HomeMy WebLinkAbout2009/01/07 - Agenda Packet - Special.~
AGENDA
CITY COUNCIL, FIRE PROTECTION DISTRICT
AND REDEVELOPMENT AGENCY
SPECIAL MEETING
Wednesday, January 7, 2009 ~ 2:00 p.m.
City Hall ~ City Council Chambers
10500 Civic Center Drive ~ Rancho Cucamonga, CA 91730
A. CALL TO ORDER
1. Pledge of Allegiance
2. Roll Call: MayorlPresidentlChairman Kurth
Mayor Pro Tem/Vice PresidentNice Chairman Michael
CounciUBoard/Agencymembers Gutierrez, Spagnolo and Williams
B. COMMUNICATIONS FROM THE PUBLIC
This is the time and place for the general public to address the City Council, Fire Protection District and Redevelopment Agency on any item
listed on the agenda. State law prohibits the Council, Fire Board and Agency from addressing any issue not previously included on the
Agenda. The Council, Fire Board and Agency may receive testimony and set the matter for a subsequent meeting.
Comments are to be limited to five minutes per individual or less, as deemed necessary by the Chair, depending upon the number of
Individuals desiring to speak. All communications are to be addressed directly to the Council, Flre Board and Agency, not to the members of
the audience. This is a professional business meeting and courtesy and decorum are expected. Please refrain from any debate between
audience and speaker, making loud noises, or engaging in any activity which might be disruptive to the decorum of the meeting.
The public communications period will not exceed one hour prior to the commencement of the business portion of the agenda. During this
one hour period, all those who wish to speak on a topic contained in the business portion of the agenda will be given priority, and no further
speaker cards for these business items (with the exception of public hearing items) will be accepted once the business portion of the agenda
commences. Any other public communications which have not concluded during this one hour period may resume after the regular business
portion of the agenda has been completed.
C. ITEM OF DISCUSSION
CONSIDERATION OF RECOMMENDATIONS RELATED TO COMMUNICATIONSlDISPATCH
AND EMERGENCY MEDICAL DISPATCH SERVICES
D. ADJOURNMENT
I, Debra L. McKay, Records ManagerlAssistantGty Clerk, of the City of Rancho Cucamonga,
hereby certify that a true, accurate copy of the foregoing agenda was posted on December
31, 2008, per Government Code 54954.2 at 10500 Civic Center Drive, Rancho Cucamonga,
California.
STAFF REPORT
CITY M.~NAGER~S OFFICE
Date
To:
From:
January 7, 2009
Honorable Mayor and Members of the City Council
RANCHO
CUCAMONGA
Honorable Chairperson and Members of the Fire District Board of Directors
Jack Lam, AICP, City Manager /Executive Director
Pam Easter, Assistant City Manager (~ F
John R. Gillison, Deputy City Manager /Administrative Servi
Subject: Approval to Begin Contract Negotiations and Implementation Planning with
Consolidated Fire Agencies of the East Valley (ConFire) to provide General Dispatch /
Communication Services and Emergency Medical Dispatch (EMD) to the Rancho
Cucamonga Fire Protection District (RCFD) and City of Rancho Cucamonga.
RECOMMENDATION
It is recommended that the Board of Directors/City Council:
Authorize staff to begin contract negotiations and implementation planning with
Consolidated Fire Agencies of the East Valley to provide General Dispatch/Communication
Services and Emergency Medical Dispatch (EMD) to the Rancho Cucamonga Fire District
and City of Rancho Cucamonga. If approved, a final contract for service will be brought
back for formal approval as part of the FY 09-10 Budget.
2. Authorize staff to execute a professional services agreement with Pendleton Partners for
EMD/Dispatch Implementation and EMD/Dispatch Evaluation, in an amount not to exceed
$370,000. As a one-time expense, the costs will come out of Fire RDA reserves and be
spread between FY 2008-09 and FY 2009-10.
Appoint a 2-person Board Ad Hoc Committee to work with the City/Fire/Association
Transition and Implementation Team.
APPRGVAL'I'O BEGIN CON'IRAC'I' NEGO'fiA'PIGNS .\ND I<v1PLF~fEN'f~A'I'IGN PLANNING WITH PAGE 2
CONSOLIDATED FIRE AG ENCIE'S OP "rliE' EAST VAIJ.L,Y (CONFIRE~ TO PROVIDE GENERAL,
DISPATCH ~ COMMUNIC.\TION SERVICES AND EMERGENCY MEDICAL DISP.\TCH (EMD) TO TIME
RANCI'IO CUCAMONGA FIRIS PRO'I'ECPION DISTRICT (RCFD) AND CITY OF RANCHO CUC~UIONGA.
TANUARY 7. 2009
BACKGROUND
Current Services
At the present time, the Rancho Cucamonga Fire Protection District and the City of Rancho
Cucamonga receive emergency communication/dispatch services, and related ancillary support
services, from the City of Ontario, through the Ontario Communications (OTC) Center, managed by
the Ontario Police Department. The District originally received the services from the City of Ontario,
through the oversight of Ontario Fire Department, since the days of the Foothill Fire Protection
District; however, following an internal re-organization in 1988-89, the Ontario Police Department
took over management of both fire and police dispatch and has managed the current services since
that time. OTC also provides dispatch services to Chino Valley Fire District and the cities of
Montclair, Upland and Ontario. At the present time, the total annual cost for services provided to
Rancho Cucamonga is $541,915, which includes $466,747 for dispatch services and $75,168 for
maintenance of mobile data computers, printers, and station alerting and related items.
Council Direction
In December 2007, following a review and discussion of the status of Emergency Medical Dispatch,
a long standing goal of the Fire District Board of Directors and component of the 1987, 2000 and
2005 Fire Strategic Plans, Council unanimously directed Staff to issue a Request for Proposal
(RFP) to solicit providers that would supply both emergency communications and emergency
medical dispatch services to the Rancho Cucamonga Fire District. The Council/Board desired to
move forward EMD implementation to improve patient outcomes, operational efficiency and
resource availability and thereby ensure the best level of emergency medical service possible for
the community. After having discussed EMD in some detail, the Board reached the conclusion that
because EMD and emergency communication/dispatch services are so intertwined, it would not be
possible to release an RFP for EMD that did not also take into account and include overall
emergency communication/dispatch services.
The Process
Accordingly, in February 2008, the City issued an initial RFP to retain an outside consultant with
specialized expertise in both general and emergency communications, as well as the
implementation of emergency medical dispatch services. As a result of that RFP, the City retained
Pendleton Partners to assist them with the solicitation and selection of a provider that would supply
these services. Through the efforts of City Staff and Pendleton Partners, an RFP was developed
and released in March 2008. Advertisements and information regarding the RFP were placed on
the Internet, in typical publications and in Fire related periodicals. The RFP was also specifically
directed to the attention of eight (8) public and/or private entities that currently provided public
safety dispatch services to other agencies in the Southern California area. In April 2008, proposals
were received from Ontario Police Dispatch (OPD) the current District dispatch services provider;
ConFire, a joint powers authority that provides emergency dispatch services to various agencies in
the eastern valley and high desert portion of San Bernardino County; the City of San Bernardino
and the Rancho Cucamonga Fire District.
APPROY:\L'CO BEGIN CON"Ili:\C"1' NI3C0TIA'1'IONS :\ND IbIPL13bfENT.\TION PL:\NNING \C'I'1'Fl PAG13 3
CONSOLIDd"I'ED FIRM AGI3NCII',S OI~ "1'hIL EAST V:\LLEY (CONFIRE) TO PRO\'IllH GENI:R:\I.
DISP:\'I'CII ~ CO\IhfUNICA"PION SI:',R\'ICGS FWD EMERGENCY MEDICAL. DISP:\TCH (EMD)'I'O'I'IiE
RANCHO Cuc:\~10NGA Fllili, PItO'1'I~:C'1'ION DIS"1721C'1' (RCFD) AND Ci'll' OF lU\NCHO CUCAi`•IONGA.
JANUARY 7, 2009
Following a review of the initial proposals received, City Staff and Pendleton Partners identified two
candidates whose experience, cost implications and qualifications with emergency dispatch
appeared to be significantly greater than the others. These two entities were Ontario Police
Dispatch and ConFire. In June 2008, a working group consisting of City and District Staff and
Pendleton Partners began asecond-phase of intensive evaluation of both OPD and ConFire
services. This "due diligence' evaluation was concluded in September 2008 and both entities were
determined to be fully qualified and experienced, interested and technically capable of providing the
desired services. Accordingly, in October 2008 a final detailed Scope of Service (SOS) was issued
to both finalists to clarify the City/District desired services, necessary requirements and to solicit
final cost proposals.
Responses to the Scope of Services were received from both OPD and ConFire in November 2008.
In order to ensure clarity and precision regarding an integral service for the Fire Protection District,
final meetings were held with both entities to clarify their responses and provide an opportunity for
all parties to ask any final questions. Following these meetings, in December 2008, Pendleton
Partners and the City/District project team reviewed and discussed all of the contents of both
proposals and the evaluation data compiled during the due diligence review, prior to making final
recommendations.
A more detailed timeline is also included as an attachment to this report.
Kev Provider Selection Criteria
In the original RFP issued in February 2008, the City stated a number of requirements that define
the typical modern, experienced and well-equipped emergency communications service. The initial
intention of these requirements was to determine the most qualified provider and begin negotiations
with that entity. Following that initial review, however, it was clear that both OPD and ConFire were
comparable in terms of their core technical capabilities. Both agencies are professional, well-run
emergency communication/dispatch agencies that have substantial experience providing
communications services to fire and EMS agencies in San Bernardino County. Following the latter
more intensive due diligence review, however, it became clear that there are distinct differences
between the two agencies related to their perceived mission, organizational structure, vision for the
future, and cost structure. While either OPD or ConFire could technically and technologically
supply the desired and requested services, there are three significant factors that influenced the
final recommendation in this report:
• The projected timeline for implementing the proposed services
• The Fire District's ability to influence and participate in the governance of the selected
communications center
• Cost effectiveness including the projected cost of services and associated costs, and the
means of calculating future costs
APPROVAL'1'O BEGIN CON'1'RAG"1' NEGO"I'IATIONS AND I11PI,EIIEN'1'A'I'ION PLANNING VVl"I'FI P.\GE 4
CONSOLIDATED FBIi AGENCIES OIL "I'IiL' EAST VALLEY (CONFIRE) TO PROVIDE GIF.N P.RAI.
DISPd"CC I'I ~ C0~1~IUNICa\TION $I;K\'ICI?.S AND EMERGENCY MEDICAL DISPd"1'C; 1'I (FD'ID) TO "I'li L'
RANCI'10 CUC.ADIONG.\ FIRE PRO"PEC"PION DISTRICT (RCFD) AND CI11' OI~ RANC;1.10 CUCA1fONGA.
JANUARY 7, 2009
SUMMARY OF PROPOSALS
The following paragraphs are a summary of the key points of each of the two final proposals. A
more detailed review and analysis of each proposal is included as an attachment to this report.
Ontario Police Dispatch
In summary, OPD has offered to continue to supply the District with the same level of current
communications service and in addition implement EMD as an overlay on those services. According
to the information provided, OPD estimates to implement EMD in the manner desired by the
City/District, would require a minimum of eighteen (18) months preparation prior to beginning the
service. Implementation would not begin until a new contract was negotiated. As a result, it is likely
the City/District would not be able to begin using EMD until sometime in 2011, and would not truly
begin to be able to see and utilize the full benefits possible through EMD until sometime in 2012
after a full year of experience in the new system.
Ontario Police Dispatch is a component entity of the City of Ontario. OPD currently, and has for
many years, provided contract dispatch and emergency communication services (and ancillary
services) to a variety of agencies in the western portion of San Bernardino County, including at the
present time the Rancho Cucamonga Fire District, Upland Fire Department, Montclair Fire
Department, Chino Valley Fire Protection District and of course the City of Ontario Police and Fire
Departments. In describing the services that they are willing to provide, Ontario officials clearly
excluded the possibility of implementing a new form of governance that would provide Rancho
Cucamonga or any of the other contract agencies more influence over the services they receive, as
would occur in a typical joint powers agency type arrangement. As a result, the governance
structure presently in place, advisory-only bodies composed of members of all the contract
agencies that make recommendations and requests of OPD but have no ability to summarily
implement desired changes, would remain.
It was also indicated that none of the agencies currently provided contract emergency
communication services by OPD had demonstrated an interest in moving their current
communication services to the enhanced level of EMD service at the present time. Therefore in
order to accommodate the immediate implementation desired by Rancho Cucamonga, the entire
cost of implementation and operation of the system, and all associated liability, would have to be
borne by the City of Rancho Cucamonga. Ontario's estimated cost for the implementation of EMD
would be approximately $2.6 million initially; operation of the system would begin at $1.6 million per
year, and include an uncapped escalator clause.
ConFire
The offer from ConFire is significantly different in regards to the same criteria noted above. ConFire
has already begun the implementation of EMD, in a form approved by the regulatory agency the
Inland County Emergency Medical Association and as desired by Rancho Cucamonga, for their
member agencies and is prepared to implement those same services for the District in six to nine
months (initial switchover and transition time). This would permit Rancho Cucamonga to begin
APPROVAI.'1'O B(.GIN CON'I'RAC'I' NEGO"I'IATIONS ~\ND IMPLEb4EN'I'A'1'ION PLANNING WITH PAGE 5
CONSOLIDATHD FIRE AGENCIES OP THE EAS"1' VALLEY ~CONFIRE~ TO PROVIDE GL3NERAL
DISPATCH ~ COMMUNICATION SERVICES AND EMERGENCY MEDICAL DISPA'rcH (El\~ff~) "PO "fHE
RANCI{O CUCAMONGA FIl2E PRO'PECTION DISTRICT (RCFD) ANll CI"lY OF RANCHO CUCAMONGA.
JANUARY 7, 2009
using EMD by late 2009, and thus begin to be able to see and utilize the full benefits possible
through EMD sometime in 2010 after a full year of experience in the new system. This is
approximately two years sooner than would be possible through OPD.
In addition, ConFire is presently organized as an existing joint powers authority (JPA) consisting of
the primary agencies of Rialto Fire, Colton Fire, Loma Linda Fire, Redlands Fire and the County of
San Bernardino Fire Department. There are additional non-JPA contract service agencies that are
also part of ConFire. The mission of ConFire is focused on the needs of the agencies they serve
and they have a democratic form of governance wherein all 5 primary JPA agencies have
representatives who sit on a Board of Directors for the JPA and govern accordingly. ConFire has
indicated that they need to amend the JPA to implement a process that would allow new agencies
such as Rancho Cucamonga to become JPA member agencies, however, they have agreed to
initiate this process if Rancho Cucamonga so desires. Accordingly, if Rancho Cucamonga
becomes a member of the JPA, it will have the same ability to influence the budget, operational
procedures and other JPA business as any other member agency. Thus, the City would initially join
ConFire as a contract agency the first year while concurrently working with ConFire on the process
to become a JPA member agency in following years.
Related to the governance of the JPA, the cost of ConFire services is distributed among member
and contract agencies in a similar manner. As noted previously, ConFire is already implementing
EMD and the cost of EMD is integrated into the overall cost of ConFire services. ConFire's service
costs are allocated proportionally over all of the ConFire members and contract agencies, and as it
is currently composed of members and contract agencies, ConFire's estimated cost for services to
the District is $500,000 per annum.
ANALYSIS OF PROPOSALS BYCONFIREAND ONTARIO
Given the differences between the proposals from Ontario and ConFire as it relates to EMD
implementation, governance and cost, one might assume that with EMD as a desired goal, the
decision is somewhat simple. It is not. The decision to take action is relatively simple; however, the
actual transition is far more complex. Moving from one communications center to another is not
without challenges, but as with much of what the Fire District does, the challenges can be managed
and overcome through planning and preparation.
At an operational level, the ConFire operational protocols are different from the OPD operational
protocols with which Rancho Cucamonga Fire District personnel are now familiar. A substantial
effort will be required to familiarize RCFD personnel with these new procedures and to educate
ConFire personnel about the methods and means by which the Rancho Cucamonga Fire District
does business. Key to this process will be the ongoing active participation and cooperation
between management and labor through the implementation and evaluation phase of this project.
Both groups will need to work together to ensure that implementation results in maximum positive
outcomes.
At a management level, RCFD managers will also face a familiarization process with the ConFire
services and will have to review those services and determine the best ways to integrate the new
services into the District's overall service delivery process. A variety of technical issues will need to
be addressed, including 911 call routing, station alerting and radio system, paging and software for
APPRO\':\L "I'O BEGIN CON"I'R/\C"I' NIiGO'I'1:\'I'IONS :\NU tA1P1.1i.61HN"1':\'I'ION PL:\NNING WI'1'1-1 PAGE 6
CONS01.1DA'1'ED FIRl3 AGI3NCIES 01~'I'h113 Er\S'1' V:\LI,EY (CONFIRE) "1'O PRO\'IDB GENEIL\L
DISPATC.I'1 ~ C061hIUNIC.!\"1'IC)N SERVICriS ANU $~1IIRG ENCY IVIIi.D1Cl\l. DISP:\"1'C,n (EIVID)'1'O THE
R:\NCIIO Cu(a\b10NGA FIRE PRO'I'Ii.C"1'I0N DIS"1'121C'I' (RCFD) :\ND CI"I'Y OI~ R\NCHO CUCA\fONGd.
J:\NUARY 7, 2009
mobile data computers, among others. As these technical and implementation issues are
addressed, the District may incur additional costs, potentially as much as an additional $250,000 in
one-time capital costs. Further, if additional services are determined to be necessary through the
implementation discussion, this component could increase ongoing operating costs by $150,000.
Even if all of the abovementioned additional costs are required, the total one-time implementation
cost, and ongoing operating costs, will still be substantially less than with OPD. Another potential
challenge will be a possible change in existing relationships with the West End Fire agencies. All
five agencies currently work together on several matters of mutual interest including automatic and
mutual aid agreements, shared resources (Hazardous Materials response apparatus), training and
operational procedures, joint responses on freeway as well as Strike Team deployments during
heavy fire activity in California. It will be important for the Fire District to balance the potential new
relationships with East Valley fire agencies created through shared dispatch, with the need to
maintain positive working relationships with existing West End agencies. Through careful planning
and a team approach between City management, Fire District administration, Fire labor and outside
consultants, the abovementioned costs and challenges can be managed and minimized and
through the transition emphasize the primary goal of ensuring a seamless transition and
uninterrupted service for the Fire District and the citizens of Rancho Cucamonga.
Further, the process does not end with the initial implementation. The original intent of the Board
was not only to satisfy along-standing goal of the 1987, 2000 and 2005 Fire Strategic Plans, but
also to establish a sound data-driven foundation for more informed discussions about efficient
system design and service delivery. The data generated by ConFire and by the advanced level of
EMD they offer, can provide an important source of information for future discussions about system
design and optimal resource utilization to improve service efficiency and patient outcomes. In order
to ensure these discussions are medically and legally valid, reliable and defensive requires certain
pre-conditions, however. The City and the District must exercise proper oversight to ensure that the
emergency communications and EMD system is stable and that it achieves consistent, high-quality
outcomes. Together, both entities must institute appropriate policies and procedures to ensure that
the communications data is matched to the data being collected in the field under the new EMD
system.
In summary, the decision to move to ConFire, if the Board so desires, is a way point for improved
services rather than an end point. Implementing a more advanced level of communications and
EMD services is a noble and useful goal in and of itself. But the Council has rightly focused on the
future delivery of service as well. In these days of tough economic news, citizens at all levels of
government are demanding the highest levels of fiscal responsibility from the agencies charged with
delivering services. Emergency communications, properly administered and delivered, is a
beginning point for the production and collection of data that will help all stakeholders to better
understand the services that the RCFD delivers and how and why those services are and can be
structured in a particular manner that both maximizes efficiency and effectiveness. It cannot be
overemphasized that based on well proven national experience with EMD implementation, prior to
discussing system design issues, it is imperative that EMD service is stable and that the agency
has sufficient data on all of the complaint types. Only when that data is available can the safety and
efficacy of various design proposals be fairly evaluated and resource deployment and response
thresholds established that allow for continuous monitoring of the effectiveness of those thresholds
against actual outcomes thereby ensuring the best level of emergency medical service possible for
the community.
APPROVr\L TO BrcIN CON'1'IL\C'1' NIdGO'1'I:\'1'IONS r\ND IR1I8,I,b113N'I'r\'I'ION PI,:\NNING IXrI'I'Ii Pr\Gr 7
CONSOLID:\TLD Fair Ac1NClrs 01~ Tlil~ EAST' VALLrY (CONFIRL') "I'O PRO\'IUI GIi;NrRr\I.
DISPATCH ~ C061b1UNIC:\'I'ION SrRVICfiS AND EMHItCirNCY MI.UIC/\l, DISP!\'1'CI"I (EIvID)'1'O "r1iE
RANCHO CUCAb1ONGA FIRIi. PRO'fEC'I'ION DIS'I'ItIC'I' (RCFD) ANU CITY OI~ R\NCIiO CUCARIONG:\.
]:\NUARY 7, 2009
Having reviewed the needs of the Rancho Cucamonga Fire District and the City, having reviewed
the proposals submitted by both finalists, having spent considerable time reviewing the capabilities
of the candidates, and in extended consultation with members of the City's management staff,
purchasing staff, Fire District, City Council and the Fire Association, it is the professional opinion of
Pendleton Partners that the City should now enter into contract negotiations and implementation
planning activities with ConFire. City Staff concurs with this recommendation.
In conclusion it is important to emphasize that the recommendation of ConFire over OPD is not a
rejection of OPD. By all reports, and from the studies undertaken by the City and Pendleton
Partners, there are no significant flaws in the OPD services provided to the District to date. Rather,
the recommendation to select ConFire as the future provider rests simply on the greater benefits to
the City and the District embodied in the ConFire offer. As a Fire and EMS-only dispatch center,
they are more focused on the needs of fire and EMS agencies and have chosen to implement a
more advanced version of EMD than Ontario. As a JPA, they are also organized in such a manner
as to naturally provide more opportunities and ability for the City and District to have a significant
voice in communications services. Because Confire is already engaged in the implementation of
[ICEMA approved] EMD for their own members, even prior to the City's initial RFP, ConFire can
implement the requested services quicker and with lower implementation and ongoing costs than
OPD would require.
Further, Staff recommends that should the Board of Directors/City Council authorize contract
negotiations and implementation planning with ConFire for EMD and General
Dispatch/Communication Services for the Rancho Cucamonga Fire District and City of Rancho
Cucamonga, a professional services agreement with Pendleton Partners be executed to provide
ongoing services to assist with EMD/Dispatch Implementation and EMD Dispatch Evaluation. The
latter two phases will take place during all of calendar year 2009 and approximately six to nine
months of calendar year 2010. The estimated total cost for consulting services during both phases
is a not to exceed amount of $370,000 inclusive of all reimbursable expenses. The extensive
familiarity Pendleton Partners has with the existing needs, personnel, services and demands of the
City and Fire District and their expertise in implementing dispatch services as well as knowledge of
EMD, will be vital to a successful implementation. Accordingly, staff has obtained a cost for these
one-time services, to be spread between FY 2008-09 and FY 2009-10, from fire reserves, if
approved by the Board of Directors/City Council.
As a final item, one option contained in the original RFP was the possibility of additional dispatch
services from the selected provider for other City departments, including Animal Services. ConFire
has indicated an openness to this concept. Although not an item or cost contained within this
report, Staff will review and develop this additional potential with ConFire during contract
negotiations and if appropriate, will bring this matter back to the City Council in a separate report for
further consideration.
APPRO\'AL TO BEGIN CON'PRACT Iv EGO"1'IATIONS AND IMPLEMEN'1'A'1'ION PLANNING WITH PAGE 8
CONSOLIDA'1'E.D FIR[. AGENCIES OF "I'IiE EAST V.\LLEY ~CONFIRE~ TO PROVIDE GENEIL\L
DISPATCH ~ COMMUNIC.\'PION 8L'RVICI?;S AND EMERGENCY MEDICAL DISPATCI~I ~NID~ TO TI~IE
R.1NCI IO CUCAMONGA FIRE PROTECTION DISTRICT' (RCFD) ANll CI'17 OF RANCHO CUCAMONGA.
J.\NU.\RY 7, 2009
RECOMMENDATION
tt is reoomrrterxled that the Board ofDirectors/City Coundl:
Authorize staff to begin contract negotiations and implementation planning with
Consolidated Fire Agencies of the East Valley to provide General Dispatch/Communication
Services and Emergency Medical Dispatch (EMD) to the Rancho Cucamonga Fire District
and City of Rancho Cucamonga. If approved, a final contract for service will be brought
back for formal approval as part of the FY 09-10 Budget.
2. Authorize staff to execute a professional services agreement with Pendleton Partners for
EMD/Dispatch Implementation and EMD/Dispatch Evaluation, in an amount not to exceed
$370,000. As a one-time expense, the costs will come out of fire reserves and be spread
between FY 2008-09 and FY 2009-10.
3. Appoint a 2-person Board Ad Hoc Committee to work with the City/Fire/Association
Implementation Team.
Attachments:
1. Project Timeline
2. Additional Project Activities during Project Timeline
3. Detailed Review of Ontario and ConFire Proposals
4. Detailed Analysis of Ontario and ConFire Proposals
APPROVAL TO BEGIN CONTRACT NEGOTI:\1'IONS AND IMP1.Eb413N'1'e\1'ION PAGE 9
PLANNING WITH CONSOLIDATED FIRE AGENCIES OF ThIE EAST \'ALLE1' (CONFIRE)
TO PROVIDE GENERAL DISPATCH/CODI\iUNICd'1'ION SERVICES dND EMERGENCY
MEDICAL DISI?ATCH (Hb4D) 1'O 1'I-IE 1tANCl-IO CUCAMONG:\ FIRE PI20"TEC"LION
DISTRICT (ACED) AND CITY OF RANCHO CUCA!\IONGA.
lanuan° 7, 2009
EMD/Dispatch ProiectTimeline
December, 2007
• Direction by Board/Council to seek supplier of EMD and emergency
communications services
February, 2008
• City issued RFP to engage independent expert consultant on EMD and
emergency communication services
• City contracted with Pendleton Partners to assist City with the
development of a competitive solicitation and selection process for EMD
and emergency communication services.
• Steve Pendleton and Geoff Cady of Pendleton Partners began meeting
with the City's project team to assess the services that were required and
to develop a formal Request for Proposal document
March, 2008
• City issued Request for Proposal for emergency communications and
EMD services
• Pre-proposal conference attended by multiple agencies
May, 2008
• City received four formal proposals
• Proposers included the Rancho Cucamonga Fire District, the City of
Ontario, ConFire (a joint powers agency serving multiple agencies in the
east valley and the high desert portions of San Bernardino County), and
the City of San Bernardino
All proposals were reviewed by the consultants and determined to meet
minimum requirements
.APPROVAL TO BL'GIN CON'CI2AC'I' NEGOTIATIONS AND I\iPLEb-IENTATION PdGE 10
PLANNING \A'ITH CONSOLID:\1'ED FIRE e\GF_NCIES OF THE EAST l'ALLEP (CONFIRE)
'1"O PRO~'IDF_ GF_NF_RAL DISP.A1'CH/COOT\fUNICA"PION SERVICES AND EbIERGENCI"
MEDICAL DISI'ATCI-I (EMD) TO TI-IE 12ANCIiO CUCADIONGA FI12L' PROTECTION
DISTRICT (RCPD) AND CIT]' OF RANCFIO CUCA~IONGA.
]anuan'7, 2009
• Project team determined that two of the four proposals (Ontario and
ConFire) had a substantially higher potential for meeting or exceeding the
requirements of the City/District than the other two.
• Decision made to undertake in-depth evaluation of the two highest rated
proposals. Purpose of due diligence evaluation was to investigate the
technical capabilities of each of the finalists. Due to accelerated schedule
for the RFP, the consulting team did not have adequate time to completely
identify and evaluate all of the Rancho Cucamonga Fire District's
communications needs. Therefore, in order to ensure that all of the
necessary services were requested, and the cost proposals were accurate
in the longer term, a second phase evaluation was undertaken. By
conducting on-site evaluations it would be possible to better judge the
proposers' capabilities and cost of services.
In order to utilize the findings of our on-site assessments we planned to
develop and deliver to each of the finalists a Scope of Service (SOS)
document. This document would refine the requirements published in the
original RFPs to more closely meet the Rancho Cucamonga Fire District's
needs and the proposers' capabilities. The SOS would also allow the
proposers to revise their financial proposals after they had had significant
contact with the consulting team, and ideally better understood the needs
and goals of the District.
October, 2008
• Scope of Service was issued to each of the two final agencies - OPD and
ConFire
November, 2008
• Final SOS proposals were received from both Ontario and ConFire
APPROVAL TO BEGIN CON"1'RAC'1' NEGO'1'LA'1'IONS AND IbII'LEbfL'N'1'A'1'ION PAGE ] 7
PLANNING WITH CONSOLIDA"I'ED FIRE AGENCIES OF TI-IF. F.AS"C VALLEY (CONFIRE)
TO PROVIDE GENERAL DISPIITCI-I/COMMUNICATION SERVICES AND EMERGENCY
b~DICAL DISPATCH (EMD) TO THE RANCHO CUCAMONGA FIRE PROTECTION
DIS'1'RICI' (RCFD) AND CITY OF RANCHO CUCA\fONGe\.
~aaaary 7,2009
December, 2008
A final comprehensive interview was held with both Ontario and ConFire
to clarify responses in the SOS and ask specific questions.
o Project team met with Rick Britt, Executive Director, and Tom
Hendrix, Colton Fire Chief and Chairman of the ConFire
Administrative Board.
o Project team met with representatives from the City of Ontario,
including Greg Devereaux, City Manager; Chris Hughes, Fire Chief;
AI Bolling, Deputy City Manager; and Daryl Polk, Supervisor for
Fire/EMS communications.
• Consultant reviewed complete record of each of the two finalists and their
proposals. Based on this review the consultant made a recommendation
to the project team that the City proceed with contract negotiations with
ConFire
• Project team conducted own internal review and concurred with consultant
recommendation.
APPROVAL TO BEGIN CONTRACT NEGOTIATIONS AND IIIPLEi\'iENTATION PAGE 12
PLANNING WITH CONSOLIDATED FIRE AGENCIES OF 1'HE EAST VALLEY (CONFIRE)
'1'O PROVIDE GENERAL DISPATCI-I/COMb~fi7NICATION SERVICES AND ED4ERGENCY
MEDICAL DISPATCH (EMD) TO THE RANCHO CUCAMONGA FIRE PROTECl'ION
DISTRICT (RCFD) AND CITY OF RANCHO CUCAb10NGA.
January 7, 2009
Additional Project Activities during Proiect Timeline
City staff communicated with ICEMA regarding the City's intentions to
RFP dispatch/communications and EMD services prior to beginning the
formal process.
Mark Hartwig, Deputy Chief for EMS, Rancho Cucamonga Fire District,
was assigned as a technical advisor to the City project team prior to the
engagement of Pendleton Partners. Since the District itself expressed an
interest in responding to the RFP, Chief Hartwig signed anon-disclosure
agreement, allowing him to represent the Fire District's interests on the
project without the danger of providing unethical assistance to the
District's proposal effort.
• Throughout the summer and fall, the project team regularly updated City
management. The project team also recognized the importance of
emergency communications to the members of the Rancho Cucamonga
Fire District. As such, the project team met with representatives of the Fire
Association on several occasions during the summer and fall 2008 to
discuss the goals of the solicitation, the process which was being used,
and the various steps the consultants and project team were using to
evaluate the options.
As needed throughout the process, Pendleton Partners provided
educational presentations to key city staff on various critical aspects of
EMD and emergency communications. Similarly, as needed, various
individuals that work for the Rancho Cucamonga Fire Protection District
and have specialized expertise on different aspects of emergency
communications and dispatch were brought in to consult and assist.
Where possible, the process made extensive use of on-site visitations,
face-to-face meetings with key personnel for both OPD and ConFire and
regular communication with the City of Rancho Cucamonga to ensure all
entities were clear on expectations and information.
APPROVAL. TO HEGIN CONTRAC'C NEGOTIATIONS AND IDIPLED4ENTATION PAGE 13
PLANNING \VITI-I CONSOLIDATED FIRE AGENCIL'S OF TI-IE EAST VALLEY (CONFIRE)
TO PROVIDE GENERAL DISPATCI-I/COD-IDIUNICATION SERVICES AND EDIERGENCY
DdEDICAL DISPA'PCH (EDID)'PO'FHE 1tANCI-10 CUCAD40NGA FIRE PROTECTION
DISTRICT (ACED) AND CITY OP RANCI-IO CUCADIONGA.
Januar}' 7, 2009
Detailed Review of Ontario Police Dispatch and ConFire Proposals
As noted previously, the project team chose to evaluate two finalists: Ontario Police
Dispatch and ConFire. The offers detailed below are contained in the SOS
responses from each finalist. The details of the supplier-candidates' capabilities are
drawn from the SOS, the original proposals and from the overall evaluation of the
candidates during the summer and fall.
1. Ontario
• Services: The Ontario Police Department (GPD) is the incumbent provider of emergency
communications services to the Rancho Cucamonga Fire District. In essence, their
proposal is to continue providing [hose services at the same level and in the same manner
as they currently do for the Rancho Cucamonga Fire Protection District. OPD is willing
to obtain the Medical Priority Dispatch System to enable it to implement Emergency
Medical Dispatch services if that is Rancho Cucamonga's desire. The City of Ontario
does not, a[ this time, however, desire to implement these services, and has received no
request to do so from the other fire and EMS agencies that it serves. Due to the
complexity of dispatch operations, OPD correctly asserts that it would be improper for it
[o deploy EMD for the Rancho Cucamonga Fire Protection District only. OPD has thus
premised its cost and implementation proposal on a plan to deploy EMD for all of the
agencies that OPD serves with all costs borne by Rancho Cucamonga.
• Implementation: OPD states that it has not formally evaluated the implementation of
EMD it is unsure how long it would take to implement EMD. Ontario staff posits that
they will have to obtain the EMD system, hire additional personnel and train them on
basic dispatch operations, as well as EMD, before they can provide the service in a live
environment. At best, OPD believes this can be done in 18 months, but it could take
longer.
Given the fact that Ontario will require Rancho Cucamonga to pay all implementation
costs, it seems logical to add to the implementation timeline the time required to
negotiate a contract. All in all it could easily take Ontario 24 months or more to
implement EMD.
• Cost: The City of Ontario states it is unable to provide a firmed, fixed cost estimate for
providing an emergency communications and EMD services to the Rancho Cucamonga
Fire District. The City of Ontario estimates, at this time, that the cost of integrating EMD
APPROVAL TO BEGIN CONTRACT NEGOTIATIONS AND ID4PLEMGNTATION PAGE 14
PLANNING WI'fI-I CONSOLIDA"f ED FIRE AGENCIES OF THE EAST VALLEY (CONFIRE)
TO PROVIDE GENERAL DISPATC-I/COMVNNICA'1'ION SERVICES AND EbIERGENCY
D-IEDICAL DISPATCH (E1VID) TO THE RANCHO CUCAAIONGA FIRE PROTECTION
DISTRICT (RCFD) AND CITY OF RANCHO CUCAMONGA.
January 7, 2009 ,
• into its current emergency communication operations would be approximately $2.6
million in the first year and- $1.6 million per annum thereafter. Presumably because
Ontario is unable to accurately estimate the cost of implementation and operation of the
service, it is unwilling to negotiate anything more than apay-as-you-go, complete
reimbursement contract. Potentially, once the system is in place, Ontario might offer the
City a firm annual cost for services, but no guarantees have been made in this regard. An
additional issue with this offer is that Ontario has expressly stated that it will require
Rancho Cucamonga to assume all liability for the operation of EMD and to fully
indemnify Ontario and all the other agencies in the Ontario system, once EMD is
implemented.
• Governance: A primary concern of the Rancho Cucamonga Fire Protection District's
past association with OPD has been the lack of influence that Rancho Cucamonga Fire
Protection District has had in OPD operations and management. In response to this
concern, the RFP and SOS included modest requirements for the City of Ontario to
establish an enhanced formal relationship between the West End Fire Chiefs group and
OPD. In this manner the Chiefs could have had more significant formalized input into
OPD operations. The City of Ontario is unwilling, however, to implement a more forma]
arrangement with the West End chiefs and cede any authority over dispatch operations to
the contract agencies.
• Performance Goals: For the consulting team, one of the significant deficiencies of the
present contract for services is the lack of any accountability mechanism through
formalized contractual performance goals. In essence, under the current contract Ontario
promises to do its best and Rancho Cucamonga Fire Protection District accepts that
promise of a best effort. In order to inject a greater level of accountability, the RFP and
SOS included performance requirements for critical activities, such as the time required
to answer or dispatch an incoming 9-1-1 call. In response to these requirements, OPD
pointed out that they have internal performance goals for certain activities, that they
believe those goals are appropriate, and that they are consistently meeting those goals.
Beyond this OPD is unwilling at this time to contractually "guarantee" performance at
any level, and their unwillingness to allow contract agencies to influence operations
suggests that any future effort to make or modify "standards" would be at the pleasure of
OPD.
APPROVAL TO BEGIN CONTRACT NEGOTIATIONS AND IMPLEMENTATION PAGE 15
PT..ANNING WITH CONSOLIDATED FIRE AGENCIES OF THE EAST VALLEY (CONFIRE)
TO PROVIDE GENERAL DISPATCH/COMB-IUNICATION SERVICES AND EbfERGENCY
MEDICAL DISPATCH (EbiD) TO TI-IE RANCI-IO CUCADfONG:1 FIRE PROTECTION
DISTRICT (RCFD) AND CITY OF RdNCHO CUCAMONGA.
January 7, 2009
ConFire
• Services: ConFire has proposed to supply emergency communications services
consistent with the requirements of the Scope of Service, including EMD, to the Rancho
Cucamonga Fire District. Independent of the Rancho Cucamonga effort, ConFire
determined in 2007 that it would obtain and implement EMD for all of its contract and
member agencies. As a result, ConFire is already in the process of implementing EMD
and will "go live" with that service in January, 2009.
• Implementation: ConFire personnel have not begun any formal planning for
transitioning Rancho Cucamonga Fire District to the JPA, but they have gone through
transitions with other agencies in the past and feel confident that they know the basic
steps to a successful transition. ConFire Staff estimates the transition will take
approximately 6-9 months to complete.
• Cost: ConFire is a joint powers agency. Member and contract agencies support the
ConFire budget on a proportional basis. In essence, each entity assumes the financial
burden represented by the number of calls that originate from their area of responsibility.
Based on this method of determining cost, ConFire has estimated that the current fee for
service which Rancho Cucamonga would pay would be approximately $500,000 per
annum. Naturally, the final cost could vary from this estimate based on a number of
factors. First, it is possible that during the implementation Rancho Cucamonga will ask
ConFire for add certain services that will alter the current cost basis. Costs might also
change from year to year as the allocation of calls changed, as the JPA costs change, and
so on.
In addition, in the event that ConFire extends an invitation for Rancho Cucamonga to
become a member of the JPA, and Rancho Cucamonga accepts that offer, there may be a
"buy-in" fee to reimburse the other member agencies for the investment that they have
made in the JPA infrastructure. This buy-in fee, which is not an unusual request in this
type of JPA, has been calculated at approximately $200,000.
• Governance: As mentioned, ConFire is a joint powers agency. Members of the JPA are
represented on the Agency's Board of Directors, the Administrative Board, and on the
technical committee. Contract agencies are welcome to attend meetings of any of these
entities and to participate in their discussions, but they cannot vote. ConFire is offering
Rancho Cucamonga contract status for the first year, with an expectation that it co
APPROVAL TO BEGIN CONTRACT NEGOTIATIONS AND IMPLEMENTATION PAGE 16
PLANNING WITH CONSOLIDATED FIRE AGENCIES OF TI-IE EAST VALLEY (CONFIRE)
TO PROVIDE GENERAL DISPATCH/COMbIUNICATION SERVICES AND EMERGENCY
D4EDICAL DISPATCH (EMD) TO THE RANCHO CUCAMONGA FIRE PROTECTION
DISTRICT (RCFD) AND CITY OF RANCHO CUCAMONGA.
January 7, 2009
become a full JPA member after that time. The principle reason for the delay in offering
membership to the City is that the ConFire By-Laws do not currently have any provision for
adding new members. In order to offer Rancho Cucamonga membership, ConFire must
amend its governing documents. This requires ratification by the city councils of the current
five member agencies. ConFire needs substantial time to accomplish this change, hence the
offer to make Rancho Cucamonga Fire District a contract agency for the first year. Once,
Rancho Cucamonga Fire District joins the JPA it will have the full rights and privileges of a
member agency. This includes the ability to influence JPA expenditures and operations by the
exercise of a democratic form of governance.
• Performance Goals: ConFire is unable at this time to agree to any performance
standards or goals. The principle reason for this is that the agency's current technology
system does not provide statistics on how long dispatchers take to process calls for
service. Not knowing precisely where they are on performance, ConFire managers are
uncomfortable promising to perform to specific standards. The ConFire Board has
generally agreed to a progressive improvement standard, in which the parties would agree
upon a baseline of current operations (we expect them to be able to do this in a few
months since they are now implementing a new technology system that will give them
accurate operational statistics) and a progressive improvement upon the baseline until
they are able to meet independent national benchmarks and standards for dispatch.
APPROVAL TO BEGIN CONTRACT NEGOTIATIONS AND IMPLEMENTATION PAGE 17
PLANNING WITH CONSOLIDATED FIRE AGENCIES OF TI-IE EAST VALLEY (CONFIRE)
TO PROVIDE GENERAL DISPATCH/COMMUNICATION SERVICES dND EMERGENCY
il'IEDICAL DISPATCH (EMD) TO THE RANCHO CUCAMONGA FIRE. PROTECTION
DISTRICT (ACED) AND CITY OF RANCHO CUCAb10NGA.
January 7,2009
Pendleton Partners spent considerable time evaluating the two finalist's proposals
during the summer of 2008. Our primary purpose in carrying out these investigatory
steps was to validate the responses given by each party in their RFP response, and
to judge first-hand the technical and administrative capabilities of each center.
During the investigation, Pendleton Partners met with staff from each of the two
centers for several days. We reviewed each requirement and response contained in
the original REP. On many points we had extended discussions about how each
center would provide services, and how that might differ from the services that the
District is receiving currently. We sat in each communications center and watched
the dispatchers work. We walked around each candidate's facility and inspected the
building and the equipment. We interviewed members of the staff. We evaluated
operational statistics provided by the centers to determine call load and the
efficiency of processing that load. We listened to audio tapes of the dispatchers at
work. In every reasonable way we could think of, we got inside of the candidates'
operations and tried to determine whether they could provide the District with
superior communications services.
As a result of this investigation, we are comfortable in stating that both suppliers
meet the minimum qualifications to provide services to the District. Both centers
have extensive experience providing emergency call taking and communications
services to fire and EMS agencies in the local area. OPD is a primary public safety
answering point and provides police, fire and medical communications services for
multiple agencies. ConFire provides services to fire and EMS agencies in the East
Valley (County Fire, Loma Linda, Rialto, Colton, Fontana, and Redlands) and many
in the High Desert (Twenty-Nine Palms, Running Springs, and soon Victorville).
Both centers process more than 75,000 emergency calls per year, proving that they
are well experienced in large agency operations.
Both centers are adequately staffed to provide the level and type of services that are
requested of them today.' Ontario's total inbound call load for 2007 was
approximately 255,000 calls. ConFire answered just over 179,000 inbound calls.
OPD staffed a total of 31 full-time and 10 part-time dispatchers to handle a call load
~ Both centers use a team approach to dispatching. In this organization of services, all of the
dispatchers work together to handle the workload. All on-duty staff answer 9-1-1 and other phone calls. While
one staff member maybe tasked primarily with dispatching new calls for service, generally all the dispatchers
work the radio as well. While we admit that this is a common practice in Fire/EMS communications centers,
we suggest that it is not as effective as having separate dispatchers and call-takers and recommend that [he
District consider discussing this issue with the final selected candidate.
APPROVAL TO BEGIN CONTI2AC"I' NEGOTIATIONS AND ID-IPLEbfENTATION PAGE 18
PLANNING WITH CONSOLIDA"1'ED FIRE AGENCIES OF TI-IE EAST VdLLEY (CONFIRE)
TO PROVIDE GENERAL DISPATCH/CO\L\IUNICATION SERVICES.AND EDIEKGENCY
DIEDICAL DISPATCH (E\ID) TO THE I2ANCH0 CUCAD-TONGA FIRE PROTECTION
DIS"1'RICT (RCFD) :1ND CITY OF RANCHO CUCAnIONGA.
Januare 7, 2009
slightly in excess of 100,000 emergency calls per annum. ConFire staffed 21
dispatchers and call takers, plus 10 part-time personnel to handle slightly more than
87,000 emergency calls per annum. Turnover rates at each center are within
industry norms and should not adversely affect operations.
Call processing statistics provided by OPD indicate that Ontario is processing about
90% of its emergency calls within 1:15 seconds, and almost all of its fire and EMS
calls within two minutes. Ideally, Pendleton Partners would recommend that the
interval was shorter and we suggest the District consider improving this with this
implementation.
Unfortunately, ConFire's present technology systems do not currently capture call
processing times in a form that would allow us to calculate the total reflex time for
receiving and dispatching a call for service. We do know from the telephone system
that ConFire answers 91 % of their incoming emergency calls within 10 seconds. We
also know that on average ConFire dispatchers spend approximately one minute
thirty seconds on the phone with 9-1-1 callers. And we know that they dispatch 90%
of emergency calls, once entered into the CAD system, within 54 seconds. What is
unknown is when, in the interrogation process, call takers enter 9-1-1 calls into CAD
and transfer them to a dispatcher. Thus we cannot accurately calculate total call
processing times. ConFire's new technology systems which were recently
implemented have modern integrated capabilities to allow the capture and
calculation of this type of statistic in the future.
Both entities operate out of modern facilities located within a few miles of Rancho
Cucamonga. Both facilities are secured and visitors are required to log in and be
escorted. Both facilities have back-up power supplies and generators. Both
agencies have a business continuation plan. In general they are adequate, but
neither specifies to any great degree specific threats to operational viability or
responses to those threats. Also, neither agency exercises their back-up plans
regularly.
Both agencies are equipped with modern technology systems to assist them in
processing emergency calls and providing emergency communications services.
Both agencies communicate with field units via modern 800 MHz radio systems that
are maintained by the County. Both utilize modern computer aided dispatch (CAD),
emergency telephone, and station alerting systems. OPD currently has the ability to
communicate with field units via mobile data computers. ConFire is in the process of
adding this capability with the implementation of their new CAD system; they
currently support status message units to relieve on-air congestion.
APPROVAL TO BEGIN CONTRACT NEGOTIATIONS AND IMPLEMENTATION PAGE 19
PLANNING WITH CONSOLIDATED FIRE AGENCIES OF THE EAST VALLEY (CONFIRE)
TO PROVIDE GENERAL DISPATCH/CO--SMTJNICATION SERVICES AND Ei\'SERGENCY
MEDICAL DISPATCH (EA~ID) TO THE RANCHO CUCAMONGA FIRE PROTECTION
DIS'1'RIC"1' (RCFD) AND CITY OF RANCHO CUCAMONGA. ,
Tanuan~7.2009
The primary points of the OPD proposal are as follows. OPD will continue to provide
call taking and communications services for Rancho Cucamonga Fire Protection
District as it does at the present time. OPD will implement the Medical Priority
Dispatch System (MPDS) version of Emergency Medical Dispatch as requested by
Rancho Cucamonga. Ontario estimates that the implementation will take at least 18
months, and may cost $2.6 million or more to implement, and $1.6 million per year to
support. Ontario will also require that Rancho Cucamonga assume all liability for the
EMD system. Despite the fact that Rancho Cucamonga will be covering the entire
cost of implementation and paying for the operation of the EMD system, Ontario is
unwilling to give Rancho Cucamonga or the other contract agencies any formal
influence over dispatch operations.
The primary points of the ConFire proposal are as follows. ConFire has proposed to
supply emergency communications services for the Rancho Cucamonga Fire
Protection District in a manner consistent with the Rancho Cucamonga RFP and
SOS. Apart of this service will be emergency medical dispatch utilizing the MPDS
protocol system. Implementation is expected to take six to nine months. ConFire's
proposed cost at the present time for providing this service would be approximately
$500,000 per annum.2 As a potential JPA member, ConFire offers Rancho
Cucamonga a voice in the ConFire budget and operational decisions.
Proposal Assessment:
After carefully considering the two proposals, Pendleton Partners has rested its
recommendation on the following factors. First, EMD has been a part of the Rancho
Cucamonga Fire Protection District Strategic Plan since 1987, and was reaffirmed
again in 2000 and 2005. In order to provide the citizens of Rancho Cucamonga with
the best possible EMS services, and in furtherance of the system design discussions
that have been on-going, the City needs to implement EMD expeditiously. ConFire
is already in the process of implementing EMD for its own members and contract
a Costs for each jurisdiction are calculated as a percentage of the total cost of services divided by the
total calls for service, times the number calls from each jurisdiction. In other words, if the Rancho Cucamonga
Fire Protection District's calls represented 30% of [he calls received by the center, Rancho Cucamonga would
pay 30% of the total annual budget. ConFire is presently in discussions to provide communications services for
several other local agencies. The addition of other agencies and the possible addition of more staff would likely
alter the proposed cost for the Rancho Cucamonga Fire Protection District; however, the cost sharing method
utilized by ConFire generally results in very favorable costs for member agencies.
APPROVAL TO BEGIN CON'PRAC'1' NEGOTIATIONS AND Ii\'fPLE1fENTATION PAGE 20
PLANNING WITH CONSOLIDATED FIRE AGENCIES OF THE EAST VALLEY (CONFIRE)
'1'O PROVIDE GENERAL DISPATCH/COi\I\fUNIC:ITION SERVICES AND EI\'fERGENCY
MEDICAL DISPATCH (El\4D) TO TI-IE RANCHO CUCA\fONGA FIRE PROTECTION
DISTRICT (RCFD) AND CIT']' OF 1LANCFIO CUCA\fONGA.
January 7, 2009
agencies. OPD has agreed to undertake an implementation, but has not begun that
process. As a ConFire member, Rancho Cucamonga could reasonably expect to
have EMD in place and operational before the end of 2009. If the City stays with
OPD, best case estimates are that the service would be available by the fall of 2010
and more likely sometime in 2011.
Second, the governance structure at ConFire is substantially more beneficial to the
Rancho Cucamonga Fire Protection District. While Ontario has refused to give its
contract agencies any official say in the operation of the communications center, by
its design ConFire provides each member agency with a vote in the operation of the
communications center and the costs thereof. Contract agencies are invited to
participate in the discussion of administrative or technical issues, but they do not
have a formal vote. While it's not a perfect system, the JPA concept provides the
Rancho Cucamonga Fire Protection District with a democratic alternative, and at the
same time it spreads the cost of operations proportionally across the member
agencies. Ontario does not offer any opportunity for formal control or the guarantee
of equitably shared costs.
Third, the ConFire financial proposal is compelling. For one fifth the implementation
cost, and one third the operating cost ConFire has offered to provide essentially the
same services as Ontario. While both agencies have acknowledged that the
implementation and operating cost might vary, it is clear that the substantially
smaller baseline cost for ConFire services allows more room for additional
improvements as needed. Furthermore, while ConFire is already in the process of
implementing EMD for their own agencies, and thus has a better handle on cost,
OPD has only completed a cursory estimate of the implementation and operations
costs for this project. Hence, we believe that the ConFire cost estimates are more
reliable.
In our meetings with Ontario, Executive staff made it clear that the City and the other
contract agencies have no desire to implement EMD at this time. As a result, it was
also made clear that Rancho Cucamonga would have to commit to cover every cost
incurred in the implementation and operation of EMD. Examples of such costs
included not only the cost of the EMD software and training, and personnel, but also
any staff time that Ontario would incur during the project.
By contrast, ConFire is already in the process of implementing EMD. Rancho
Cucamonga is not being asked to fund the implementation of EMD as a cost of
entry, and it would join a system in which each of the agencies have already agreed
to share the cost of the service among themselves.
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