The City will be liable only
for services furnished by Consultant prior to the effective date of such termination.
17.
Notices. All notices shall be sufficient if delivered in person or sent by certified
mail to the parties at the following addresses:
City of College Park:
Scott Somers, City Manager
City of College Park
4500 Knox Road
College Park, MD 20740-3390
Consultant:
______________________________________
______________________________________
______________________________________
______________________________________
Costs. In the event of any breach or failure by a party to fulfill any term, covenant
18.
or provision of this Agreement, the prevailing party shall be entitled to any and all costs and expenses, including reasonable attorneys’ fees, incurred on account of such breach.
19.
Enforcement Provisions. The failure of the City or Consultant, at any time, to enforce any of the provisions of this Agreement, or any right with respect thereto, will in no way be
construed to be a waiver of such provisions or right, or in any way to affect the validity of this
Agreement. The exercise by either party of any rights under this Agreement shall not preclude or
prejudice the subsequent exercise of the same or any other rights under this Agreement.
20.
Governing Law. This Agreement shall be governed by the laws of the State of
Maryland, excluding its conflict of law rules, as if this Agreement were made and is to be performed entirely within the State of Maryland.
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21.
Severability. If any term or provision of this Agreement shall be held invalid or
unenforceable to any extent, the remainder of this Agreement shall not be affected thereby, and
each term and provision of this Agreement shall be enforced to the fullest extent permitted by
law.
22.
Set-Off. In the event that Consultant shall owe an obligation of any type whatsoever to the City at any time during the term hereof or after termination of the relationship created
hereunder, the City shall have the right to offset any amount so owed by the Consultant against
any compensation due the Consultant from the City.
23.
Materials.
A.
Materials produced under this Contract shall be considered Official Products of
Work, owned by the City of College Park. With permission from the City the Consultant
may share/use these Products with other existing and future clients.
B.
Materials independently developed and owned by the Consultant or by other authors and third parties, and which may be used in the fulfillment of this Contract, remain
the property of their authors or owners. Subsequent use of such materials by the City
shall require written permission of the Consultant or other author(s) thereof.
C.
Information contained in documents that may be given to the Consultant for review remain the property of the City and may not be duplicated or distributed or otherwise published without the express consent of the owner. Material provided to the Consultant for review shall be returned to the City upon completion of the task.
D.
The Consultant understands that information and records provided to or made
available about participants and clients or services during the performance of this Contract are considered confidential and shall not be used for any purpose other than to perform the required services. Regardless of the data format, the Consultant agrees that it,
and any of its employees, shall not disclose or allow disclosure of any such data or derivatives of it to any third party without the written permission of the City. Any copies of
such records made during performance of this Contract shall be returned to the City upon
the expiration of the Contract.
24.
Non Discrimination.
A.
The City of College Park is an Equal Opportunity Employer. Discrimination
based on race, religion, sex, age, ethnicity, ancestry or national origin, physical or mental
disability, color, marital status, sexual orientation, gender identity, genetic information,
political affiliation or any other factors not related to the ability to perform the work is
29
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expressly prohibited.
B.
The Consultant certifies that it does not discriminate on the basis of race, religion,
sex, age, ethnicity, ancestry or national origin, physical or mental disability, color, marital
status, sexual orientation, gender identity, genetic information, political affiliation or any
other factors not related to the ability to perform the work.
C.
The Consultant will, in all advertisements or solicitations for employees, state that
all qualified applicants will receive consideration for employment without regard to race,
religion, sex, age, ethnicity, ancestry or national origin, physical or mental disability, color, marital status, sexual orientation, gender identity, genetic information, political affiliation or any other factors not related to the ability to perform the work.
25.
Equal Benefits.
A.
Consultant must comply with the applicable provisions of § 69-6 of the City
Code. The Consultant shall provide the City Manager, or his/her designee, access to its
records for the purpose of audits and/or investigations to ascertain compliance with these
provisions.
B.
Upon request, the Consultant shall provide evidence of compliance with the provisions of § 69-6 of the City Code upon each new bid, contract renewal, or when the City
Manager has received a complaint or has reason to believe the Consultant may not be in
compliance with the provisions of this section.
C.
The failure of the Consultant to comply with § 69-6 of the City Code will be
deemed to be a material breach of the covered contract.
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IN WITNESS WHEREOF, the parties hereto have executed this Agreement under seal
the day and year first above written.
ATTEST:
CITY OF COLLEGE PARK, MARYLAND
_____________________________
Janeen S. Miller, CMC, City Clerk
By: ______________________________________
Scott Somers, City Manager
WITNESS:
CONSULTANT:____________________________
____________________________
By: ______________________________________
Name: ____________________________________
Title: ____________________________________
APPROVED AS TO LEGAL SUFFICIENCY:
__________________________________________
Suellen M. Ferguson
City Attorney
31
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Rothschild Fire Department Review
1
An Operational Review
of the Rothschild Fire Department
James B. Schmidt, EFO
Interim Fire Chief
2015
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Rothschild Fire Department Review
2
Table of Contents
Table of Contents…………………………………………………………………………page 2
Letter of Transmittal…………………………………………………………………… page 4
Executive Summary…………………………………………………………………........page 6
Introduction and Review Process…...……………………………………..…………… page 9
Organizational Review…….……………………………………………………...…….. page 12
Limitations………………………………………………………………………….page 12
Education/Training…………………………………………………………………page 13
Leadership………………………………………………………………………….page 17
Standard Operating Guidelines…………………………………………………… page 17
Scheduling/Response Capabilities…………………………………………………page 19
Budget/Compensation……………………………………………………………..page 22
Employment Practices……………………………………………………………..page 24
Organizational Culture…………………………………………………………….page 25
Record Keeping……………………………………………………………………page 27
Codes/Standards…………………………………………………………………..page 28
Day to Day Operations…………………………………………………………….page 32
Fire Inspections……………………………………………………………………page 33
Fire Prevention…………………………………………………………………….page 35
Organizational Structure…………………………………………………………..page 36
Police and Fire Commission/Fire Department Meetings………………………….page 37
Previous Research…………………………………………………………………page 38
Fire Chief Position………………………………………………………………....page 39
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3
Recommendations………………………………………………………………………...page 41
Table of Figures
Figure 1 “Organizational Chart”…………………….……………………………………..page 11
Figure 2 “Wisconsin Fire Training Flow Chart”………….……………………………..…page 16
Appendices
Appendix A: “2015 Compensation Plan”…………….……………………………………page 51
Appendix B: “2013 Capital Improvement Plan” …….……………………………………page 52
Appendix C: “2014 Personnel Questionnaire”.……………………………………………page 53
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4
Letter of Transmittal
March 16, 2015
Mr. Nick Smith, Chairman
Village of Rothschild
Police and Fire Commission
211 Grand Avenue
Rothschild, WI 54474
Re: Operational Review of the Rothschild Fire Department
Dear Mr. Smith:
As the Interim Fire Chief for the Rothschild Fire Department, I am pleased to submit the Final
Report for the Operational Review of the Rothschild Fire Department. It has been my honor and
pleasure to work with the many dedicated men and women in the Village of Rothschild to help
identify and make recommendations regarding a number of the services provided by the
Rothschild Fire Department.
My hope is the information contained within this report will provide a framework for thoughtful
discussion and development of an action plan to help overcome the key organizational
challenges within the Rothschild Fire Department. In addition, I would encourage any updates of
the village strategic planning process to include the key recommendations made with periodic
reports provided by the new fire chief to assist in the tracking of performance and management
data.
I wish to express my sincere thanks and appreciation to all the members of the Rothschild Fire
Department and Village Officials for welcoming me to your community. Specifically, yourself
and the members of the police and fire commission for recognizing the need for and initiating
this opportunity, Village President George Peterson, Public Safety Committee Chairman Bill
Schremp, A/C Glen Engebretson, A/C Mary LaPorte, Police Chief Jeremy Hunt, Village
Clerk/Treasurer Debbie Espeland, and many others in the Rothschild Fire Department and
village for your guidance and assistance to provide me with all the information I needed to
complete this project. I would also like to thank the Fire Chiefs of the Mosinee Fire Department,
Schofield Fire Department, South Area Fire and Emergency Response Area (SAFER), Wausau
Fire Department and former Rothschild Fire Chief Marc Hill for the information and insights
they provided. Last but not least, I want to thank every member of the Rothschild Fire
Department for embracing this opportunity and helping to remind me why I got into the Fire and
EMS field many decades ago. The quality of care, compassion, and dedication you have shown
is an outstanding example of putting others before self for the greater good of the community.
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Thank you for this opportunity to be of service to you, the police and fire commission, the fire
department, and community.
Respectfully submitted,
James B. Schmidt, EFO
Interim Fire Chief
Rothschild Fire Department
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6
Executive Summary
The Village of Rothschild Police and Fire Commission recognized the need for an
“Operational Review” of the Rothschild Fire Department. This need was addressed by hiring an
Interim Fire Chief from outside the community to provide an objective review of many different
aspects of the fire department and to conduct the duties of the position. Such reviews provide the
information needed to determine the overall effectiveness of the delivery of services and the
organizational health of the department. In addition, given the fiscal restraints and the ongoing
statutory challenges, many communities are struggling to determine what is actually needed to
provide services versus that which is desired.
The review process began the first day the author entered the village hall and fire station.
There was a significant amount of information to be gathered in a relatively short amount of
time. However, the author recognized the success or failure of the retrieval of the information
needed would be largely contingent upon the assistance received from many individuals in the
department, village, and surrounding communities. The author reviewed many documents,
interviewed many people within and outside the fire department and village of Rothschild. All of
this was conducted while fulfilling the duties of the interim fire chief.
The method used to conduct this review was tailored to meet the expectations of the
members of the Rothschild Police and Fire Commission (PFC). The author met several times
with the Chairman of the PFC and the Chairman of the Public Safety Committee to provide
periodic updates and to ensure the author was meeting their expectations. Once the author had
sufficient data collected and observations were made, the author focused on identifying the areas
requiring review and recommendations needed. The author identified a list of areas to be
covered and received the approval needed to continue drafting the operational review.
As identified in the limitations section of this report. There is an ongoing effort to take a
thorough look at the current fire station. Consequently, the author would recommend the
continuation of the process of an outside agency to review the current fire station to identify any
deficiencies that would require the remodeling or replacement of the fire station. The author
would encourage the village to embrace the recommendations and commit to correcting any
deficiencies noted.
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Rothschild Fire Department Review
7
There are many recommendations found within this report. Unfortunately, for the fire
service in Wisconsin today, many of these recommendations could also be applied to several
other fire departments of equal to or smaller size in other areas throughout the state. The
recommendations within were ranked regarding the priority in which they should be completed.
The priority 1 recommendations are paramount to the overall success of complying with many
other recommendations made. An overview of the priority1 and related recommendations
include;
 Hire a new fire chief with the skills and ability to continue moving the fire
department forward. This can be accomplished by either promoting within or
hiring an outside chief to complete the duties of a fire chief. Ensure the new fire
chief recognizes the necessity to include others in key organizational decisions
and understands and applies the formal approval process.
 Require the new fire chief and all Police and Fire Commissioners to become
familiar with their individual roles and responsibilities as outlined in a number of
documents referenced within this report.
 Write Standard Operating Guidelines (SOG’s) that are consistent with the codes
and standards and expectations for a modern fire department providing both fire
and Emergency Medical Services (EMS) response. The drafting and use of such
SOG’s will help overcome many other additional challenges noted within the
report.
 Re-examine the feasibility of potential consolidation opportunities identified in a
number of internal and external past studies. Given the recommendations
provided, such an opportunity may appear to be timely and appropriate. However,
the wholesale consolidation with a service not providing equal to or greater than
the level of service as provided by the RFD also brings the very real possibility of
adding additional challenges.
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Rothschild Fire Department Review
8
 Prioritize and develop a realistic timeline to address the compliance requirements
discussed within and external to this report.
The author believes the recommendations made within this report, if applied, will
ultimately assist the RFD to move into the future with an organization that will be better
prepared to address the many challenges facing similar fire departments throughout the state and
nation.
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Rothschild Fire Department Review
9
Introduction and Review Process
The Rothschild Fire Department (RFD) has been providing fire suppression related
services since the early 1900’s. The RFD started providing emergency medical services in the
late 1950’s. There have been many changes in the RFD over the past several decades. In
addition to the changes made within the RFD, there have been a significant number of changes
made by agencies regulating the delivery of both Fire Suppression and Emergency Medical
Services (EMS) in both Wisconsin and the nation. The RFD recognizes the importance of
meeting the expectations of the general public and the requirements or standards for the delivery
of these services. Consequently, following the resignation of the former and first full-time Fire
Chief, in November of 2014, the RFD Police and Fire Commission (PFC) developed the position
of Interim Fire Chief to provide the primary duties the position requires and to review the
services provided. Therefore, the purpose of this report is to review as many areas of the fire
department as possible within a given amount of time and resources available. This report was
completed by conducting a review of department documents; interviews with RFD personnel
(past & present) and village leaders; interviews with area fire department personnel; review of
applicable codes and standards; and countless personal observations from the author.
As of March 16th, the author has spent approximately 276 hours at the fire department
and/or village hall fulfilling the duties of the Interim Fire Chief and researching how the RFD
operates. In addition to the time spent within the village, several hours of additional time spent
remotely communicating via phone or text as needed, were donated by the author. Some of the
additional Interim Fire Chief duties addressed beyond the research phase include the following:
1) The promotion of three new officers.
2) Hiring five additional staff.
3) Rewriting the compensation plan and making a proposal to the Village Board.
4) Chair of committee to work with agency to address potential fire station deficiencies.
5) Addressed personnel issues including the progressive disciplinary process.
6) Research, recommendation, & implementation of new ambulance billing process.
7) Provide input for local industry expansion plan.
8) Provided frequent communication with staff regarding Interim chief related projects.
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Rothschild Fire Department Review
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9) Reviewed and recommended documents and fire inspection process for large assembly
events.
10) Initiation of number of committees to address several tasks.
11) Attendance at regular and special village board meetings.
The village of Rothschild is a village in marathon County, Wisconsin and is part of the
Wausau, Wisconsin Metropolitan Statistical Area. The village is also home to several major
industrial employers. These employers include DOMTAR, Wausau Homes, Wausau Tile,
Foremost Farms, US Filter, Lignotech, and Imperial Industries.
The Rothschild Fire Department (RFD) provides fire suppression, fire prevention,
hazardous materials, technical rescues, and emergency medical services (EMS) for the 5,298
citizens of the Village of Rothschild which includes 6.9 square miles in Marathon County (2010
Census). The RFD also provides mutual aid for fire and EMS response for communities in the
area identified in the Mutual Aid Box Alarm System (MABAS) Division 130 agreement. The
current RFD officer staff includes:

1-Interim Fire Chief

2-Assistant Fire Chiefs

2-Captains

2-First Lieutenants

2-Second Lieutenants.
There are a total of 14 Firefighter/Emergency Medical Technicians (Advanced), 15
Firefighter/Emergency Medical Technicians – (Basic) and 10 Firefighters for a total number of
personnel of 39 (2015 Department Roster).
Figure 1 identifies the most current organizational structure of the RFD.
Rothschild Fire Department
2015
Organizational Chart
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11
Figure 1
There are two EMS staff working from 8:00 am to 4:00 PM daily, Monday thru Friday,
and all other staff is either “On Call” and/or “Paid on call” for emergencies. Consequently, the
RFD would be considered a “combination (volunteer and paid) fire department”. The 2015
budget for EMS is $356,810 and the 2015 fire budget is $112,600 for a total annual budget of
$469,410.
In 2014, the RFD responded to 526 EMS calls and 81 fire calls from one central fire
station located at 18 Alexander Avenue in Rothschild. The fire inspectors for the RFD completed
360 fire inspections in 2014. The apparatus/vehicles currently used by the RFD includes,

1-2009 1500 Gallons Per Minute (GPM) Pierce Pumper

1-1999 1500 GPM/61’ Tele-Squirt

1-1996 Chevrolet Light Duty Rescue Truck

1-1990 Ford Special Response Vehicle

1-2005 Ford Utility Pick Truck

1-2013 Ford Ambulance

1-2008 Ford Ambulance
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Rothschild Fire Department Review

12
1-1996 Sea Doo Jet Ski.
Limitations
This report is not meant to be all inclusive. It is primarily based upon the author’s 36
plus years of experience in the fire and EMS related fields and familiarity with applicable codes
and standards. To minimize cost, the intent of the author was to make as many recommendations
as possible within a relatively short period of time as the Interim Fire Chief of the RFD. Because
of the size, complexity, and number of specific codes or standards, the author recommends
individuals refer to the specific codes or standards for more detailed information. When
available, a link to the codes or standards discussed is provided in this document. Even though
the RFD had a full-time fire chief the year prior, this report provides recommendations consistent
with a part-time fire chief position as identified in the 2015 budget.
The Village of Rothschild has recently entered into an agreement with Five Bugles
Design to conduct a facility analysis of the fire station. Consequently, though significant issues
exist, this report will not address nor duplicate the identification of the fire station building safety
or functionality issues.
Organizational Review
The body of this report provides detail of areas reviewed with corresponding information,
observations, and recommendations. The general areas the author reviewed include;

Education/Training

Leadership

Standard Operating Guidelines

Scheduling/Response

Budget/Compensation

Hiring Process

Organizational Culture

Record Keeping
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Rothschild Fire Department Review

Codes/Standards

Day to Day Operations

Fire Inspection Process

Fire Prevention

Department Structure

Police and Fire Commission (PFC) and Rothschild Fire Department (RFD)
13
Meetings

Previous Research

Fire Chief Options
The recommendations section will also identify the priority level for each
recommendation made. Priority levels include priority 1 (higher) thru priority 3 (lower).
Though ranked, all recommendations should be addressed but some are clearly more immediate
and needed in order to progress to the next priority.
Education/Training
The RFD provides a minimum of two training drills each month. The first drill is
typically devoted to fire training and the second is EMS related. According to RFD staff, the
department expectation for personnel is to attend all drills unless they are excused by an officer.
Recently, night drills have been duplicated the next day for those who work evenings. Even with
this accommodation, it is the author’s experience the requirement to attend drills is not currently
being met by all members.
Following a review of RFD certifications, all but two recently hired firefighters have the
minimum level of training (Entry Level), as identified by the Wisconsin Technical College
System, to enter an area commonly described as being immediately dangerous to life and health.
According to a conversation with a representative from the Wisconsin Department of Safety and
Professional Services, the benchmark that should also be used to determine what level of training
is required by the state of Wisconsin is largely based upon the task asked of the employee by the
employer.
A relatively low number of the 39 members identified on the RFD roster have advanced
levels of training beyond State Certified Firefighter I. The following is a list, according to the
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Rothschild Fire Department Review
14
latest department data available, that identifies the level of fire service training certifications in
the RFD:
21
Personnel Are State Certified Firefighter I
11
Personnel Are 96 Hour Certified Firefighter I
15
Personnel Are State Certified Firefighter II
6
Personnel Are 42 Hour Certified Firefighter II
4
Personnel Are State Certified Fire Officer I
4
Personnel Are State Certified Fire Inspector I
4
Personnel Are State Certified Fire Instructor I
A. The following is a list of fire service training certifications held by the 8 RFD officers
(Excluding the Fire Chief):
7
Officers Are State Certified Firefighter I
2
Officers Are State Certified Firefighter II
1
Officer Is State Certified Fire Officer I
1
Officer Is State Certified Fire Inspector I
1
Officer Is State Certified Instructor I
Recommendations: (Priority 2)
1. Continue to have the RFD training officer develop a monthly training schedule and task
this officer with monitoring the RFD compliance of the attendance expectation.
2. Ensure compliance with Wisconsin State Statute DSPS 330 and NFPA standards
incorporated by reference in this statute regarding the required level of training for
officers. Specifically, DSPS 330.08.03 and NFPA 1021 can be referenced for compliance
of said laws or standards.
3. Provide an opportunity for every officer to attend the required prerequisite training to
qualify them to attend and certify at the Fire Instructor I and Fire Officer I level. Note:
The Wisconsin Technical College System now has an opportunity for officers with a
significant amount of tenure and training in the fire service to overcome some of the
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15
prerequisite training to become a Fire Officer I. Contact your local Wisconsin Technical
College Fire Service Coordinator for more details of this relatively new opportunity.
4. Require all officers to be certified as a Fire Instructor I and Fire Officer I and trained in
National Incident Management System (NIMS) 700 and Incident Command System
(ICS) 100 within a specified amount of time.
5. Require all Chief level officers to become compliant with NIMS & ICS standards for this
level of officer. Specifically, be trained to the NIMS 800, ICS 200, 300, & 400 standards
and be certified as a Safety Officer (Awareness Level).
6. Maintain and update department training records to ensure compliance with applicable
codes.
Figure 2 identifies the most recent flow of fire service training as provided by the
Wisconsin Technical Colleges.
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Figure 2
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Leadership
There are basically two types of leaders in any organization. They are commonly
referred to as “formal” and “informal” leaders. The formal leaders in the fire service are typically
designated by some type of rank/officer position. The informal leaders are less obvious but are
often times equally as influential within the organization. Unless an organization recognizes the
informal leaders by including and/or educating them regarding key decision making processes,
the potential for a lack of buy-in from others in the organization increases significantly.
The formal leaders in the RFD appear to be, at times, unfamiliar with or reluctant to
utilize basic management techniques to consistently establish expectations and to hold personnel
accountable. There also appears to be a fair amount of unfamiliarity of officers regarding the
progressive discipline process and when to apply such a tool.
Recommendations: (Priority 2)
1. Require officers to attend the training identified in the preceding section within two years
of their appointment to an officer position.
2. Provide ample opportunity for all officers to attend continue education regarding the
management of personnel.
3. Ensure officers clearly state the department expectations and uniformly apply
enforcement of these expectations.
Standard Operating Guidelines
Standard operating guidelines (SOG’s) are essentially a series of guidelines that provide
general expectations on how to address a significant number of issues that affect most every fire
department in the nation. These types of documents have been called a number of different
names including Standard Operating Policies, Standards of Cover, Best Practices, etc.. However,
they all accomplish the same basic goal of setting expectations. These expectations can be
motivated by national, state, or local laws or standards.
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The author was able to locate two sets of documents that appeared to be consistent with
the definition of standard operating guidelines. The first document was a large three hole
punched document commonly referred to by more tenured RFD staff as the “Red Book” and was
titled, “Rules and Regulations of the Rothschild Fire Department”. This document did address a
number of basic expectations of RFD staff and appeared to be fairly inclusive. However, the
only date the author could find that would help identify whether it addressed current standards
was 1994. Overall, this document appeared to be out of date and not readily utilized or even
familiar to a majority of the RFD staff. The second such documents were found on the computer
of the former fire chief and the title page indicated a date of May 2014. There were a total of
seventy-four (74) standard operating guidelines with applicable forms found within an electronic
file. These SOG’s appeared to be very inclusive and consistent with current standards but
unfamiliar to most members of the department.
Recommendations: (Priority 1)
Option #1.
1. Task the new fire chief to establish a committee to review the SOG drafts found on
the former fire chief’s computer. Assign this committee the task of reviewing these
documents and updating as needed. Note: the author would caution members of the
committee to make changes to these drafts only after thorough research has been
completed to determine whether the proposed updates are consistent with current
standards versus that which has been traditionally done in the organization.
Option #2.
1. Task the same committee to author all new SOG’s based upon the template provided
by the Wisconsin Department of Safety and Professional Services (DSPS) as
available in the following link:
http://dsps.wi.gov/Documents/Industry%20Services/Forms/Fire%20Dept%20Health/
FD%20SOGs.pdf
Option #3.
1. Task the same committee with the goal of reviewing another modern fire
department’s SOG’s and update them to be applicable to the RFD.
Option #4.
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1. Contract with an organization that may write and update RFD SOG’s, routinely
ensure compliance with state and national codes or standards, and train RFD staff to
ensure their familiarity with department SOG’s. Note: This is a relatively costly and
new service offered to the fire service in Wisconsin. This is not an endorsement but,
the firm the author is somewhat familiar with is called Lexipol and more information
can be found at the following link: http://www.lexipol.com/about-us/.
Regardless of the option chosen, the author highly recommends the use of a formal
approval and training process for each SOG selected. This process should include approval by
the PFC as noted in the meeting minutes and training for members of the RFD on each SOG
approved. This can be more easily accomplished by providing a limited number of SOG’s for
approval and training at any one meeting or drill night. Equally as important, someone needs to
be assigned to ensuring these SOG’s remain current by reviewing them annually and making any
necessary updates through the application of the original approval/training process. (Note:
Updates and training by someone in the RFD would not be necessary with the implementation of
option #4).
Scheduling/Response Capabilities
The RFD has a somewhat unique but effective system to ensure 24 hour coverage for
both fire and EMS responses in the village. In regards to scheduling, there are two EMS staff
working from 8:00 am to 4:00 PM daily, Monday thru Friday, and all other staff is either “On
Call” and/or “Paid on call” for emergencies. Once a call for service is received, personnel
respond to the fire station to respond to the call or to re-staff the fire station for future calls.
Personnel are given a number of opportunities to sign-up for Day Crew & On-call time for each
month. Overall, this system appears to be fair and equitable for all members and fulfills the
primary goal of having personnel committed to responding to both fire and EMS calls in the
village.
The author responded with personnel to a limited number of EMS and fire calls while in
the Village of Rothschild. The author’s overall impression was that RFD staff was very capable,
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compassionate, and dedicated to providing the highest level of service for which they were
trained.
The NFPA 1720 standard addresses the general topic area of response to emergencies for
volunteer fire departments. According to the NFPA website, NFPA 1720, “Provisions cover
functions and objectives of fire department emergency service delivery, response capabilities,
and resources, including staffing levels, response times, and levels of service. General criteria for
managing resources and systems, such as health and safety, incident management, training,
communications, and pre-incident planning are also provided.” This standard is not adopted by
reference in SPS 330. However, similar to other NFPA standards, it is applied locally by fire
departments throughout the nation to help determine their overall effectiveness. Below is a link
to a general description page for NFPA 1720: http://www.nfpa.org/codes-andstandards/standards-development-process/safer-act-grant/nfpa-1720
Generally speaking, the two areas most commonly of concern for those receiving services
provided by the RFD include the training/number of staff responding and the time it takes to
arrive on scene. The level of training of staff was addressed in a previous section. Following a
review of all RFD fire responses in 2014, via the National Fire Incident Reporting System
(NFIRS), the specific dispatch and on scene time data needed to determine compliance with the
“response time” portion of NFPA 1720, was not available. However, the number of personnel
responding to fires for the “staffing levels” portion of NFPA 1720 was available. According to
this area of review, the RFD has minimal success meeting the objective to respond with fifteen
(15) personnel 90 percent of the time for structural firefighting. In fact, the RFD responded with
fifteen or more personnel only 3.2 % of the time in 2014 for calls requiring a fire apparatus
response. The average number of RFD personnel responding to a fire in 2014 was seven, less
than half the number identified in this standard.
The RFD has two personnel responsible for light maintenance of department vehicles (oil
changes, engine gauge work, equipment mounting, etc.) and typically contract out for repairs
beyond this level. In addition, day crew conduct daily checks on emergency vehicles to ensure
they are ready to respond.
Fire departments are required to have fire apparatus ready for service per NFPA 1911 and
1901 as adopted by reference in Wisconsin Code SPS 330. According to the NFPA website, the
NFPA 1911 standard, “provides minimum requirements for establishing an inspection,
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maintenance, and testing program for in-service fire apparatus, including guidelines for fire
apparatus refurbishment and retirement”. The 1901 standard “provides minimum requirements
for establishing an inspection, maintenance, and testing program for in-service fire apparatus,
including guidelines for fire apparatus refurbishment and retirement. Provisions apply to all inservice fire apparatus, regardless of the year of manufacture”.
Ambulances and related equipment are required to be inspected by the Department of
Transportation (DOT) at least biennially. The applicable code for such an inspection can be
found in DOT, “Chapter Trans 309, Ambulance Inspection”. With an exception in 2014
regarding fire apparatus DOT inspections, the RFD has historically been in compliance with both
the requirements for fire apparatus and ambulances noted above. Note: Once the discrepancy for
the 2014 inspection was found while conducting this research, the necessary inspections were
scheduled.
Recommendations: (Priority 2)
Option #1.
1. Enter into an Automatic Aid Agreement with an area department to ensure the RFD is
meeting applicable standards and local expectations regarding the number of
personnel immediately responding to emergencies. This type of agreement provides
an opportunity for simultaneous dispatch of two or more agencies to minimize any
potential delays of an adequate number of staff and equipment responding to a fire.
This agreement would be prior to and above and beyond the potential to request
mutual aid via the Mutual Aid Box Alarm System (MABAS) recently implemented in
Marathon County.
2. Continue monitoring response times and remind staff of the necessity to respond as
safely and quickly as able to move closer to meeting the 1720 response time standard.
3. Develop a standard daily, weekly, and monthly checklist for apparatus and key
equipment to be used by the day crew and/or those responsible for maintenance.
Keep these forms on file with all applicable vehicle information documents provided
by the manufacturers at time of delivery for future reference.
Option #2.
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1. Enter into some type of consolidation agreement with an area fire department to
increase the number of personnel immediately responding to a fire.
Budget/Compensation
The 2015 budget was primarily developed by the significant work of Assistant Chiefs
Engebretson and LaPorte and the assistance from the Police Chief, Jeremy Hunt. The 2015
budget for EMS is $356,810 and the 2015 fire budget is $112,600 for a total annual budget of
$469,410. The 2015 budget had some detail regarding categories but seemed to lack the detail
required to do an accurate cost comparison between a greater number of specific annual costs.
The 2015 RFD compensation plan was updated and approved along with other village
employees compensation plans by the village board in January of 2015. Prior to this update, a
thorough review of the current plan was conducted. The proposed changes to the RFD
compensation plan appeared to have a relatively neutral effect on the 2015 budget; provided an
opportunity to streamline an otherwise lengthy and somewhat complicated compensation plan;
provides greater opportunity to minimize spikes in the amount of compensation paid for nonemergent projects; and provides incentives for members to receive additional training and remain
with the department for an extended period of time. (See Appendix A for RFD 2015
Compensation Plan)
The author discovered a recommendation provided by the former fire chief regarding
recommendations for short and long term capital expenditures (See Appendix B for 2014
Recommendation Regarding Short and Long Term Capital Expenditures). This plan appeared to
be well organized and consistent with the current and future needs of the department.
The author reviewed other area department’s compensation plans and compared them
with the RFD plan. The two departments compensation plans reviewed include the Schofield
(SFD) and Mosinee (MFD) fire departments. The SFD plan did not provide and hourly rate for
individuals but did identify an hourly rate paid for specific tasks and a per call rate depending on
the type of call responding to. The hourly rate compensation ranged from $10.00 an hour for
Special Duty Pay to a maximum of $20.00 an hour for Fire or Rescue Team Calls. In addition to
the hourly rate, the per call/duty pay included:
Ambulance Calls
= $40.00
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Ambulance Drivers
= $30.00
Drill Attendance
=$30.00
23
Ambulance Observer/Rescue Roll-up Crew = $15.00
Other per hour compensation included, Standbys-$10.00 and Holiday On-call Pay $3.00. Lastly,
the SFD paid $100.00 for each district inspected. The officers received an additional annual
stipend based upon their rank. The 2013 annual stipends are identified below:
Chief
= $5,610
Assistant Chief
= $3,978
Captain
= $1,423
Lieutenant
=$1,005
The Mosinee compensation plan appeared to be structured in a more similar manner to the RFD.
This plan identified an hourly rate range from $10.00 an hour up to $17.00 an hour. The rate was
dependent upon the number of certifications and number of years on the department as identified
in five year increments. In addition to the hourly rate paid to MFD members, the officers, below
the fire chief position (Not Provided), receive a monthly stipend identified below:
Assistant Chief
= $250.00
EMS Division Chief =$250.00
Chief Engineer
=$200.00
Captain
=$75.00
Lieutenant
=$50.00
Fire Inspector
=$165.75
Overall, The RFD appears to be compensating their members above the SFD and equal to
or slightly above the MFD depending upon rank or responsibility.
Recommendations: (Priority 2)
1. Empower the new fire chief to make the necessary changes in the budget to more
clearly identify specific areas where funding is allotted/spent. Also, ensure the
Clerk/Treasurer’s office is providing monthly updates with the detail needed to
ensure the RFD is operating within the approved budget amount set by the Village
Board.
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2. Embrace the opportunity offered by the police chief to provide the clerical support
necessary to draft and maintain the RFD budget. This can be accomplished by
meeting with police department staff and identifying what is currently done by fire
department staff to see how these tasks could be completed by the police department.
3. Review the monthly rates paid to officers in 2016 to determine whether the
compensation is equal to the time spent on specific assigned duties or tasks.
4. Budget for and provide compensation for members to attend training consistent with
their individual roles and responsibilities.
Employment Practices
In December of 2014, three officer positions were filled (1-Lieutenant of EMS, 1-2nd
Lieutenant of EMS, & 1-Captain of EMS). This promotional process was started prior to the
author becoming the Interim Fire Chief but the final interview process in front of the Police and
Fire Commission was witnessed by the author. The author also provided guidance and direction
in the final stages of this process.
A very common challenge for most combination or volunteer fire departments in the state
is the recruitment or retention of volunteer fire fighters. However, the RFD does not appear to
have as significant challenge as most fire departments in either of these areas.
In October of 2014, five applicants were interviewed by command staff. In November of
2014, seven additional applications were found and a second round of interviews was conducted
for five department roster vacancies. A total of twelve (12) applicants were interviewed. In
January 2015, five applicants were extended offers of employment and one declined and four
accepted. Consequently, four new employees were added to the RFD roster for a total of 39.
The most recent hiring process was initiated by RFD officers without any internal or
external human resources professional assistance. The author participated in the interview
process for the last seven applicants and provided guidance and direction regarding the standard
contingencies in the fire service tied to the offers of employment.
Recommendations: (Priority 2)
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1. Hire or contract a professional human resources manager for human resource services
to ensure standard procedures for promoting, hiring, disciplinary procedures, etc. are
followed.
2. Identify which portions of the “Village of Rothschild Employee Handbook” are
applicable to members of the RFD and ensure they do not conflict with RFD SOG’s.
Organizational Culture
For purposes of this review, organizational culture will be defined as the personality of
the organization as witnessed by the organizations behaviors, values and beliefs, and underlying
assumptions.
The RFD has gone through a number of significant changes over the past decade. It is
the author’s opinion the RFD was at a time where there was a significant amount of contentment
to continue doing that which was most familiar. Most recently, there was an attempt to make
some very significant but overall necessary updates to the department in a very short amount of
time. The recent changes have obviously had a significant effect on the organizational culture of
the RFD. The speed of which these changes were proposed became suspect by a number of
village and department formal and informal leaders. Consequently, the authority or necessity to
make these changes was often times challenged and at best, not fully embraced by a significant
number of department members. According to the interviews conducted of RFD staff, the author
got the clear impression these changes and the manner in which they were being made further
divided the department between those who embraced the changes and those who did not see the
value nor agree with the underlying perceived agenda of some of the key changes proposed.
Essentially, many of the more tenured members felt excluded from the decision making process
and the amount of involvement of less tenured members increased significantly. Consequently,
the department became somewhat divided. This division, though recognized, did not appear to
be fully addressed by the utilization of significant amount of dialogue and communication with
all department members by the chief of the organization. To be fair, the author also believes the
fire chief would have had a significant task to overcome the personal biases and lack of trust
expressed by some in the department/village.
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In addition to many observations by the author, the primary tool utilized to determine the
current status of the organizational culture within the RFD was by the use of an employee survey
(See Appendix C). This survey was completed by interviewing as many members of the
department as able to in the time provided. It was also used to introduce the author and each
member to provide an opportunity for an open an honest dialogue. These surveys were meant to
be confidential with the understanding that comments provided would become a part of this
report via a summary of department comments and/or recommendations. A total of twenty-six
(26) members were interviewed. The information gathered was organized into distinct
categories. Those participating in the survey were grouped by their individual length of tenure
within the department (< 2 Years, 2 to 10 Years, and > 10 Years). The categories identified by
all members participating in the survey needing the most improvement include;

Leadership

Training

Communication

Accountability

Operations

Morale

Budget

On Call Process

Emergency Response

Basic Requirements

Attendance

Fire Station Building

Fitness

Membership Options

Community Networking

Advanced Skills
There were a number of recommendations that combined a few of the individual areas
above including:

Leadership/Accountability
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
Training /Leadership

Training/Accountability
27
The number and areas of recommendations identified by members was very consistent
regardless of length of tenure on the department. In fact, the top three categories identified by all
groups of members receiving the highest number of recommendations were in regards to
training, leadership, and communication.
Overall, the author would characterize the culture of the RFD to be very similar to other
combination fire departments in the state and is confident the RFD can move forward with the
application of the many recommendations found within this report.
The one “elephant in the room” issue discussed privately by many members in the
department and village is the opportunity or need to consolidate fire and EMS with another
department in the area. Though the possibility of such consolidation of services has been studied
extensively both internally and externally, there always appears to have been roadblocks that
range from the fear of the loss of identity, to the more real challenge regarding the costs of such
an arrangement. The fears expressed regarding consolidation of services are very similar to the
challenges that can and have been overcome in many other areas both near and far from the
Village of Rothschild.
Recommendations: (Priority 2)
1. Establish a committee to review existing mission and organizational statements and
ensure department members understand and embrace them by allowing for opportunities
to provide feedback in the draft stage.
2. Task the new fire chief to re-examine the internal and external studies regarding the
possibilities of consolidation and make any applicable recommendations.
Record Keeping
The author found and reviewed numerous documents on the prior fire chief’s computer.
Most of the RFD staff appeared to be unfamiliar with many of the documents the author was able
to find. In addition, the author requested several documents from officers that were unattainable
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because of most officers’ unfamiliarity with their locations. Essentially, the record keeping
system appeared to be in a high degree of transition between an old and new filing system which
made it very difficult to retrieve important documents. As mentioned previously, the need to
retrieve data to ensure and prove compliance with codes and standards is critical. Note: RFD
officers have recently taken the initiative and responsibility to start the reorganization process
by completely removing all files and equipment from the fire chief’s office. Following this first
step, a newer desk system will be installed, all files will be gone thru, the office will be painted,
and all files will be re-organized to make it easier for the next fire chief to find documents.
Recommendation: (Priority 2)
1. Reorganize all department records in a manner that allows for quick and easy access for
personnel needing such access.
2. Take advantage of the opportunity offered by the police chief to provide a clerical staff
member of the police department to assist in the organization and maintenance of
department files.
Codes/Standards
The RFD is recognized by the State of Wisconsin as a “Combination” (volunteer and paid
staff) fire department. According to a recent review following the tragic line of duty death of
former Fire Chief Steven Fritz, the RFD was confirmed as as a municipal fire department.
Consequently, Wisconsin State Statute SPS 62.13 “Police and Fire Departments” is applicable
for the RFD. The Wisconsin Department of Safety and Public Services (DSPS) details the safety
and health requirements for municipal fire departments within SPS 330, “Fire Department Health
and Safety Standards”. Below is a link to SPS 330:
http://docs.legis.wisconsin.gov/code/admin_code/sps/safety_and_buildings_and_environment/32
6_360/330
SPS 314 standard, “Fire Prevention” identifies the adoption of NFPA 1 as the fire code
for the state of Wisconsin. Below is a link to SPS 314:
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http://docs.legis.wisconsin.gov/code/admin_code/sps/safety_and_buildings_and_environment/30
1_319/314
The National Fire Protection Association (NFPA) “…develops, publishes and
disseminates, over 300 consensus codes and standards intended to minimize the possibility of the
affects of fire and other risks” (NFPA). Often times, NFPA codes and standards are
referenced by state statutes. In fact, Wisconsin has adopted several NFPA standards by
reference, as witnessed in SPS 330.02 “Subchapter IV – Adopted Standards” (Bolded for
Emphasis)
The Rothschild Municipal Ordinances have similar references to adopted standards. The
village of Rothschild local municipal ordinances are extensive, appear to have been updated
recently, and address a number of related topics as outlined below:
Chapter 59. Fire Department
59-1.Volunteer Fire Department established.
59-2. Compensation.
59-3. Duty to aid Fire Department.
59-4. Extension of fire protection limits.
Chapter 306. Fire Prevention – Article I. Title, Purpose and Scope
306-1. Title
306-2. Purpose
306-3. Scope
Chapter 306. Fire Prevention - Article II. Definitions
306-4. Definitions
Chapter 306. Fire Prevention – Article III. Administration and Enforcement
306-5. Enforcement officers; liability.
306-6. Application to new and existing conditions.
306-7. Modifications.
306-8. Fire prevention inspections.
306-9. Frequency of inspections
306-10. Inspection warrants.
306-11.Written orders.
307-12. Service of orders.
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306-13. Compliance with orders.
306-14. Appeals.
306-15. Investigation of fires.
306-16. Fire records.
306-17. Annual report.
306-18. Violations and penalties.
Chapter 306. Fire Prevention – Article IV. False Alarms
306-19. Special alarm monitoring services
306-20. Special alarm fees.
Chapter 306. Fire Prevention – Article V. Standards Adopted by Reference
306-21. Adoption of state codes.
306-22. Adoption of National Fire Protection Association codes.
306-23. Violations of regulations adopted by reference.
306-24. Copies of NFPA codes.
306-25. Copies of state codes.
306-26. Conflicting regulations.
Chapter 306. Fire Prevention – Article VI. General Firesafety Requirements.
306-27. Rapid entry boxes.
306-28. Commercial change in occupancy.
306-29. Fire lanes.
306-30. Barbecue grills, kettles and outdoor hibachis.
306-31. Storage of flammable liquids.
306-32. Storage of combustible materials and equipment.
306-33. Accumulations of waste materials.
306-34. Chimneys and heating devices.
306-35. Hazardous materials or infectious agents.
306-36. Electrical fire safety.
306-37. Access to gas shut-offs.
Chapter 306. Fire Prevention – Article VII. Fire Prevention, Detection, and Protection.
306-38. Sprinkler systems.
306-39. Other fire suppression systems.
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306-40. Fire alarm or detection systems.
306-41. Portable fire extinguishers.
306-42. Fire doors and fire windows.
306- 43. Private fire hydrants and post indicator valves.
306-44. Existing systems.
Chapter 306. Fire Prevention – Article VIII. Outdoor Burning
306-45. Permit required.
306-46. Approval; conditions.
306-47. Exceptions.
306-48. Restrictions.
306-49. Burning prohibited under certain weather conditions.
306-50. Other regulations.
306-51. Order to extinguish.
Chapter 184. Ambulance Service
184-1. Ambulance charges.
184-2. Reciprocal agreements.
The standards, codes, and expectations of duties for fire departments are extensive and
somewhat complicated. However, the Wisconsin Department of Safety and Professional
Services (Formerly, the Department of Commerce) have recently updated (July 2014) a
document that typically provides minimally a starting point for information that helps provide
some clarity regarding the expectations for fire departments and those responsible for the
delivery of these services. The document the author is speaking of is the “Wisconsin Fire
Service Guidebook”. This guide is very extensive and commonly referenced for a variety of
questions by all fire chiefs throughout the state. Below is a link to the Wisconsin Fire Service
Guidebook:
http://dsps.wi.gov/Documents/Industry%20Services/Forms/Fire%20Prevention/Publications/Gui
de%20Book2014.pdf
The duties and information applicable for Police and Fire Commissioners in Wisconsin is
available from the League of Wisconsin Municipalities (LWM). The document provided for a
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fee from the LWM is the, “Handbook for Police and Fire Commissioners”. Below is a link to the
LWM website to purchase this handbook:
http://www.lwm-info.org/index.asp?SEC=7F12B34B-5B62-4C9A-A92E1B97A228811E&Type=B_BASIC
Recommendations: (Priority 1)
1. Require the Fire chief to start the compliance process by referencing and following the
requirements identified in SPS 330 and SPS 314.
2. Confer with village attorney regarding applicability of reference to 213.02 versus 62.13
exclusively.
3. Require all fire chief officers and Police and Fire Commissioners to read and become
familiar with the “Wisconsin Fire Service Guidebook”.
4. Require all Police and Fire commissioners to read and become familiar with the
“Handbook for Police and Fire Commissioners” available for purchase by the League of
Wisconsin Municipalities.
Day to Day Operations
A typical weekday at the RFD appears to start with the arrival of the day crew at 8:00
AM. The day crew has a list of daily tasks that need to be completed prior to the shift end at
4:00 PM. The number of tasks assigned to the day crew appears to vary extensively throughout
the monthly schedule. The schedule identifies forty-two (42) items that need to be addressed at
some time in the month but the key apparatus/equipment checks do not appear to be of the
frequency needed to ensure familiarity and operational readiness.
Throughout the day, a number of officers arrive to complete assigned tasks including
daily clerical tasks, scheduling, training preparation, maintenance projects for vehicles or
building, etc.. The author was surprised at the number of personnel coming and going
throughout the day to do what needed to be done to keep the organization moving forward. At
the same time, the author was concerned about the challenge to ensure members arriving at the
fire station were being compensated appropriately for doing what was consistent within the
realm of responsibility versus members just stopping in for a more social visit. This concern was
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one of the main reasons the author recommended going to a monthly stipend for officers versus
paying an hourly rate as detailed in the budget/compensation section of this report.
As stated previously, the RFD has very few challenges filling the positions needed to
provide coverage for the different types of assignments needed. This scheduling process is
accomplished primarily by the utilization of two types of modern computer programs, “Fire
Manager” (FM) and “I Am Responding”(IAR). FM and/or IAR can is also be used for data
collection, scheduling, dispatch, and information dissemination. However, there are currently
only three officers that appear to be familiar with these programs and a smaller number of
officers that appear to have the level of expertise to take full advantage of the capability of either
program.
Recommendations: (Priority 3)
1. Have officers attend additional training to maximize the capability of both “Fire
Manager” and “I am Responding” programs.
2. Post signage outside the fire station indicating a telephone number to call for
assistance and normal hours of business of 8:00 AM to 4:00 PM and update the phone
answering system message to indicate the opportunity to contact the Rothschild
Police Department across the street if immediate but non-emergent assistance is
required. The police department personnel can than forward this information onto the
fire chief via his/her cell phone number. The signage should also include, “If this is
an emergency, please call 911”.
Fire Inspections
The village fire code requirement regarding who can conduct fire inspections is located in
Chapter 306-5 thru 18. The village references NFPA 1 as the applicable code for fire
inspections. The bi-annual fire inspections are currently being conducted by “day crew”
personnel between the hours of 8:00 AM and 4:00 PM and occasionally by additional staff to
complete as required. The fire inspectors for the RFD completed 360 fire inspections in 2014.
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Fire inspectors in the RFD appear to have citation authority to fine for noncompliance of orders
as identified in municipal code 306.18.
The fire inspection process can be very complicated for inexperienced personnel when
confronted with an uncommon violation or someone unwilling to cooperate with the inspection
process. Furthermore, if day crew personnel are busy with calls for service, the schedule to
complete the required number of inspections is often times compromised. If the inspections are
not kept on schedule, additional personnel have been hired to conduct inspections to ensure they
are completed on time.
The RFD receives annual funding from a state of Wisconsin program commonly referred
to as the “2% Fire Dues” program. The RFD is required to complete fire inspections and
participate in the National Fire Incident Reporting System (NFIRS) report system or risk losing
one of the only non-tax based revenue sources through the 2% Fire Dues program. The RFD
appears to have been historically complying with both of these requirements. The total amount
received via this program in 2014 by the RFD was $16,496.06. The fire dues received can be
used for the direct purchase of fire protection equipment; fire inspection, prevention and public
education; fire inspection related training; and to fund firefighter’s pension programs.
Below is a link providing more information about the Wisconsin 2% Fire Dues program:
http://dsps.wi.gov/Documents/Industry%20Services/Forms/Fire%20Prevention/Q_As/FirePreven
tionDuesQA.pdf
In most of 2014, the former fire chief appeared to be the primary fire inspector for the
department and trained a limited number of others in the fire inspection process. Though many
members are recognized as fire inspectors, there does not appear to be a formal in-house training
requirement for those conducting fire inspections in the village.
Recommendations: (Priority 3)
Option #1
1. Require current and prospective fire inspectors to receive the necessary training to
become either proficient and/or certified as a fire inspector. Specifically, require the
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RFD lead fire inspector to become a certified fire inspector within two years of such
an appointment or assigned responsibility.
2. Ensure the Rothschild municipal code and RFD SOG’s are consistent regarding the
procedures for the inspection process.
3. Utilize the expertise of the clerical staff at the police department to assist in the
records management aspects of the inspection process.
4. File inspections by address and group them in zones to maximize efficiency.
5. Explore the opportunity to utilize 2% funding to participate in the Wisconsin Fire
Service Award Program (Formerly called the Length of Service Award or LOSA) to
ensure the retention of personnel does not become a major challenge for the RFD.
Below is a link to this program:
http://www.doa.state.wi.us/section.asp?linkid=56&locid=9
Option #2
1. Hire or contract an experienced/certified fire inspector to complete the annual fire
inspections on behalf of the RFD.
Fire Prevention
The author was able to determine who and what public fire prevention activities were
provided primarily by the use of the interviews with personnel and the review of the 2013 annual
report. However, the 2013 report grouped fire inspections with fire prevention and there was
very little as the author would characterize as typical fire prevention activities beyond fire
inspections identified. RFD staff did relate to the author that several presentations were made to
area school children during fire prevention week.
The state of Wisconsin does have a requirement that identifies the need by fire
departments to investigate and determinate of the cause and origin of fires. The author
discovered there were few if any members trained or qualified to conduct a cause and origin
investigation consistent with the current standards for such an activity.
Though not required, it is a relatively common practice in the fire service to have what is
referred to as pre-fire plans for buildings that would be classified as high risk locations. The
general reasons for a location to be identified as high risk would be for significant potential for
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the loss of life/property or a building that would cause a significant risk for firefighters because
of some type of unique hazards. The pre-fire plans are typically stored in a document that would
be easily accessible by either placing in a run book on apparatus or at the fire station to be taken
with fire crews just prior to responding. The author did not find any such documents in the RFD
fire station or on fire apparatus.
Recommendations: (Priority 2)
1. Develop a fire prevention committee to ensure more activities for children and a
larger demographical area is being reached throughout the calendar year.
2. Establish a committee or task officers with individual responsibility to identify
buildings/businesses that should be pre-planned within a specific time period.
3. Provide fire investigation training for key staff members and/or work with another
agency to conduct origin and cause investigations.
Organizational Structure
In early 2014, the fire department was re-organized by the fire chief. According to many
current officers, there was very little opportunity for input from other command staff in this
process. Consequently, this new structure did not appear to be fully embraced nor understood by
many in the department. In December of 2014, RFD command staff reorganized the department
back to the structure they were most familiar with. (Please refer the current organizational
structure chart on page 10). Though most desired by the RFD officers, this old/new structure did
appear to be inconsistent with other widely accepted and applied structures in the fire service.
Once the RFD filled all vacant officer positions, following the recent promotion process,
most officer’s roles and responsibilities were re-distributed and more clearly identified. The
secondary reason for this clarification and re-distribution of roles/responsibilities was because of
the anticipation of the retirement announcement of Assistant Fire Chief Glen Engebretson after
over 46 years of service to the Village of Rothschild.
Recommendations: (Priority 3)
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1. Evaluate the current structure after one year and make sure officer responsibilities are
evenly distributed and the structure is consistent with the identity of the organization.
Police and Fire Commission and Fire Department Meetings
Though RFD staff has identified an improvement in this area as of late, one of the most
significant challenges noted by the author and RFD members was the inconsistent and often
times lack of communication. The flow of communication between the Village Board, Police
and Fire Commission (PFC), RFD Officers, and department members appears to have been
inconsistent and at times, non-existent regarding key organizational decisions or tasks. Some
examples of these past decisions include the hiring of the first full-time fire chief and a less
global decision regarding which ambulance to buy.
The Rothschild Police and Fire Commission appear to only meet on an as needed basis.
One challenge this provides is the infrequency to know and fully appreciate what projects or
calls the RFD staff are responding to or what operational challenges they may be currently
addressing.
Recommendations: (Priority 2)
1. Require the new fire chief to provide a thorough overview of as many different
aspects of what the RFD has been doing since the last report provided at the bimonthly village board meetings.
2. Require the PFC to meet minimally bi-monthly at a designated date and time; have a
clerical staff member from the police department take notes, and share these notes
with both the RPD and RFD by posting them physically and/or electronically at each
location.
3. Require the RFD to hold monthly officers meetings at designated dates and times,
post an agenda ahead of time (based upon prior feedback from all officers regarding
which items need to be discussed), take meeting minutes, allow chief officers
opportunity to review a draft of the minutes to ensure clarity, and post/file said notes
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for all personnel to view. The viewing of the minutes can be accomplished by
placing these minutes on fire manager and/or posting them on a bulletin board.
Previous Research
The author was able to locate a significant number of reports addressing many areas of
the current and potential opportunities to deliver the services village residents expect. These
reports were authored both internally and external to the RFD over the past three years. The
most significant external study was the Emergency Services Consulting International (ESCI)
study conducted in 2013. Former Fire Chief Marc Hill has addressed a significant number of the
recommendations made in the ESCI study but there is still more work to be done. Many of the
recommendations made in this report are consistent with those identified in the ESCI study. The
Emergency Services Consulting International 2013 study can be seen in its entirety via the link
below:
http://www.ci.wausau.wi.us/LinkClick.aspx?fileticket=aVJgW2r5jCk=
The author was able to find a number of significant internal reports authored by the
former fire chief. The most significant reports the author had access to include:

2013 RFD “Annual Report”

Fire and EMS Department Blended Services Option (May 1, 2014)

“Short and Medium Term Strategic Planning 2014-2018”

“Rothschild Fire and EMS Department Status Review” (2013)

“Scheduling and Staffing Concerns Report” (July 25, 2014)
The internal reports reviewed appeared to be well written, very inclusive, and consistent with
many of the recommendations within this report. Some of these reports also address a significant
number of potential changes in the level of EMS care and how the RFD could be staffed. It is
the author’s understanding, the number of recommended changes and speed of which they were
being implemented was a source of contention for many formal and informal leaders in the RFD.
Recommendations: (Priority 2)
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1. Require the new fire chief and RFD officers to review the internal reports, develop
applicable recommendations, identify a realistic timeline for potential implementation,
and provide this information to the Police and Fire Commission for final approval.
Fire Chief Position
In 2014, the RFD had their first full-time fire chief. However, as identified in the
limitations section of this report, the RFD 2015 budget only provides funding for a part-time fire
chief position. Following a review of the files on the fire chief computer, the author found many
documents completed that were consistent with the necessity, schedule and duties of a full time
fire chief. The fire chief duties will still need to be addressed regardless if the new fire chief is
part or full time. Though less costly than a full-time fire chief, a part-time fire chief will
typically take longer to make the necessary changes needed within the organization and this
delay will add a period of additional liability for the village.
The local requirements to become a fire chief can vary widely depending upon a number
of factors. These factors include the size of the community, call volume, number of personnel to
be managed, community resources/tax base, and local expectations of the department and
community.
Recommendations:
Option #1.
1. Promote someone within the fire department with the skills and ability to unify the
department and also bring the department up to the current fire service codes and
standards. If there is not anyone within the organization who currently meets the
minimum training and/or experience standards established by the PFC, determine a
timeline for the probationary fire chief to receive the type of training required.
Option #2.
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1. Hire an experienced and credentialed fire chief officer from outside the RFD. This
can be accomplished by either contracting a part-time retired fire chief officer from
the area or contracting with a current fire chief officer from another community.
Option #3.
1. Promote an interim fire chief within the organization tasked with the additional duty
of coordinating the consolidation of services with another area fire department by the
creation of a fire district or combination fire department similar to the manner in
which Rib Mountain and Weston combined in 2013.
If either options 1 or 2 are selected, the author would highly encourage establishing
minimum and/or preferred standards, a standardized selection process to minimally include
applications and interviews (by the RFD members, the PFC, & Area Fire Chiefs) and an annual
evaluation process to ensure the new fire chief is meeting the annual goals and objectives. In
addition, the author would recommend establishing a fire chief selection committee or a
consolidation committee (depending on option selected) that includes a variety of experience
levels from within the fire department and community. This type of participation has the
significant potential to add overall confidence in either process and increase potential buy-in
from RFD members and the community.
Once the fire chief is selected, the author would encourage having some type of
mentoring process for the new fire chief. This can be accomplished by hiring an experienced fire
chief and/or by taking advantage of the Fire Chief Mentoring program available for the price of
an annual membership ($75.00) through the Wisconsin State Fire Chiefs Association (WSFCA).
For more details regarding the mentoring program through the WSFCA, please reference the
following link, http://www.wsfca.com/resources/mentorship-program/program-overview/
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Recommendations
Training/Education Recommendations: (Priority 2)
1. Continue to have the RFD training officer develop a monthly training schedule and task
this officer with monitoring the RFD compliance of the attendance expectation.
2. Ensure compliance with Wisconsin State Statute DSPS 330 and NFPA standards
incorporated by reference in this statute regarding the required level of training for
officers. Specifically, DSPS 330.08.03 and NFPA 1021 can be referenced for compliance
of said laws or standards.
3. Provide an opportunity for every officer to attend the required prerequisite training to
qualify them to attend and certify at the Fire Instructor I and Fire Officer I level. Note:
The Wisconsin Technical College System now has an opportunity for officers with a
significant amount of tenure and training in the fire service to overcome some of the
prerequisite training to become a Fire Officer I. Contact your local Wisconsin Technical
College Fire Service Coordinator for more details of this relatively new opportunity.
4. Require all officers to be certified as a Fire Instructor I and Fire Officer I and trained in
National Incident Management System (NIMS) 700 and Incident Command System
(ICS) 100 within a specified amount of time.
5. Require all Chief level officers to become compliant with NIMS & ICS standards for this
level of officer. Specifically, be trained to the NIMS 800, ICS 200, 300, & 400 standards
and be certified as a Safety Officer (Awareness Level).
6. Maintain and update department training records to ensure compliance with applicable
codes.
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Leadership Recommendations: (Priority 2)
1. Require officers to attend the training identified in the preceding section within two
years of their appointment to an officer position.
2. Provide ample opportunity for all officers to attend continue education regarding the
management of personnel.
3. Ensure officers clearly state the department expectations and uniformly apply
enforcement of these expectations.
Standard Operating Guidelines Recommendations: (Priority 1)
Option #1.
1. Option #1. Task the new fire chief to establish a committee to review the SOG drafts
found on the former fire chief’s computer. Assign this committee the task of
reviewing these documents and updating as needed. Note: the author would caution
members of the committee to make changes to these drafts only after thorough
research has been completed to determine whether the proposed updates are
consistent with current standards versus that which has been traditionally done in the
organization.
2. Option #2. Task the same committee to author all new SOG’s based upon the
template provided by the Wisconsin Department of Safety and Professional Services
(DSPS) as available in the following link:
http://dsps.wi.gov/Documents/Industry%20Services/Forms/Fire%20Dept%20Health/
FD%20SOGs.pdf
3. Option #3. Task the same committee with the goal of reviewing another modern fire
department’s SOG’s and update them to be applicable to the RFD.
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4. Option #4. Contract with an organization that may write and update RFD SOG’s,
routinely ensure compliance with state and national codes or standards, and train RFD
staff to ensure their familiarity with department SOG’s. Note: This is a relatively
costly and new service offered to the fire service in Wisconsin. This is not an
endorsement but, the firm the author is somewhat familiar with is called Lexipol and
more information can be found at the following link: http://www.lexipol.com/aboutus/.
Regardless of the option chosen, the author highly recommends the use of a formal
approval and training process for each SOG selected. This process should include approval by
the PFC as noted in the meeting minutes and training for members of the RFD on each SOG
approved. This can be more easily accomplished by providing a limited number of SOG’s for
approval and training at any one meeting or drill night. Equally as important, someone needs to
be assigned to ensuring these SOG’s remain current by reviewing them annually and making any
necessary updates through the application of the original approval/training process. (Note:
Updates and training by someone in the RFD would not be necessary with the implementation of
option #4).
Schedule/ Response Capabilities Recommendations: (Priority 2)
Option #1.
1. Enter into an Automatic Aid Agreement with an area department to ensure the
RFD is meeting applicable standards and local expectations regarding the
number of personnel immediately responding to emergencies. This type of
agreement provides an opportunity for simultaneous dispatch of two or more
agencies to minimize any potential delays of an adequate number of staff and
equipment responding to a fire. This agreement would be prior to and above
and beyond the potential to request mutual aid via the Mutual Aid Box Alarm
System (MABAS) recently implemented in Marathon County.
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2. Continue monitoring response times and remind staff of the necessity to
respond as safely and quickly as able to move closer to meeting the 1720
response time standard.
3. Develop a standard daily, weekly, and monthly checklist for apparatus and
key equipment to be used by the day crew and/or those responsible for
maintenance. Keep these forms on file with all applicable vehicle information
documents provided by the manufacturers at time of delivery for future
reference.
Option #2.
1. Enter into some type of consolidation agreement with an area fire department
to increase the number of personnel immediately responding to a fire.
Budget/Compensation Recommendations: (Priority 3)
1. Empower the new fire chief to make the necessary changes in the budget to more
clearly identify specific areas where funding is allotted/spent. Also, ensure the
Clerk/Treasurer’s office is providing monthly updates with the detail needed to
ensure the RFD is operating within the approved budget amount set by the Village
Board.
2.
Embrace the opportunity offered by the police chief to provide the clerical support
necessary to draft and maintain the RFD budget. This can be accomplished by
meeting with police department staff and identifying what is currently done by fire
department staff to see how these tasks could be completed by the police department.
3. Review the monthly rates paid to officers in 2016 to determine whether the
compensation is equal to the time spent on specific assigned duties or tasks.
4. Budget for and provide compensation for members to attend training consistent with
individual roles and responsibilities.
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Employment Practices Recommendations: (Priority 2)
1. Hire or contract a professional human resources manager for human resource services
to ensure standard procedures for promoting, hiring, disciplinary procedures, etc. are
followed.
2. Identify which portions of the “Village of Rothschild Employee Handbook” are
applicable to members of the RFD and ensure they do not conflict with RFD SOG’s.
Organizational Culture Recommendations: (Priority 2)
1. Establish a committee to review existing mission and organizational statements and
ensure department members understand and embrace them by allowing for
opportunities to provide feedback in the draft stage.
2. Task the new fire chief to re-examine the internal and external studies regarding the
possibilities of consolidation and make any applicable recommendations.
Record Keeping Recommendations: (Priority 2)
1. Reorganize all department records in a manner that allows for quick and easy access
for personnel needing such access.
2. Take advantage of the opportunity offered by the police chief to provide a clerical
staff member of the police department to assist in the organization and maintenance
of department files.
Codes and Standards Recommendations: (Priority 1)
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1. Require the Fire chief to start the compliance process by referencing and following
the requirements identified in SPS 330 and SPS 314.
2. Confer with village attorney regarding applicability of reference to 213.02 versus
62.13 exclusively.
3. Require all fire chief officers and Police and Fire Commissioners to read and become
familiar with the “Wisconsin Fire Service Guidebook”.
4. Require all Police and Fire commissioners to read and become familiar with the
“Handbook for Police and Fire Commissioners” available for purchase by the League
of Wisconsin Municipalities.
Day to Day Operations Recommendations: (Priority 3)
1. Have officers attend additional training to maximize the capability of both “Fire
Manager” and “I am Responding” programs.
2. Post signage outside the fire station indicating a telephone number to call for
assistance and normal hours of business of 8:00 AM to 4:00 PM and update the phone
answering system message to indicate the opportunity to contact the Rothschild
Police Department across the street if immediate but non-emergent assistance is
required. The police department personnel can than forward this information onto the
fire chief via his/her cell phone number. The signage should also include, “If this is
an emergency, please call 911”.
Fire Inspection Recommendations: (Priority 3)
Option #1
1. Require current and prospective fire inspectors to receive the necessary training to
become either proficient and/or certified as a fire inspector. Specifically, require
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47
the RFD lead fire inspector to become a certified fire inspector within two years
of such an appointment or assigned responsibility.
2. Ensure the Rothschild municipal code and RFD SOG’s are consistent regarding
the procedures for the inspection process.
3. Utilize the expertise of the clerical staff at the police department to assist in the
records management aspects of the inspection process.
4. File inspections by address and group them in zones to maximize efficiency.
5. Explore the opportunity to utilize 2% funding to participate in the Wisconsin Fire
Service Award Program (Formerly called the Length of Service Award or LOSA)
to ensure the retention of personnel does not become a major challenge for the
RFD. Below is a link to this program:
http://www.doa.state.wi.us/section.asp?linkid=56&locid=9
Option #2
1. Hire or contract an experienced/certified fire inspector to complete the annual fire
inspections on behalf of the RFD.
Fire Prevention Recommendations: (Priority 2)
1. Develop a fire prevention committee to ensure more activities for children and a
larger demographical area is being reached throughout the calendar year.
2. Establish a committee or task officers with individual responsibility to identify
buildings/businesses that should be pre-planned within a specific time period.
3. Provide fire investigation training for key staff members and/or work with another
agency to conduct origin and cause investigations.
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Organizational Structure Recommendations: (Priority 3)
1. Evaluate the current structure after one year and make sure officer responsibilities
are evenly distributed and the structure is consistent with the identity of the
organization.
Police and Fire Commission/Fire Department Meeting Recommendations: (Priority 2)
1. Require the new fire chief to provide a thorough overview of as many different
aspects of what the RFD has been doing since the last report provided at the bimonthly village board meetings.
2. Require the PFC to meet minimally bi-monthly at a designated date and time; have a
clerical staff member from the police department take notes, and share these notes
with both the RPD and RFD by posting them physically and/or electronically at each
location.
3. Require the RFD to hold monthly officers meetings at designated dates and times,
post an agenda ahead of time (based upon prior feedback from all officers regarding
which items need to be discussed), take meeting minutes, allow chief officers
opportunity to review a draft of the minutes to ensure clarity, and post/file said notes
for all personnel to view. The viewing of the minutes can be accomplished by
placing these minutes on fire manager and/or posting them on a bulletin board.
Previous Research Recommendations: (Priority 2)
1. Require the new fire chief and RFD officers to review the internal reports, develop
applicable recommendations, identify a realistic timeline for potential
implementation, and provide this information to the Police and Fire Commission for
final approval.
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Fire Chief Recommendations: (Priority 1)
Option #1.
1. Promote someone within the fire department with the skills and ability to unify the
department and also bring the department up to the current fire service codes and
standards. If there is not anyone within the organization who currently meets the
minimum training and/or experience standards established by the PFC, determine a
timeline for the probationary fire chief to receive the type of training required.
Option #2.
1. Hire an experienced and credentialed fire chief officer from outside the RFD. This
can be accomplished by either contracting a part-time retired fire chief officer from
the area or contracting with a current fire chief officer from another community.
Option #3.
1. Promote an interim fire chief within the organization tasked with the additional duty
of coordinating the consolidation of services with another area fire department by the
creation of a fire district or combination fire department similar to the manner in
which Rib Mountain and Weston combined in 2013.
If either options 1 or 2 are selected, the author would highly encourage establishing
minimum and/or preferred standards, a standardized selection process to minimally include
applications and interviews (by the RFD members, the PFC, & Area Fire Chiefs) and an annual
evaluation process to ensure the new fire chief is meeting the annual goals and objectives. In
addition, the author would recommend establishing a fire chief selection committee or a
consolidation committee (depending on option selected) that includes a variety of experience
levels from within the fire department and community. This type of participation has the
significant potential to add overall confidence in either process and increase potential buy-in
from RFD members and the community.
Once the fire chief is selected, the author would encourage having some type of
mentoring process for the new fire chief. This can be accomplished by hiring an experienced fire
Page 108 of 113
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50
chief and/or by taking advantage of the Fire Chief Mentoring program available for the price of
an annual membership ($75.00) through the Wisconsin State Fire Chiefs Association (WSFCA).
For more details regarding the mentoring program through the WSFCA, please reference the
following link, http://www.wsfca.com/resources/mentorship-program/program-overview/
Page 109 of 113
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Appendix A
Rothschild Fire Department
2015 Compensation
Position
Probationary Firefighters or EMT’s
EMT or Firefighter
EMT IV Tech.
EMT/Firefighter
EMT IV Tech. /Firefighter
Base Wage
$10.00 an Hour
$13.00 an Hour
$13.25 an Hour
$13.50 an Hour
$14.50 an Hour
Note: An additional $.25 an hour of compensation will be provided for each additional
certification (up to a maximum of six certifications) beyond Entry Level for firefighters and EMT
basic for EMS personnel as approved by the Fire Chief.
Note: An additional $.50 an hour of compensation will be provided for members for every five
years of service with the RFD up to a maximum of twenty-five (25) years of service.
Fire Chief
Assistant Fire Chief
Captain
Lieutenant
$1,000 - $2,000 (D.O.Q.) Monthly Stipend
$1.00 an Hour (Over Base Wage) Plus $400.00 Monthly Stipend
$ .75 an Hour (Over Base Wage) Plus $100.00 Month Stipend
$ .50 an Hour (Over Base Wage) Plus $75.00 Monthly Stipend
Additional Compensation
Work Detail/Non-Response Duties
$10.00 an Hour
On Call Time
$3.00 an Hour
Roll-up Time
One Hour at Total Wage
Note: “Roll-up Time” for first three qualified personnel arriving at the fire station.
Utility Time
¾ an Hour
Annual Clothing Allowance
$60.00 (After One Year of Service)
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Appendix B
Rothschild Fire Department Capital Expenses Short & Medium Term Planning Estimates
Some equipment may be purchased used. However the used product will have a shorter life
expectancy and no warranty than a new product with a warranty. All costs associated are
preliminary estimates based on current (2014) prices and rates.
Short Term Plan
0-5 Years
Replacement of Ambulance 1
Replacement of Rescue 1
Adding Brush Truck
Adding Boat & Water Equipment
Adding Intercept vehicle
Bunker Gear (15 Sets)
SCBA Bottle Replacement (10 sets)
Rope Rescue Equipment
Confined Space Equipment
Building Renovation or Rebuild
design
Total Estimated Costs
Medium Term Plan 6-9 Years
Replacement of Engine 2 (Ladder)
Replacement of Ambulance 2
Bunker Gear (15 Sets)
SCBA Bottle Replacement (10 sets)
Rope Rescue Equipment
Confined Space Equipment
Total Estimated Costs
$165,000+ for new or
$75,000+ for used
$250,000+ for new or
$125,000+ for used
$125,000+ for new or
$75,000+ for used
$50,000+ for new
or
$25,000+ for used
$45,000+ for new
or
$20,000+ for used
$52,500
$75,000
$7,500
$3,500
$500,000 to $8,000,000
depending on
$9,547,000+ for new or
$975,000+ for new
$165,000+ for new
$52,500
$75,000
$7,500
$3,500
or
or
$958,500+ for used
$375,000+ for used
$75,000+ for used
$1,278,500+ for new or
$588,500+ for used
Total Short & Medium Term Capital Expenses (Years 0-9)
Total Estimated Costs
for used
$10, 825,500+ for new
or
$1,547,000+
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Appendix C
Rothschild Fire Department
Personnel Questionnaire
Name__________________ Address _____________________ Phone Number______________
Years on Rothschild FD (RFD) ____________ Current Rank ___________
Member of Another FD Yes_____ No _____ (If Yes, Primary Department is ______________)
RFD Job Duties Include:
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
Do You Take “Day Crew” Assignment? Yes _____ No _____ ( If Yes, While On-Duty, Do you
Routinely Follow the “Daily Task” Schedule? Yes _____ No ______
What Percentage of Monthly Training Sessions Do You Typically Attend Annually? _________
Please Circle the Applicable State of Wisconsin Certifications You Currently Have: FFI - FFII Driver/Operator-Pumper - Driver/Operator-Aerial - Fire Inspector I - Fire Officer I - Fire
Officer II - Fire Instructor I - Fire Instructor II - Fire Instructor III
Please Describe the Most Significant Strengths of the RFD:
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
Please Describe the Most Significant Weaknesses of the RFD:
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
What Recommendations Would You Provide to Overcome the Weakness Described Above:
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
Page 112 of 113
MEETING DATE: 2/8/2017 AGENDA ITEM #
5
PREPARED BY:
Richard Downey, Village Administrator REPORT TO PUBLIC SAFETY STUDY COMMITTEE PRESENTING COMMITTEE: COMMITTEE CONTACT:
STAFF CONTACT:
Richard Downey, Village Administrator ISSUE: Discussion & Action: Set future meeting dates ISSUE BACKGROUND/PREVIOUS ACTIONS: As the Village Board has requested that the Committee complete its work by July 1st of this year, I believe it will behoove the committee to have multiple meetings in a month. Just so the committee is aware I can list when all of the other committees of the Village meet. The Community Life and Public Safety Committee meeting on the first Monday of the month, the Property & Infrastructure Committee meets on the first Tuesday of the month. The Village Board meets on the second and fourth Tuesdays of the month. The Administrative Policy Committee meets on the third Tuesday of the month. The Police and Fire Commission normally meet on the fourth Monday of the month. The Plan Commission normally meets on the second Tuesday of the month, and the Redevelopment Authority (RDA) meets as needed. If the Village Board room is taken for another meeting, we do have numerous other meetings rooms that will accommodate the committee’s needs. We do have to be mindful of recordings, as by the policy of the Village Board all of the committee meetings are supposed to be recorded, and right now we only have two recording devices. I would request that you set at least three meeting dates that will work with all of the members. RECOMMENDED ACTION: Make a motion to set the future meeting dates to be ________. COST/BENEFIT ANALYSIS and JUSTIFICATION
(attach separate spreadsheets or other documentation as applicable) ITEMIZE ALL ANTICIPATED COSTS (Direct or Indirect, Start‐Up/One‐Time, Capital, Ongoing & Annual, Debt Service, etc.)
NA ITEMIZE ALL ANTICIPATED BENEFITS (Subjective, Financial, Operational, Service‐related, etc.) NA FUNDING SOURCE(s) – Must include Account Number/Description/Budgeted Amt CFY/% Used CFY/$ Remaining CFY
NA OTHER OPTIONS CONSIDERED: NA TIMING REQUIREMENTS/CONSTRAINTS: NA ATTACHMENTS (describe briefly): NA Page 1 of 1
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