R2024-075 2024-04-22RESOLUTION NO. R2024-75
A Resolution of the City Council of the City of Pearland, Texas, authorizing a
consulting service contract with Matrix Consulting, to prepare a Feasibility
Study for consolidation of Fire and Police dispatch services, in the estimated
amount of $61,000.00.
BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF PEARLAND, TEXAS:
Section 1. That certain contract for consulting services associated with preparation of a
Feasibility Study for consolidation of Fire and Police dispatch services, a copy of which is attached
hereto as Exhibit “A” and made a part hereof for all purposes, is hereby authorized and approved.
Section 2. That the City Manager or his designee is hereby authorized to execute and
the City Secretary to attest a contract for consulting services associated with preparation of a
Feasibility Study for consolidation of Fire and Police dispatch services.
PASSED, APPROVED and ADOPTED this the 22nd day of April, A.D., 2024.
________________________________
J.KEVIN COLE
MAYOR
ATTEST:
________________________________
FRANCES AGUILAR, TRMC, MMC
CITY SECRETARY
APPROVED AS TO FORM:
________________________________
DARRIN M. COKER
CITY ATTORNEY
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. _ City of Pearland
3519 Liberty Drive
Pearland, TX 77581
PROFESSIONAL SERVICE AGREEMENT NO. R2024-75
Dispatch Feasibility Study
THIS CONTRACT("Contract")is entered into by and between the City of Pearland, a Texas home-
rule municipal corporation ("City") and Contractor("Consultant"), and consisting of the following parts:
I. Summary of Contract Terms
II. Signatures
III. Standard Contract Provisions
IV. Special Terms and Conditions
V. Additional Contract Attachments
I. Summary of Contract Terms.
Consultant: Matrix Consulting Group
1650 S. Amphlett Blvd, Suite 213
San Mateo, CA 94402
Description of Services: Consultant will provide City of Pearland consulting services as
needed, in accordance with specifications of Bid/quote/coop
contract RFP 0124-007.
Contract Amount: $61,000
Effective Date: April 22, 2024
End Date: April 21, 2025 or project completion
Renewals: none
Resolution No/Bid No: R2024-75
II. Signatures
1 0FrPdF ARLAND CONSULTANT
�Yx ftWT((� 5/21/2024 1 6:23 PM CDT Richard Brady
Purchasing Officer Date Title: President
DocuSigne by: 5/22/2024 1 8:27 AM L'aaaattu f: May 21, 2024
*Signed by: Date
Superintendent/Manager
Director
Deputy/Assistant City Manager
City Manager
*City Contract Signature Authority: Superintendent/Manager— up to $10,000
Director- $10,001 - $30,000
City Manager/Deputy/Assistant City Manager- $30,001 +
City Council Resolution over $50,000
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III. Standard Contract Provisions
WHEREAS, Consultant has bid to provide Services ("Services") in response to Request for
Bid/Proposal or Quote No. RFP 0124-07 ("Solicitation"), which Solicitation includes the required
scope of work and all specifications and which Solicitation and the Consultant's bid or proposal
response, as applicable, are incorporated by reference in this Contract as Exhibits 1 and 2,
respectively, as if each were fully set out here in its entirety.
NOW, THEREFORE, City and Consultant agree as follows:
1. Scope. Consultant will provide Services in accordance with the attached Scope of Work, as
detailed in Attachment A, the content of which is incorporated by reference into this Contract
as if fully set out here in its entirety, and in accordance with Exhibit 2.
2. Term. This Contract is for one year, with performance commencing upon the effective date
or the date of issuance of the notice to proceed issued by the Contract Administrator or the
Purchasing Division, or upon the performance date listed in the notice to proceed, whichever
is later. The parties may mutually extend the Term of this Contract for up to 0 additional one-
year periods ("Option Period(s)"), provided, the parties do so by written amendment prior to
the expiration of the original term or the then-current Option Period. The City's extension
authorization must be executed by the City Manager or designee.
3. Compensation and Payment. This Contract is for an estimated amount of $61,000.00,
subject to approved extensions and changes. Payment will be made for Services completed
and accepted by the City within thirty (30) days of acceptance, subject to receipt of an
acceptable invoice. Consultant shall invoice no more frequently than once per month. All
pricing must be in accordance with the attached Bid/Pricing Schedule, as shown in
Attachment B, the content of which is incorporated, in its entirety, by reference into this
Contract. Any amount not expended during the initial term or any option period may, at the
City's discretion, be allocated for use in the next option period.
Invoices will be emailed to the following email address with a copy provided to the Contract
Administrator:
City of Pearland
Attn: Accounts Payable
Email: accountspayableCa)peadandtx.gov
4. Contract Administrator. The Contract Administrator designated by the City is responsible
for approval of all phases of performance and operations under this Contract, including
deductions for non-performance and authorizations for payment. The City's Contract
Administrator for this Contract is as follows:
Name: Lakyn LeVasseur
Department: FINANCE
Phone: 281-652-1670
Email: Ilevasseur@pearlandtx.gov
5. Insurance; Bonds.
(A) Before performance can begin under this Contract, the Consultant must deliver a
Certificate of Insurance ("COI"), as proof of the required insurance coverages, to the
City's Contract Administrator. Additionally, the COI must state that the City shall be
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provided no less than thirty (30) days' advance written notice of cancellation, material
change in coverage, or intent not to renew any of the policies. The City must be named
as an additional insured. The City Attorney must be given copies of all insurance
policies within ten (10) days of the City Manager or his designee's written request.
Insurance requirements are as stated in Attachment C, the entirety of which is
incorporated by reference into this Contract.
(B) Consultant shall provide any required payment bond, performance bond, or both, prior
to commencement of performance under this Contract. The terms, conditions, and
amounts of the bonds and appropriate surety information shall be included in the
RFB/RFP or as may be added to Attachment C, and such content, the entirety of
which, shall be incorporated into this Contract.
6. Purchase Release Order. For multiple-release purchases of Services provided by the
Consultant over a period of time, the City will exercise its right to specify time, place and
quantity of Services to be delivered in the following manner: the authorized City department
or division shall send to Consultant a purchase release order signed by an authorized agent
of the department or division. The purchase release order shall refer to this Contract, and
Services shall not be rendered until the Consultant receives the signed purchase release
order.
7. Inspection and Acceptance. City may inspect all Services and products supplied before
acceptance. Any Services or products that are provided but not accepted by the City must be
corrected or re-worked immediately at no charge to the City. If immediate correction or re-
working at no charge cannot be made by the Consultant, a replacement service may be
procured by the City on the open market and any costs incurred, including additional costs
over the item's bid/proposal price, shall be paid by the Consultant within thirty (30) days of
receipt of City's invoice.
8. Warranty.
(A) The Consultant warrants that all products supplied under this Contract are new, quality
items that are free from defects, fit for their intended purpose, and of good material and
workmanship. The Consultant warrants that it has clear title to the products and that
the products are free of liens or encumbrances.
(B) In addition, the products purchased under this Contract shall be warranted by the
Consultant or, if indicated in Attachment D by the manufacturer, for the period stated
therein.Attachment D, the entirety of which, is attached to this is incorporated into this
Contract.
(C) Consultant warrants that all Services will be performed in accordance with the standard
of care used by similarly situated Consultants performing similar services.
9. Quality/Quantity Adjustments.Any Service quantities indicated on the Bid/Pricing Schedule
are estimates only and do not obligate the City to order or accept more than the City's actual
requirements nor do the estimates restrict the City from ordering less than its actual needs
during the term of the Contract including any Option Period. Substitutions and deviations from
the City's product requirements or specifications are prohibited without the prior written
approval of the Contract Administrator.
10. Non-Appropriation. The continuation of this Contract after the close of any fiscal year of the
City, which fiscal year ends on September 30th annually, is subject to appropriations and
budget approval specifically covering this Contract as an expenditure in said budget, and it is
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within the sole discretion of the City's City Council to determine whether or not to fund this
Contract. The City does not represent that this budget item will be adopted, as said
determination is within the City Council's sole discretion when adopting each budget.
11. Independent Consultant. Consultant shall perform all work required by this Contract as an
independent Consultant and will furnish such Services in its own manner and method, and
under no circumstances or conditions will any agent, servant or employee of the Consultant
be considered an employee of the City.
12. SubConsultants. In performing the Services, the Consultant will not enter into subcontracts
or utilize the services of subConsultants unless the subConsultants were identified in the
bid/quote/proposal or approved by the Contract Administrator.
13. Amendments. This Contract may be amended or modified only in writing and executed by
authorized representatives of both parties.
14. Waiver. No waiver by either party of any breach of any term or condition of this Contract
waives any subsequent breach of the same.
15. Taxes. The Consultant covenants to pay payroll taxes, Medicare taxes, FICA taxes,
unemployment taxes and all other applicable taxes. Upon request, the City Manager shall be
provided proof of payment of these taxes within 15 days of such request.
16. Notice. Any notice required under this Contract must be given by hand delivery, or certified
mail, postage prepaid, and is deemed received on the day hand-delivered or on the third day
after postmark if sent by certified mail. Notice must be sent as follows:
IF TO CITY:
City of Pearland
Attn: Lakyn LeVasseur
Title: Purchasing Business Partner
Address: 3519 Liberty Dr., Pearland TX 77581
Phone: 281-652-1670
IF TO CONSULTANT:
Matrix Consulting
Group
Attn:Richard Brady
Title: President
Address:1650 S. Amphlett Blvd. Suite 213, San Mateo, CA 94402
Phone:650-858-0507
17. Liability and Indemnity. ANY PROVISION OF ANY ATTACHED CONTRACT
DOCUMENT THAT LIMITS THE CONSULTANT'S LIABILITY TO THE CITY OR
RELEASES THE CONSULTANT FROM LIABILITY TO THE CITY FOR ACTUAL OR
COMPENSATORY DAMAGES, LOSS, OR COSTS ARISING FROM THE
PERFORMANCE OF THIS CONTRACT OR THAT PROVIDES FOR
CONTRACTUAL INDEMNITY BY ONE PARTY TO THE OTHER PARTY TO THIS
CONTRACT IS NOT APPLICABLE OR EFFECTIVE UNDER THIS CONTRACT.
EXCEPT WHERE AN ADDITIONAL CONTRACT DOCUMENT PROVIDED BY THE
CITY PROVIDES OTHERWISE, EACH PARTY TO THIS CONTRACT IS
RESPONSIBLE FOR DEFENDING AGAINST AND LIABLE FOR PAYING ANY
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CLAIM, SUIT, OR JUDGMENT FOR DAMAGES, LOSS, OR COSTS ARISING FROM
THAT PARTY'S NEGLIGENT ACTS OR OMISSIONS IN THE PERFORMANCE OF
THIS CONTRACT IN ACCORDANCE WITH APPLICABLE LAW. THIS PROVISION
DOES NOT AFFECT THE RIGHT OF EITHER PARTY TO THIS CONTRACT WHO
IS SUED BY A THIRD PARTY FOR ACTS OR OMISSIONS ARISING FROM THIS
CONTRACT TO BRING IN THE OTHER PARTY TO THIS CONTRACT AS A THIRD-
PARTY DEFENDANT AS ALLOWED BY LAW.
18. Dispute Resolution Procedures. The Consultant and City desire an expeditious means to
resolve any disputes that may arise between them regarding this Contract. If either party
disputes any matter relating to this Contract, the parties agree to try in good faith, before
bringing any legal action, to settle the dispute by submitting the matter to mediation before a
third party who will be selected by agreement of the parties. The parties will each pay one-half
of the mediator's fees.
19. Attorney's Fees. Should either party to this Contract bring suit against the other party for
breach of contract or for any other cause relating to this Contract, neither party will seek or be
entitled to an award of attorney's fees or other costs relating to the suit.
20. Termination.
(A) City Termination for Convenience. Under this paragraph, the City may terminate this
Contract during its term at any time for the City's own convenience where the
Consultant is not in default by giving written notice to Consultant. If the City terminates
this Contract under this paragraph, the City will pay the Consultant for all services
rendered in accordance with this Contract to the date of termination.
(B) Termination for Default. Either party to this Contract may terminate this Contract as
provided in this paragraph if the other party fails to comply with its terms. The party
alleging the default shall provide the other party notice of the default in writing citing
the terms of the Contract that have been breached and what action the defaulting party
must take to cure the default. If the party in default fails to cure the default as specified
in the notice, the party giving the notice of default may terminate this Contract by written
notice to the other party, specifying the date of termination. Termination of this Contract
pursuant this paragraph does not affect the right of either party to seek remedies for
breach of the Contract as allowed by law, including any damages or costs suffered by
either party.
21. Owner's Manual and Preventative Maintenance. Consultant agrees to provide a copy of
the owner's manual and/or preventative maintenance guidelines or instructions if available for
any equipment purchased by the City pursuant to this Contract. Consultant must provide such
documentation upon delivery of such equipment and prior to receipt of the final payment by
the City.
22. Limitation of Liability. The City's maximum liability under this Contract is limited to the total
amount of compensation listed in this Contract. In no event shall the City be liable for
incidental, consequential or special damages.
23. Assignment. No assignment of this Contract by the Consultant, or of any right or interest
contained herein, is effective unless the City Manager first gives written consent to such
assignment. The performance of this Contract by the Consultant is of the essence of this
Contract, and the City Manager's right to withhold consent to such assignment is within the
sole discretion of the City Manager on any ground whatsoever.
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24. Severability. Each provision of this Contract is considered to be severable and, if, for any
reason, any provision or part of this Contract is determined to be invalid and contrary to
applicable law, such invalidity shall not impair the operation of nor affect those portions of this
Contract that are valid, but this Contract shall be construed and enforced in all respects as if
the invalid or unenforceable provision or part had been omitted.
25. Order of Precedence. In the event of any conflicts or inconsistencies between this Contract,
its attachments, and exhibits, such conflicts and inconsistencies will be resolved by reference
to the documents in the following order of priority:
A. this Contract (excluding attachments and exhibits);
B. its attachments;
C. the bid solicitation document including any addenda (Exhibit 1); then,
D. the Consultant's bid response (Exhibit 2).
26. Certificate of Interested Parties. Consultant agrees to comply with Texas Government Code
Section 2252.908, as it may be amended, and to complete Form 1295 "Certificate of
Interested Parties" as part of this Contract if required by said statute for items approved by
the City Council.
27. Governing Law. Consultant agrees to comply with all federal, Texas, and City laws in the
performance of this Contract. The applicable law for any legal disputes arising out of this
Contract is the law of the State of Texas, and such form and venue for such disputes is the
appropriate district, county, orjustice court in and for Brazoria County, Texas.
28. H.B. 89. In accordance with Chapter 2270 of the Texas Government Code, the signatory
executing this contract on behalf of company verifies that the company does not boycott Israel
and will not boycott Israel during the term of this contract. This clause is subject to companies
with ten or more full time employees and the contract value is $100,000 or more that is to be
paid wholly or partially with public funds of the governmental entity.
29. Public Information Act Requirements. This paragraph applies only to Contracts that have
a stated expenditure of at least $1,000,000 or that result in the expenditure of at least
$1,000,000 by the City. The requirements of Subchapter J, Chapter 552, Government Code,
regarding certain entities requirement to provide contracting information to governmental
bodies in connection with a public information request, may apply to this contract and the
Consultant agrees that the contract can be terminated if the Consultant knowingly or
intentionally fails to comply with a requirement of that subchapter.
30. Entire Agreement. This Contract constitutes the entire agreement between the parties
concerning the subject matter of this Contract and supersedes all prior negotiations,
arrangements, agreements, and understandings, either oral or written, between the parties.
IV. Special Terms and Conditions. none
V. Additional Contract Documents
Attached and Incorporated by Reference:
Attachment A: Scope of Work
Attachment B: Bid/Pricing Schedule
Attachment C: Insurance and Bond Requirements
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Attachment D: Warranty Requirements
Incorporated by Reference Only:
Exhibit 1: RFB/RFP/Quote No. RFP 0124-07
Exhibit 2: Consultant's Bid/Proposal Response
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ATTACHMENT A— SCOPE OF WORK
Scope of services provided shall consist of
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ATTACHMENT B - BID/PRICING SCHEDULE
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ATTACHMENT C — INSURANCE REQUIREMENTS
Consultants performing work on City property or public right-of-way for the City of Pearland
shall provide the City a certificate of insurance or a copy of their insurance policy(s)
evidencing the coverages and coverage provisions identified herein. Consultants shall
provide the City evidence that all subConsultants performing work on the project have the
same types and amounts of coverages as required herein or that the subConsultants are
included under the Consultant's policy.
All insurance companies and coverages must be authorized by the Texas Department of
Insurance to transact business in the State of Texas and must be acceptable to the City of
Pearland.
Listed below are the types and amounts of insurances required. The City reserves the right to
amend or require additional types and amounts of coverages or provisions depending on
the nature of the work.
Type of Insurance Amount of Insurance Provisions
1. Workers' Compensation Statutory Limits For WC, CGL, and BAL, the City
Employers' Liability (WC) $100,000 per occurrence is to be provided a WAIVER OF
SUBROGATION.
2. Commercial General Personal Injury -$1,000,000 per CGL and BAL, City to be listed
(Public) Liability (CGL) to person; Property Damage - as additional insured and
include coverage for: $1,000,000 per occurrence; provided 30-day notice of
a) Premises/Operations General Aggregate - cancellation or material
b) Products/Completed $2,000,000 change in coverage.
Operations
c) Independent WC, CGL and BAL, City shall be
Consultants provided 30-day notice of
d) Personal Injury cancellation or material
e Contractual Liability change in coverage.
3, Business Auto Liability (BAL) Combined Single Limit-
to include coverage for: $1,000,000 CGL will include a non-
a) Owned/Leased contributory addendum.
vehicles
b) Non-owned vehicles
c Hired vehicles
If the contract involves a professional service, the Consultant will also be required to provide
the City with professional liability insurance in an amount of at least$1,000,000.
The Insurance forms may be sent to Purchasing Department.
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ATTACHMENT D —WARRANTY
Services shall conform to the proposed specifications and all warranties as stated in the Uniform
Commercial Code and be free from all defects in material, workmanship and title.
Proposal to Conduct a Feasibility Study for
Consolidation of Fire and Police Dispatch Services
PEARLAND, TEXAS
February 15, 2024
Table of Contents
Cover Letter
1 Introduction to the Firm 1
2 Staff Qualifications 5
3 Project Description 10
Forms 20
February 15, 2024
Bob Pearce
Purchasing Officer
City of Pearland
3519 Liberty Drive
Pearland, TX 77581
Dear Mr. Pearce:
The Matrix Consulting Group is pleased to present the following proposal to conduct a
Feasibility Study for Consolidation of Fire and Police Dispatch Services for the City of
Pearland. Our firm is dedicated to providing management consulting services to cities in
Texas and across the United States, with a primary emphasis in public safety, including
emergency communications.
The analysis of emergency dispatch functions is a core practice for us, and encompasses
hundreds of dedicated 911 communications studies, as well as 911 evaluations included
within over 400 law enforcement and over 400 fire studies. The following table provides
illustrative examples of our emergency communications projects, many of which involved
a consolidation feasibility analysis (italicized).
Albany, New York Greene County, Missouri Mountain Brook, Alabama
Anderson County, SC Huntington Beach, California Oconomowoc, Wisconsin
Anchorage, Alaska Tulsa (INCOG), Oklahoma Palm Beach County, Florida
Arlington, Texas Jacksonville, Florida Parker County, Texas
Austin, Texas Jackson County, Oregon Portland, Oregon
Butte County, California Kenilworth, Illinois Salt Lake City, Utah
El Paso, Texas Kettering, Ohio San Mateo County, California
Falmouth, Massachusetts Lake Forest, Illinois Snohomish County, Washington
Fargo (RRRDC), North Dakota Long Beach, California Spokane, Washington
Dane County, Wisconsin Modesto, California Stanislaus County, California
Glenview, Illinois Monterey County, California Washoe County, Nevada
Our firm has deep experience in each of the topic areas required by the City’s RFP. Our
analytical experience includes emergency communications workload, staffing, personnel
matters, technology, space needs, revenue and cost models, and consolidation feasibility
in dozens of prior studies:
mat rix
consulting group
Kenilworth, IL Snohomish, WA Butte County, CA Albany, NY Tulsa, OK Anderson County, SC Portland BOEC, OR Stanislaus, CA Salt Lake City, UT Parker County, TX Kettering, OH Waukesha Co, WI Palm Beach County, FL Long Beach, CA Workload and Staffing ü ü ü ü ü ü ü ü ü ü ü ü ü ü
Shift Scheduling ü ü ü ü ü ü ü ü ü
Future Workload/Space Needs ü ü ü ü ü ü ü ü
Professional Best Practices ü ü ü ü ü ü ü ü ü ü ü ü ü ü
Policies and Procedures ü ü ü ü ü ü ü ü
Quality Assurance ü ü ü ü ü ü ü
Technology Analysis ü ü ü ü ü ü ü ü ü ü
Consolidation Feasibility ü ü ü ü ü ü ü ü
We recently completed a consolidation feasibility study for Parker County, Texas, which
included an evaluation of a City police/fire PSAP and the option of consolidating with a
regional secondary fire/EMS PSAP.
Our philosophy in conducting studies such as this one focuses on thorough research,
detailed analysis, and client interaction by experienced and specialized consultants. This
is characterized by the following:
• We staff our projects with functional specialists. Each of our team members has
extensive experience in areas of crucial importance to this study. Proposed
members of this project team include:
– Richard Brady. The President of the firm, I also lead our Public Safety
Practice. I have over 42 years of experience analyzing police, fire, and
emergency communications functions, and I will be the project executive.
– David Branch. A Manager with 12 years of consulting experience, David
leads our emergency communications practice, including all of our
consolidation feasibility studies. He will be the project manager and lead
analyst.
– Greg Mathews. A Senior Manager with Matrix, Greg with over 30 years of
experience in government consulting, including all of our recent emergency
dispatch studies. He will serve as a senior technical analyst.
– Stuart Cronan. A Senior Manager with more than 25 years of experience as
a radio and telecommunications professional and consultant. He will be a
Technical Analyst for this study.
– Aaron Baggarly. A Vice President with Matrix has 14 years of experience as
a municipal department manager, facilities analyst, and consultant. He
brings expertise in facility needs and will serve as a senior technical analyst.
– Terry Lewis. A Manager with Matrix Consulting Group, Terry has over 30
years of fire/EMS service and consulting experience. He will serve as a
technical analyst with a focus on fire operational and organizational needs.
– Nick Heuertz. A Senior Consultant with Matrix Consulting Group, Nick
brings extensive public safety experience to the firm. He will serve as a
project analyst.
• We believe in high levels of input in our assignments. We interview numerous staff
and stakeholders and collect data extensively at the outset of our projects in order
to develop a clear understanding of client needs.
• We provide detailed analysis and for each focus area recommendation. Our
reports are based on comprehensive, fact-based analysis of our clients’ issues and
goals, and our work produces actionable, effective recommendations.
I am the firm’s President, authorized to negotiate on the firm’s behalf and bind it
contractually.
If you have questions or require additional information, please contact me at
650-858-0507 or rbrady@matrixcg.net. We look forward to discussing our proposal,
project team, and experience with you and to the opportunity to work with the City of
Pearland.
Richard Brady, President
Matrix Consulting Group, Ltd.
Proposal to Conduct a Feasibility Study for Fire and Police Dispatch Services Pearland, TX
Matrix Consulting Group 1
1 Introduction to the Firm
Matrix Consulting Group is a management consulting firm dedicated to helping local
government. The firm was created 21 years ago by experienced consultants in order to
pursue an operating model in which analytical work is performed by senior level staff in
a low overhead environment. Our firm can be summarized as follows:
• We were founded in 2003 and are domestically incorporated in California and also
incorporated as a foreign corporation in Texas. While our headquarters are in
California, we also have regional offices in the Dallas Metroplex, Portland, St. Louis,
and Charlotte.
• The Matrix Consulting Group provides a variety of analytical services to local
government but our most significant area of expertise is public safety. We have
conducted over 100 dedicated emergency communications studies, and more
than 50 of these studies have also included a consolidation feasibility element.
• Unlike other firms, we are not solely an emergency dispatch consulting firm. With
thriving practice areas in law enforcement (over 400 studies) and fire (also over
400 studies), we are uniquely equipped with a holistic perspective to public safety.
This perspective strengthens our 911 communications practice and yields added
benefits in terms of context and insight for our emergency dispatch clients.
The Matrix Consulting Group is well-versed in emergency communications organization,
operations, and governance, as well as cost modeling, facilities/spatial planning, and
feasibility consolidation assessments. Our project team’s qualifications in these areas
are illustrated in the following subsections of this proposal.
Relevant Qualifications and Experience
Our firm is well-versed in each of the aspects of the scope required by the City. We have
the operational, technological, financial, and organizational expertise required to develop
a detailed, comprehensive, multi-faceted strategic framework for emergency
communications consolidation.
Our firm, and the individual members of our project team, have conducted hundreds of
emergency communication studies as well as organizational studies for public safety
agencies which have included emergency communications. The following is a partial list
of clients, many of which involved a consolidation feasibility analysis (italicized).
Proposal to Conduct a Feasibility Study for Fire and Police Dispatch Services Pearland, TX
Matrix Consulting Group 2
Albany, New York Greene County, Missouri Mountain Brook, Alabama
Anderson County, SC Huntington Beach, California Oconomowoc, Wisconsin
Anchorage, Alaska Tulsa (INCOG), Oklahoma Palm Beach County, Florida
Arlington, Texas Jacksonville, Florida Parker County, Texas
Austin, Texas Jackson County, Oregon Portland, Oregon
Butte County, California Kenilworth, Illinois Salt Lake City, Utah
El Paso, Texas Kettering, Ohio San Mateo County, California
Falmouth, Massachusetts Lake Forest, Illinois Snohomish County, Washington
Fargo (RRRDC), North Dakota Long Beach, California Spokane, Washington
Dane County, Wisconsin Modesto, California Stanislaus County, California
Glenview, Illinois Monterey County, California Washoe County, Nevada
The following table illustrates the breadth of our firm’s experience, summarizing key
elements of this study for the City which have been part of our prior work for other
emergency communications clients. As the table illustrates, our prior work is
comprehensive and spans each of the core areas relevant to the City of Pearland.
Kenilworth, IL Snohomish, WA Butte County, CA Albany, NY Tulsa, OK Anderson County, SC Portland BOEC, OR Stanislaus, CA Salt Lake City, UT Parker County, TX Kettering, OH Waukesha Co, WI Palm Beach County, FL Long Beach, CA Workload and Staffing ü ü ü ü ü ü ü ü ü ü ü ü ü ü
Shift Scheduling ü ü ü ü ü ü ü ü ü
Future Workload/Space Needs ü ü ü ü ü ü ü ü
Professional Best Practices ü ü ü ü ü ü ü ü ü ü ü ü ü ü
Policies and Procedures ü ü ü ü ü ü ü ü
Quality Assurance ü ü ü ü ü ü ü
Technology Analysis ü ü ü ü ü ü ü ü ü ü
Consolidation Feasibility ü ü ü ü ü ü ü ü
In addition to our experience with emergency communications studies, the Matrix
Consulting Group is a full-service, multi-disciplinary consulting firm. We have conducted
numerous dedicated studies in law enforcement, financial services work, facilities plan
development, and other ancillary areas relevant to this study. Many of our project team
members have cross-disciplinary experience, as shown in our team introduction in the
following subsection. For example, our team includes:
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• A leader in the law enforcement consulting industry who has produced
organizational and strategic plans for the largest agencies in the nation, including
analysis of alternative response and impacts on staffing, training, and operations.
• A former fire chief with more than 30 years of industry and consulting experience.
• A facilities and space planning specialist who has developed ground-up space
needs calculations and future needs projections for regional multi-agency
dispatch centers.
• A technology and radio communications expert who has led the development and
implementation of comprehensive NG9-1-1 strategic plans.
In short, our project team has a unique blend of expertise in each of the specific areas of
inquiry necessary to meet the multi-faceted strategic needs of the City.
References
The table below includes information about three recent projects demonstrating our
capabilities to meet the needs of Pearland. We invite you to contact these references
about the quality and professionalism of our work.
Client Project Description
Indian Nations Council of
Governments (INCOG)
Feasibility Study of Dedicated
Regional Fire / EMS Dispatch and
Automatic Aid
Jeremy Moore
Fire Chief
City of Broken Arrow
1101 N. 6th Street
Broken Arrow, OK 74012
918-694-8830
jkmoore@brokenarrowok.gov
Darryl Maggard
Regional 9-1-1 Coordinator
2 W 2nd St, Ste 800
Tulsa, OK 74103
918-579-9487
dmaggard@incog.org
This comprehensive feasibility study for nine member fire
departments of INCOG, including the cities of Tulsa and Broken
Arrow, included an assessment of feasibility for regionalized and
consolidated fire/EMS dispatch. The analysis covered staffing,
facilities, technology, funding, and governance requirements, an
analysis of the impact of a regional automatic aid agreement on fire
service levels, and a six-stage implementation blueprint for the
participating agencies.
Recommendations included locating a proposed regional center at
an existing facility, staffing 4-6 dispatchers per shift depending on
workload fluctuation, and involving a local ambulance service in the
governance structure. Costs were estimated at $1.2 million for
startup and $2.6 million for annual operations.
Similarity to Pearland: This study evaluated the costs and benefits
of locating fire dispatching service locally vs. a regional center. It
included analysis of technological and facilities feasibility,
workload, and performance levels, as well as a recommended
organizational structure and transition pan.
Project cost: $49,000
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Client Project Description
Oconomowoc (WI)
Police Dispatch and 911
Communications Consolidation
Study
Robert Magnus
Mayor – City of Oconomowoc
174 E. Wisconsin Ave.
Oconomowoc, WI 53066
262-569-1111
rmagnus@oconomowoc-wi.gov
Christopher Becker
WCC Operations Manager
1621 Woodburn Rd.
Waukesha, WI 53188
262.446.5085
cbecker@waukeshacounty.gov
This study for the City of Oconomowoc Police Department (OPD)
and the Waukesha County Communications Center (WCC)
evaluated the costs and benefits of continuing to operate a dispatch
center independently vs. joining the WCC, a regional dispatch center.
The study evaluated the options across numerous criteria which
included call processing and response service levels, technological
feasibility, non-dispatch duties, regional cooperation capability,
governance and local process control, and fiscal cost impact.
The study found that consolidating the 911 and dispatch functions
with WCC was projected to result in faster call processing due to the
elimination of redundant call transfers, as well as an operational
savings of about $120,000 per year. The study included
recommendations and a timeline for a coordinated implementation.
Similarity to Pearland: This study evaluated consolidation feasibility
between a City and a regional center across multiple criteria, which
included technology feasibility, the handling of non-dispatch duties,
and costs over a 10-year period.
Project cost: $32,000
Parker County (TX)
Emergency Communications
Feasibility Study
Christopher Briggs
Deputy EMS Director
Parker County Hospital District
1130 Pecan Dr.
Weatherford, TX 76086
817.458.3333
chris.briggs@pchdtx.org
Kristi Butcher
Support Services Manager
Weatherford Police Department
612 Ft. Worth Hwy
Weatherford, TX 76086
682-229-2630
kbutcher@weatherfordtx.gov
This study for the City of Weatherford, and Parker County, initiated
by the County Hospital District, evaluated the costs and benefits of
consolidated dispatch operations at a shared facility. The study
assessed staffing levels, scheduling, workload, performance
standards, technological feasibility, training and QA processes, and
cost impacts. It also considered a continuum of potential
consolidation options.
Recommendations included not pursuing a county-wide
consolidated center, adopting some more incremental
organizational changes, improving quality assurance practices, and
implementing technology interfaces to minimize the impact of
separate PSAP operations. The speed of service and cost of
facilities were decisive factors. The study also included
recommendation steps and a timeline for implementation.
Similarity to Pearland: This study evaluated the appropriate
location for fire dispatch in a Texas city – locally vs. under a regional
secondary fire/EMS PSAP. It included consideration of service
levels, facility needs, cost, non-dispatch duties.
Project cost: $54,000
We are happy to provide additional references upon request.
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2 Staff Qualifications
For this study, we propose to utilize a senior-level professional project team composed of
experienced personnel with extensive backgrounds in public safety and emergency
communications, and strong capabilities in each of the analytical areas required for this
engagement.
The following organizational chart depicts the lines of authority within our proposed
project team.
This team has worked together on numerous prior projects. Professional summaries of
each team member are below.
Richard Brady
Project Executive
David Branch
Project Manager /
Lead Analyst
Greg Mathews
Sr. Technical Analyst
Aaron Baggarly
Sr. Technical Analyst
Terry Lewis
Technical Analyst
Nick Heuertz
Project Analyst
Stuart Cronan
Technical Analyst
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Consultant / Role Professional Background and Focus Summary of Relevant Experience
Richard Brady
President
Project Executive
Richard Brady is the President of Matrix
Consulting Group and is the leader of our
public safety services. He has over 40
years of experience providing consulting
services to hundreds of local government
organizations across the country,
including optimum staffing studies,
performance audits, organizational
reviews, etc.
He has a doctorate from Oxford
University, U.K, and a BA from California
State University, Hayward.
His focus for this project will be quality
control and general project oversight. He
will also serve as the point of contact
with regard to contract management.
Richard has conducted performance
reviews and regionalization studies
of more than 50 dedicated dispatch
studies, as well over 250 studies as
part of staffing and organizational
evaluations of police and/or fire.
His recent work on similar studies
includes projects in Falmouth and
Plymouth (MA), Snohomish County
(WA), Albany County (NY), Stanislaus
County (CA), Jackson County (OR),
and San Mateo (CA).
David Branch
Manager
Project Manager /
Lead Analyst
David Branch is a Manager in his 10th year
with the firm. He provides analytical
expertise in all of our practice areas and
leads our emergency dispatch consulting
practice. In his time with the firm, he has
contributed to over 100 studies across
the United States.
He received his B.S. in Public Policy,
Management, and Planning from USC and
his Masters in Secondary Education from
the University of Missouri. He is a
member of APCO and NENA.
He will serve as the project manager and
lead analyst of data, evaluation of
operational, policy, and benefit/cost
analysis, and development of
recommendations and deliverables.
David is a staffing, data, workload,
and organizational analyst who has
led each of Matrix’s recent
emergency communications studies.
His experience includes emergency
communications studies for Albany
(NY), Anderson County (SC), Portland
(OR), Mountain Brook (AL), Albany
(NY), INCOG (OK), Parker County
(TX), Pepperell (MA), Kettering (OH),
Palm Beach County (FL), Long Beach
(CA), and Salt Lake City (UT). These
have included analysis of staffing,
best operational practices,
technology utilization and facilities
assessments, and determinations of
consolidation feasibility.
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Consultant / Role Professional Background and Focus Summary of Relevant Experience
Greg Mathews
Senior Manager
Sr. Technical
Analyst
Greg Mathews is a Senior Manager with
the Matrix Consulting Group and has over
25 years of private sector and
government experience. He concluded his
public-sector career in 2005 as Deputy
Director of Auditing for the Los Angeles
City Controller’s Office and began his
formal career with the Pasadena Police
Department.
He holds a BA degree from UC Davis and
MPA from the University of Southern
California.
His focus in this engagement will be
process and procedure analysis, law
enforcement operational impacts, and
evaluation of the legal, legislative,
political factors.
Greg is a public safety and
organizational specialist who has
contributed to all of our recent
emergency communications studies.
He has recently completed public
safety engagements to include
Redding (CA), Adams County (CO),
and Birmingham (AL). He has
significant E911 dispatch experience
leading our studies in Kenilworth (IL),
Pepperell (MA), Kettering (OH),
Snohomish County (WA), Greene
County (MO), Portland (OR),
Anderson County (SC), Albany (NY),
Mountain Brook (AL), and Salt Lake
City (UT).
Aaron Baggarly
Senior Manager
Sr. Technical
Analyst
Aaron Baggarly is a Manager in our
Charlotte office with over 12 years of
space planning, facility master planning,
and community development experience.
An emphasis of Mr. Baggarly is his
analytical approach to problem solving
for public sector client, especially in the
development of facility master plans.
Aaron received his BS in Community and
Regional Planning from Appalachian
State University.
His focus for this project will be the
analysis of spatial needs and space
utilization for current and projected future
workloads and consolidated operating
models.
Aaron has a performed a wide array
of government facility planning and
operational studies including needs
assessments, operational
assessments, space planning and
pre-architectural spatial programing,
and facility master plans.
Aaron has provided space and
facilities plans for future operational
and facility needs which increase
staff efficiency, safety, and better
service to the public. Clients have
included Red River Regional Dispatch
(ND), Wake County (NC), Berkeley
County (SC), Durham (NC),
Mecklenburg County (NC), Richland
County (SC), Pasco County (FL),
Monroe County (FL), and the
University of South Carolina.
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Consultant / Role Professional Background and Focus Summary of Relevant Experience
Terry Lewis
Senior Manager
Technical Analyst
Terry Lewis is a Senior Manager with
Matrix Consulting Group. He has over 30
years of fire service and consulting
experience, including serving as Chief of
the Henderson (KY) Fire Department.
Terry brings a wealth of knowledge and
experience evaluating the staffing and
operational needs of fire and EMS
operations. He has experience in the
following areas: Administration, Fire
Prevention, Financial Management,
Operations, and Hazardous Materials.
His focus in this engagement as an
analyst will be the evaluation of
operational, policy, and staffing issues
pertaining to the consolidation of
fire/EMS dispatch.
Terry has worked on numerous
organizational, staffing, feasibility,
operational and performance reviews
of fire departments across the
country.
Recent fire and EMS studies include
in Bellingham (WA), Boston (MA),
Butte County (CA), Chelsea (MA),
Dinuba (CA), Davenport (IA),
Falmouth (MA), Lincoln (RI), Merced
County (CA), Raleigh (NC), West
Sacramento (CA) and Winter Garden
(FL). His 911 studies include
Anchorage (AK), Falmouth (MA) and
Lake Forest (IL).
Nick Heuertz
Senior Consultant
Project Analyst
Nick Heuertz is a Senior Consultant with
the Matrix Consulting Group and
previously served for six years as a Police
Officer with the Palatine (IL) Police
Department. During his time with the
Palatine Police Department, Nick served
as patrol officer, tactical unit officer,
investigator, school resource officer, and
community relations officer. Additionally,
he has experience in threat assessment,
officer resilience and wellness programs,
public information officer (PIO) strategies,
and non-profit partnerships.
Nick received his BA from Purdue
University and completed the Emergence
Program at the United States Naval
Postgraduate School.
Nick worked in a variety of capacities
within the Palatine (IL) Police
Department and developed several
programs to improve department
operations, including a crime
analysis program for the Department.
In 2022, Nick was awarded the Rising
Shield of Law Enforcement Award
from the Illinois Association of
Chiefs of Police for his work to
strengthen partnerships between the
Palatine Police Department and non-
profit organizations in the Chicago
area.
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Consultant / Role Professional Background and Focus Summary of Relevant Experience
Stuart Cronan
Senior Manager
Technical Analyst
Stuart Cronan is the founder and principal
of Galena Group, Inc. an information
technology and communications
consulting firm. He has 30 years of
experience in telecommunications and
information technology, with a specific
focus on Public Safety.
Stuart received his BA from California
State University, Northridge and holds a
General Commercial Federal
Communication Commission License.
He will be a technical analyst for this
study, evaluating radio technology and
workloads, hardware, consolidation
feasibility, and future technology
investment needs.
Stuart served as the lead for the
implementation of the Anchorage
(AK) NG9-1-1 System and CAD (Fire
and Law) and Records Management
Systems. He also developed a 5-year
Master Plan for Washoe County (NV)
which addressed multiple 911 center
operation and funding issues.
He also led their NG9-1-1 RFP
development, selection, system
design, and implementation. He has
contributed to numerous recent
studies including Pepperell (MA),
Parker County (TX), Tulsa (OK), and
Waukesha County (WI).
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3 Project Description
The following section outlines our understanding of the project scope, our philosophy and
approach for emergency communications studies, and our work plan for delivering this
scope.
Understanding
The Pearland Police Department Emergency Communication Center is a primary PSAP
serving the City of Pearland, answering an average of 3,500 911 calls a month. Staff
duties include call-taking for emergency and non-emergency calls, dispatching police
units and monitoring police radio, dispatching a volunteer fire department, NCIC
operations. and other administrative functions. The City lies within Brazoria County as
well as Fort Bend and Harris Counties, placing it within the jurisdiction of both the Gulf
Coast Regional 911 Communications District and the Greater Harris County 911
Emergency Network. The center’s 22 telecommunicators and leads work 12-hour shifts
and are led by a Manager and a Supervisor.
The Pearland Fire Department is currently served by the East Harris County
Communication Center (ECOMM) which is a secondary PSAP receiving transferred calls
from Pearland and other primary PSAPs.
The City is seeking a qualified consulting firm to assess the feasibility and make
recommendations regarding the consolidation of police and fire dispatch in the City,
which would mean ending the arrangement with ECOMM and providing fire/EMS dispatch
service directly to the Fire Department. This may result in better service levels and faster
response times, but it may also require significant effort and expense to accomplish. The
City requests the professional opinion of the selected firm on these matters.
Project Approach
In order to manage the unique project environment of every engagement, we take a clearly
defined, client-centered project approach to each study we conduct. Key elements of our
philosophy and approach to providing consulting services include the following:
• A principal of the firm is involved in every project, providing oversight and quality
control to all of our studies. As the leader of our public safety practice, the
President of the firm, Richard Brady, will act in this capacity.
• We are objective and data driven. We ensure that our analysis is based on a
comprehensive understanding of our client’s unique service level goals, workloads,
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risks, and operating environment. Our data collection and documentation process,
as well as our empirical, model-based approach to workload and staffing analysis
allows us to provide quantitative analysis to support our work.
• Our projects are approached with a
firm grounding in analysis. Our clients
receive detailed analysis of their
specific issues and their impact on
agency objectives. Issues are
identified and analyzed in depth to
ease the path to implementation.
• We utilize formal project management
techniques to ensure timely task
completion and thorough analysis of
issues. The project manager defines
and assigns work activities to specific
team members with timelines, and
designs and reviews all interim and final products before they are delivered to the
client. We also seek internal “ownership” of results at every step by conducting
extensive interviews, reviewing compiled data and interim deliverables, and
maintaining frequent, regular communication with our clients.
These pillars of our consulting approach guide our work and have resulted in hundreds of
successful studies and satisfied clients, including numerous emergency
communications and feasibility studies. We take pride in delivering our work on time, on
budget, and at a level of quality which exceeds expectations.
Work Plan
We propose to deliver this scope through a six-stage task plan based on the scope of
work outlined in the RFP, with each phase followed by a deliverable to the City. Details
about each stage are below, following by a proposed timeline.
Task 1 Project Initiation, Data Collection, and Current State Profile
In this first stage, our team will be focused on building a thorough understanding of the
emergency communications environment within the City and ECOMM. We will conduct
initial interviews, gather and review data, survey stakeholder perspectives, and develop a
current state profile which benchmarks conditions in the existing emergency
communications environment.
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• We will meet with the City’s steering team to establish a shared understanding of
the project’s purpose and objectives, review the scope and timeline of deliverables,
discuss the key areas of inquiry for the study, and establish ongoing
correspondence with our points of contact.
• We will meet with the leadership, supervisors, and support staff at the
communications center to discuss their operational practices, existing dispatch
arrangements, non-dispatch tasks performed, and specific needs and priorities
related to the potential for consolidation. We will also physically tour the existing
dispatch center and catalog its physical space, resilience and security measures,
and room for expansion.
• We will collect data extensively to develop our understanding. Prior to our kickoff
meeting, we will provide an initial data collection request. This will include reports
on calls for service, 911 and non-emergency calls, staffing levels and
organizational charts, budget data, an inventory of radio and digital technology
systems, training and quality assurance manuals, and relevant operational policies
and procedures.
• In this phase we will also conduct stakeholder interviews to establish key
perspectives on the priorities for emergency communications service. These may
include staff, police and fire department leadership, elected officials, members of
the public, and ECOMM leadership.
The responses and information gathered from our interviews and observations, as well
as the data and documentation collected, will be reviewed and compiled in the
development of a current state profile. This document will summarize our understanding
of emergency dispatch operations in the City and benchmark current conditions. It will
summarize the current organizational and oversight structure, workload and performance
levels, staffing and shift scheduling, budget and compensation levels, facilities,
technology systems, and training and QA practices. See an example of call-taking
performance analysis from a recent study below:
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It will also include a catalog of non-dispatch work performed by dispatchers. These may
include administrative duties, non-emergency public safety tasks, record-keeping, or other
peripheral responsibilities.
This document will also include projections of future population growth in Pearland and
demographic factors which may impact service level needs, based on the research
available from Harris and Brazoria Counties, State or Federal agencies, academic
institutions, or other entities.
Additionally, this document will include a summary of findings from stakeholder
interviews which summarize key perspectives on service delivery and consolidation.
These findings will include priorities for the future state of emergency communications
as well as sentiments toward consolidation specifically. They will frame the direction of
subsequent analyses.
TASK RESULT
We will develop a current state profile which benchmarks the current state of
emergency communications in the City. It will include staffing and scheduling,
dispatch and non-dispatch workload, budget and compensation, training and QA
policies, facilities, technology, population trends, and stakeholder input.
Task 2 Technology Feasibility Analysis
In this second task, we will analyze the City’s emergency communications technology
systems and identify technological integrations or interfaces required for consolidation.
This analysis will include the CAD/RMS and the mobile data terminals which run them,
911 call-taking software, paging and alerting systems, logging recorders, surveillance and
alarm technology, CJIS/TLETS access, GIS systems, and the radio system used by each
agency, including its intelligence core, transmitting network, PSAP consoles, and
mobile/portable units. It will include key areas of inquiry, such as:
• Are the systems used by the Police Department compatible with those of the Fire
Department? If not, what interfaces can be developed? What level of effort would
be required for data transfer in each scenario? What field hardware changes would
be needed?
• What degree of interoperability does the City have with its neighbors? Is the agency
technically positioned to operate in a NG9-1-1 environment? What hardware or
software investments are likely to be needed in the coming 5-10 years?
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• How would each system impact the City’s ability to meet performance targets for
911 call-taking and dispatch? Would certain incident types be more affected than
others?
• What would be the likely costs of technology consolidation? Would costs be
primarily one-time expenditures or ongoing subscriptions? What would be the
expected lifespan in each scenario? What contract length should be expected?
What costs would be incurred for implementation and training?
This analysis will evaluate systems’ compatibility for functionality in a consolidated
dispatch scenario, with an emphasis on ensuring that the technology in place is sufficient
to expedites public safety service delivery in a future-state NG911 environment. This
document will also include cost estimates for consolidating and integrating systems to
support a joint dispatch center. It will be provided to the City for review and comment
before proceeding to the next task.
TASK RESULT
We will develop a technology feasibility assessment which evaluates the
compatibility, service level implications, and cost impact of consolidating the City’s
Police and Fire emergency communications technologies.
Task 3 Workload and Staffing Analysis
In this third task, we will use the call volume and calls for service data collected during
the initial stages of the project to model the City’s emergency communications workload
in the current state and the hypothetical future consolidated scenario. This analysis will
include 5-year and 10-year projections of 911 and non-emergency calls, dispatched
events for police and fire/EMS, and radio saturation levels. From this data, we will
determine the staffing required to meet established service levels in the current state and
in a consolidated arrangement.
To model staffing, we will use tools such as the APCO Project RETAINS model and
ERLANG C performance-based call taking formulas, as well as considering the minimum
staffing requirements and operational nuances specific to the communications needs of
each agency.
• We will calculate net availability rates to determine staffing need and produce
hour-by-hour models showing the need for telecommunicator staffing in each
discipline. The following chart presents a recent example.
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• We will calculate total staffing requirements based on the net availability rate and
vacancy rate, as well as the staffing requirements associated with projected future
workload levels.
• We will produce a recommended shift schedule to efficiently meet staffing
requirements and minimize the incidence of unnecessary overtime. The table
below provides a recent example.
The result of this task will be a workload and staffing analysis document which describes
the number of front-line and supervisory communications staff required to accommodate
projected workload in the current and consolidated configurations over the coming
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decade, as well as staffing and shift scheduling plans which may be adopted to ensure
the targeted levels of service. We will provide this document to the City’s team for review.
TASK RESULT
We will produce a comprehensive workload and staffing plan including anticipated
call volumes and radio saturation levels, proposed staffing levels and occupancy
rates, total staffing requirements over the coming decade, and a functional shift
schedule to meet these requirements.
Task 4 Facilities Feasibility Analysis
In this fourth task, we will evaluate the facility needs associated with a consolidated
dispatch arrangement, as well as the capital improvement needs required to support it.
We will evaluate the adequacy of current facilities that could potentially be used for the
dispatch center. This will include assessing whether the existing facility can be modified
or expanded to meet the operational needs of a consolidated center. We will also identify
any enhancements or upgrades which are necessary to accommodate the dispatch
center's staffing requirements and functions. This analysis will be based on the workload
and staffing analysis from the previous task, which will inform the spatial needs of the
center over the coming decade.
We will also provide estimates of the facility construction or renovation costs associated
with a new or expanded center, as well as the costs of outfitting the space with furniture
and essential resources for operations.
This task will provide the City with an understanding of the up-front needs associated
with the transition and the most cost-intensive portions of moving to a centralized model.
It will be one of the key cost comparison components of the final analysis.
TASK RESULT
We will complete an analysis of the facilities needs and capital investments required
to support the operations of a proposed consolidated center.
Task 5 Consolidation and Organizational Recommendation
In this fifth task, we will evaluate the feasibility of dispatch consolidation, comparing the
costs and benefits to the current state. We will evaluate feasibility based on a set of
criteria which include the workload and call volume, staffing levels, technological
integration, policies and procedures, training and professional development, and the
estimated cost impact of each scenario. We will also recommend a selected alternative
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and provide recommendations for organizational structure and personnel management
in a new arrangement.
The feasibility of each emergency communications scenario will be evaluated in light of
their “net public safety benefit” which is defined by the twin framing elements of public
safety: service levels and cost. We define these framing elements:
1. Service Levels: Service levels for emergency communications can be defined as
a) the elimination of delays and call transfers, b) access to a sufficient number of
appropriate responding units, c) situational awareness afforded to first
responders, and d) the capabilities and skill of dispatchers based on their training,
experience, and longevity. Each of these factors will be evaluated and discussed.
2. Costs: Communities deserve to receive the most cost-effective service possible,
which requires assessment of the financial impact of each option. Cost estimates
will be provided for each scenario to include capital and operational costs, both
initial and ongoing costs.
The result of this task will be a summary document analyzing the feasibility and the cost
implications of each of the potential future state scenarios. A narrative analysis of each
scenario and a comparison summary table will be developed according to the framing
elements detailed above. Based on this analysis, we will make a recommendation of the
best option for the City. The chart below illustrates a similar cost analysis from a prior
study.
Along with this recommendation, we will also provide a recommended organizational
structure showing changes for the consolidated PSAP, if any. These will include
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management, supervisory staff, administration, support staff for training and quality
assurance, technical support staff, clerical personnel, and facility support resources.
These will be accompanied by recommended steps for addressing the integration of two
formerly-separate organizations: pay scale disparities, employee benefits packages,
seniority issues, job titles and job descriptions, retirement packages, union contracts, and
the employment or re-hire of existing employees.
This document will serve as the summation of the analysis preceding it, providing the City
with a recommended structure, analytical reasoning, and steps for achieving it. This
document will be provided to the City before proceeding to finalization.
TASK RESULT
We will provide an analysis of the costs and benefits to consolidation, a
recommended future state structure, and steps for addressing the process of
consolidation between two separate entities.
Task 6 Draft and Final Report
In this final task, we will develop a final report for the City. This document will formalize
the study’s analysis and findings, and it will serve as a roadmap for implementing its
recommendations. This deliverable will summarize the steps taken in each of the prior
tasks, expand on their analysis, and recap their recommendations. It will include the
following components:
1. An executive summary which outlines the purpose and methodology of this
engagement, describes the key findings, and lists the project team’s structural and
operational recommendations.
2. A detailed narrative of the analysis and recommendations in each of the study’s
topic areas, including technology, workload, staffing, facility needs, organizational
strategy, and change management.
3. A description of the analysis and findings pertaining to consolidation feasibility,
including the benefits and drawbacks of the consolidated scenarios in terms of
service levels and costs of service.
4. A framework of strategic priorities and action steps, including the timing and the
assignment of responsibility, for the City to implement the recommendations of
the study.
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The report will describe the work done by the project team in detail while synthesizing the
most important points into answers and action steps for the City to achieve its desired
objectives. This draft report and strategic plan will be provided to the steering team for
review. We will make edits and revisions as necessary before finalizing the draft for
distribution.
TASK RESULT
A draft and final copy of the report which summarizes the study’s findings,
synthesizes the project team’s analysis, and provides an actionable timeline of
recommendations.
Timeline
We propose to complete this task plan in a four-month project schedule, as illustrated in
the table below.
Task Month 1 Month 2 Month 3 Month 4
1 Initiation, Data Collection, and Profile
2 Technology Feasibility Evaluation
3 Workload & Staffing Analysis
4 Facilities Feasibility Evaluation
5 Recommendation and Organizational Plan
6 Final Report
We will work with the City’s project team to determine calendar dates for all tasks. This
schedule will be reviewed bi-weekly to ensure adherence to timelines.
NON-COLLUSION STATEMENT