CM-2023-179 - 8/4/2023CITY OF ROUND ROCK AGREEMENT FOR
PROFESSIONAL CONSULTING SERVICES RELATED TO
COMMUNITY RISK/ASSESSMENT STANDARDS
WITH
MATRIX CONSULTING GROUP
THE STATE OF TEXAS §
THE CITY OF ROUND ROCK § KNOW ALL BY THESE PRESENTS
COUNTY OF WILLIAMSON §
COUNTY OF TRAVIS §
THIS AGREEMENT for professional consulting services related to a study regarding
community risk/assessment standards (the "Agreement'), is made by and between the CITY OF
ROUND ROCK, a Texas home -rule municipal corporation with offices located at 221 East Main
Street, Round Rock, Texas 78664-5299 (the "City"), and MATRIX CONSULTING GROUP,
located at 1650 South Amphlett Boulevard, Suite 213, San Mateo, California 94402 (the
"Consultant").
RECITALS:
WHEREAS, professional services related to a study regarding community
risk/assessment standards (the "Project"); and
WHEREAS, City has determined that there is a need for the delineated services; and
WHEREAS, City desires to contract with Consultant for these services; and
WHEREAS, the parties desire to enter into this Agreement to set forth in writing their
respective rights, duties and obligations hereunder.
NOW, THEREFORE, WITNESSETH:
That for and in consideration of the mutual promises contained herein and other good and
valuable consideration, the sufficiency and receipt of which are hereby acknowledged, it is
mutually agreed between the parties as follows:
1.0 EFFECTIVE DATE AND TERM
A. This Agreement shall be effective on the date this Agreement has been signed by
each party hereto, and shall remain in full force and effect unless and until it expires by operation
of the term indicated herein, or is terminated as provided herein.
B. The term of this Agreement shall commence upon execution and terminate six (6)
months from the date of execution.
4892-2985-6625?ss2 /�/�
C. City and the Consultant reserve the right to review the Agreement at any time,
and may elect to terminate the Agreement with or without cause or may elect to continue.
2.0 SCOPE OF SERVICES
Consultant has issued its proposal for services, such proposal for services being attached
to this Agreement as Exhibit "A" titled "Scope of Services," which shall be referred to as the
Scope of Services of this Agreement and incorporated herein by reference for all purposes.
Consultant shall satisfactorily provide all services described herein and as set forth in
Exhibit "A," pursuant to the schedule set forth in Exhibit "A," attached hereto and incorporated
herein by reference. Consultant shall perform services in accordance with this Agreement, in
accordance with the appended Scope of Services and in accordance with due care and prevailing
consulting industry standards for comparable services.
3.0 LIMITATION TO SCOPE OF SERVICES
Consultant's undertaking shall be limited to performing services for City and/or advising
City concerning those matters on which Consultant has been specifically engaged. Consultant
and City agree that the Scope of Services to be performed is enumerated in Exhibit "A," attached
hereto and incorporated herein by reference, and may only be modified by a written
Supplemental Agreement executed by both parties as described in Section 9.0.
4.0 CONTRACT AMOUNT
In consideration for the professional consulting services to be performed by Consultant,
City agrees to pay Consultant an amount not -to -exceed Eighty -Six Thousand and No/100
Dollars ($86,000.00) as set forth in Exhibit "A" titled "Fee Schedule," incorporated herein by
reference for all purposes.
5.0 INVOICE REQUIREMENTS AND TERMS OF PAYMENT
Invoices: To receive payment, Consultant shall prepare and submit detailed invoices to
the City, in accordance with the delineation contained herein, for services rendered. Such
invoices for professional services shall track the referenced Scope of Work, and shall detail the
services performed, along with documentation for each service performed. Payment to
Consultant shall be made on the basis of the invoices submitted by Consultant and approved by
the City. Such invoices shall conform to the schedule of services and costs in connection
therewith.
Should additional backup material be requested by the City relative to service
deliverables, Consultant shall comply promptly. In this regard, should the City determine it
necessary, Consultant shall make all records and books relating to this Agreement available to
the City for inspection and auditing purposes.
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Payment of Invoices: The City reserves the right to correct any error that may be
discovered in any invoice that may have been paid to Consultant and to adjust same to meet the
requirements of this Agreement. Following approval of an invoice, the City shall endeavor to pay
Consultant promptly, but no later than the time period required under the Texas Prompt Payment
Act described in Section 8.01 herein. Under no circumstances shall Consultant be entitled to
receive interest on payments which are late because of a good faith dispute between Consultant
and the City or because of amounts which the City has a right to withhold under this Agreement
or state law. The City shall be responsible for any sales, gross receipts or similar taxes
applicable to the services, but not for taxes based upon Consultant's net income.
6.0 INSURANCE
Consultant shall meet all City of Round Rock Insurance Requirements set forth at:
https://www.roundrocktexas. og v/wp-content/uploads/2014/12/corr insurance_07.20112.pdf
7.0 PROMPT PAYMENT POLICY
In accordance with Chapter 2251, V.T.C.A., Texas Government Code, any payment to be
made by the City to Consultant will be made within thirty (30) days of the date the performance
of the services under this Agreement are completed, or the date the City receives a correct
invoice for the services, whichever is later. Consultant may charge interest on an overdue
payment at the "rate in effect" on September 1 of the fiscal year in which the payment becomes
overdue, in accordance with V.T.C.A., Texas Government Code, Section 2251.025(b). This
Prompt Payment Policy does not apply to payments made by the City in the event:
(a) There is a bona fide dispute between the City and Consultant, a contractor,
subcontractor, or supplier about the service performed that cause the payment
to be late; or
(b) There is a bona fide dispute between Consultant and a subcontractor or
between a subcontractor and its supplier about the service performed that
causes the payment to be late; or
(c) The terms of a federal contract, grant, regulation, or statute prevent the City
from making a timely payment with federal funds; or
(d) The invoice is not mailed to the City in strict accordance with any instruction
on the purchase order relating to the payment.
8.0 NON -APPROPRIATION AND FISCAL FUNDING
This Agreement is a commitment of the City's current revenues only. It is understood and
agreed that the City shall have the right to terminate this Agreement at the end of any City fiscal
year if the governing body of the City does not appropriate funds sufficient to purchase the
services as determined by the City's budget for the fiscal year in question. The City may affect
such termination by giving Consultant a written notice of termination at the end of its then -
current fiscal year.
9.0 SUPPLEMENTAL AGREEMENT
The terms of this Agreement may be modified by written Supplemental Agreement
hereto, duly authorized by City Council or by the City Manager, if the City determines that there
has been a significant change in (1) the scope, complexity, or character of the services to be
performed; or (2) the duration of the work. Any such Supplemental Agreement must be
executed by both parties within the period specified as the term of this Agreement. Consultant
shall not perform any work or incur any additional costs prior to the execution, by both parties,
of such Supplemental Agreement. Consultant shall make no claim for extra work done or
materials furnished unless and until there is full execution of any Supplemental Agreement, and
the City shall not be responsible for actions by Consultant nor for any costs incurred by
Consultant relating to additional work not directly authorized by Supplemental Agreement.
10.0 TERMINATION; DEFAULT
Termination: It is agreed and understood by Consultant that the City or Consultant may
terminate this Agreement for the convenience of the City or Consultant, upon thirty (30) days'
written notice to Consultant or City, with the understanding that immediately upon receipt of
said notice all work being performed under this Agreement shall cease. Consultant shall invoice
the City for work satisfactorily completed and shall be compensated in accordance with the terms
hereof for work accomplished prior to the receipt of said notice of termination. Consultant shall
not be entitled to any lost or anticipated profits for work tenminated under this Agreement.
Unless otherwise specified in this Agreement, all data, information, and work product related to
this Project shall become the property of the City upon termination of this Agreement, and shall
be promptly delivered to the City in a reasonably organized form without restriction on future
use. Should the City subsequently contract with a new consultant for continuation of service on
the Project, Consultant shall cooperate in providing information.
Termination of this Agreement shall extinguish all rights, duties, and obligations of the
terminating party and the terminated party to fulfill contractual obligations. Termination under
this section shall not relieve the terminated party of any obligations or liabilities which occurred
prior to termination.
Nothing contained in this section shall require the City to pay for any work which it
deems unsatisfactory or which is not performed in compliance with the terms of this Agreement.
Default: Either party may terminate this Agreement, in whole or in part, for default if
the Party provides the other Party with written notice of such default and the other fails to
satisfactorily cure such default within ten (10) business days of receipt of such notice (or a
greater time if agreed upon between the Parties).
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If default results in termination of this Agreement, then the City shall give consideration
to the actual costs incurred by Consultant in performing the work to the date of default. The cost
of the work that is useable to the City, the cost to the City of employing another firm to complete
the useable work, and other factors will affect the value to the City of the work performed at the
time of default. Neither party shall be entitled to any lost or anticipated profits for work
terminated for default hereunder.
The termination of this Agreement for default shall extinguish all rights, duties, and
obligations of the terminating Party and the terminated Party to fulfill contractual obligations.
Termination under this section shall not relieve the terminated party of any obligations or
liabilities which occurred prior to termination.
Nothing contained in this section shall require the City to pay for any work which it
deems unsatisfactory, or which is not performed in compliance with the terms of this Agreement.
11.0 NON -SOLICITATION
Except as may be otherwise agreed in writing, during the term of this Agreement and for
twelve (12) months thereafter, neither the City nor Consultant shall offer employment to or shall
employ any person employed then or within the preceding twelve (12) months by the other or
any affiliate of the other if such person was involved, directly or indirectly, in the performance of
this Agreement. This provision shall not prohibit the hiring of any person who was solicited
solely through a newspaper advertisement or other general solicitation.
12.0 INDEPENDENT CONTRACTOR STATUS
Consultant is an independent contractor, and is not the City's employee. Consultant's
employees or subcontractors are not the City's employees. This Agreement does not create a
partnership, employer -employee, or joint venture relationship. No party has authority to enter
into contracts as agent for the other party. Consultant and the City agree to the following rights
consistent with an independent contractor relationship:
(1) Consultant has the right to perform services for others during the term hereof.
(2) Consultant has the sole right to control and direct the means, manner and method
by which it performs its services required by this Agreement.
(3) Consultant has the right to hire assistants as subcontractors, or to use employees
to provide the services required by this Agreement.
(4) Consultant or its employees or subcontractors shall perform services required
hereunder, and the City shall not hire, supervise, or pay assistants to help
Consultant.
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(5) Neither Consultant nor its employees or subcontractors shall receive training from
the City in skills necessary to perform services required by this Agreement.
(6) City shall not require Consultant or its employees or subcontractors to devote full
time to performing the services required by this Agreement.
(7) Neither Consultant nor its employees or subcontractors are eligible to participate
in any employee pension, health, vacation pay, sick pay, or other fringe benefit
plan of the City.
13.0 CONFIDENTIALITY; MATERIALS OWNERSHIP
Any and all programs, data, or other materials furnished by the City for use by Consultant
in connection with services to be performed under this Agreement, and any and all data and
information gathered by Consultant, shall be held in confidence by Consultant as set forth
hereunder. Each party agrees to take reasonable measures to preserve the confidentiality of any
proprietary or confidential information relative to this Agreement, and to not make any use
thereof other than for the performance of this Agreement, provided that no claim may be made
for any failure to protect information that occurs more than three (3) years after the end of this
Agreement.
The parties recognize and understand that the City is subject to the Texas Public
Information Act and its duties run in accordance therewith.
All data relating specifically to the City's business and any other information which
reasonably should be understood to be confidential to City is confidential information of City.
Consultant's proprietary software, tools, methodologies, techniques, ideas, discoveries,
inventions, know-how, and any other information which reasonably should be understood to be
confidential to Consultant is confidential information of Consultant. The City's confidential
information and Consultant's confidential information is collectively referred to as "Confidential
Information." Each party shall use Confidential Information of the other party only in
furtherance of the purposes of this Agreement and shall not disclose such Confidential
Information to any third party without the other party's prior written consent, which consent
shall not be unreasonably withheld. Each party agrees to take reasonable measures to protect the
confidentiality of the other party's Confidential Information and to advise their employees of the
confidential nature of the Confidential Information and of the prohibitions herein.
Notwithstanding anything to the contrary contained herein, neither party shall be
obligated to treat as confidential any information disclosed by the other party (the "Disclosing
Party") which: (1) is rightfully known to the recipient prior to its disclosure by the Disclosing
Party; (2) is released by the Disclosing Party to any other person or entity (including
governmental agencies) without restriction; (3) is independently developed by the recipient
without any reliance on Confidential Information; or (4) is or later becomes publicly available
without violation of this Agreement or may be lawfully obtained by a party from any non-party.
Notwithstanding the foregoing, either party will be entitled to disclose Confidential Information
of the other to a third party as may be required by law, statute, rule or regulation, including
subpoena or other similar form of process, provided that (without breaching any legal or
regulatory requirement) the party to whom the request is made provides the other with prompt
written notice and allows the other party to seek a restraining order or other appropriate relief.
Subject to Consultant's confidentiality obligations under this Agreement, nothing herein shall
preclude or limit Consultant from providing similar services for other clients.
Notwithstanding the foregoing, either party will be entitled to disclose Confidential
Information of the other to a third party as may be required by law, statute, rule or regulation,
including subpoena or other similar form of process, provided that (without breaching any legal
or regulatory requirement) the party to whom the request is made provides the other with prompt
written notice and allows the other party to seek a restraining order or other appropriate relief.
Subject to Consultant's confidentiality obligations under this Agreement, nothing herein shall
preclude or limit Consultant from providing similar services for other clients.
Neither the City nor Consultant will be liable to the other for inadvertent or accidental
disclosure of Confidential Information if the disclosure occurs notwithstanding the party's
exercise of the same level of protection and care that such party customarily uses in safeguarding
its own proprietary and confidential information.
Notwithstanding anything to the contrary in this Agreement, the City will own as its sole
property all written materials created, developed, gathered, or originally prepared expressly for
the City and delivered to the City under the terms of this Agreement (the "Deliverables"); and
Consultant shall own any general skills, know-how, expertise, ideas, concepts, methods,
techniques, processes, software, or other similar information which may have been discovered,
created, developed or derived by Consultant either prior to or as a result of its provision of
services under this Agreement (other than Deliverables). Consultant shall have the right to retain
copies of the Deliverables and other items for its archives. Consultant's working papers and
Consultant's Confidential Information (as described herein) shall belong exclusively to the
Consultant. "Working papers" shall mean those documents prepared by Consultant during the
course of performing the Project including, without limitation, schedules, analyses,
transcriptions, memos, designed and developed data visualization dashboards and working notes
that serve as the basis for or to substantiate the Project. In addition, Consultant shall retain sole
and exclusive ownership of its know-how, concepts, techniques, methodologies, ideas, templates,
dashboards, code and tools discovered, created or developed by Consultant during the
performance of the Project that are of general application and that are not based on City's
Confidential Information hereunder (collectively, "Consultant's Building Blocks"). To the
extent any Deliverables incorporate Consultant's Building Blocks, Consultant gives City a non-
exclusive, non -transferable, royalty -free right to use such Building Blocks solely in connection
with the deliverables. Subject to the confidentiality restrictions mentioned above, Consultant
may use the deliverables and the Building Blocks for any purpose. Except to the extent required
by law or court order, City will not otherwise use, or sublicense or grant any other party any
rights to use, copy or otherwise exploit or create derivative works from Consultant's Building
Blocks.
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City shall have a non-exclusive, non -transferable license to use Consultant's Confidential
Information for City's own internal use and only for the purposes for which they are delivered to
the extent that they form part of the Deliverables.
14.0 WARRANTIES
Consultant represents that all services performed hereunder shall be performed consistent
with generally prevailing professional or industrial standards, and shall be performed in a
professional and workmanlike manner. Consultant shall re -perform any work not in compliance
with this representation.
15.0 LIMITATION OF LIABILITY
Should any of Consultant's services not conform to the requirements of the City or of this
Agreement, then and in that event the City shall give written notification to Consultant;
thereafter, (a) Consultant shall either promptly re -perform such services to the City's satisfaction
at no additional charge, or (b) if such deficient services cannot be cured within the cure period
set forth herein, then this Agreement may be terminated for default.
In no event will Consultant be Gable for any loss, damage, cost or expense attributable to
negligence, willful misconduct or misrepresentations by the City, its directors, employees or
agents.
Neither party's liability, in contract, tort (including negligence) or any other legal or
equitable theory, (a) shall exceed the professional fees paid or due to Consultant pursuant to this
Agreement or (b) include any indirect, incidental, special, punitive or consequential damages,
even if such party has been advised of the possibility of such damages. Such excluded damages
include, without limitation, loss of data, loss of profits and loss of savings of revenue.
16.0 INDEMNIFICATION
Consultant shall save and hold harmless City and its officers and employees from all
claims and liabilities due to activities of his/her/itself and his/her/its agents or employees,
performed under this Agreement, which are caused by or which result from the negligent error,
omission, or negligent act of Consultant or of any person employed by Consultant or under
Consultant's direction or control.
Consultant shall also save and hold City harmless from any and all expenses, including
but not limited to reasonable attorneys' fees which may be incurred by City in litigation or
otherwise defending claims or liabilities which may be imposed on City as a result of such
negligent activities by Consultant, its agents, or employees.
17.0 ASSIGNMENT AND DELEGATION
The parties each hereby bind themselves, their successors, assigns and legal
representatives to each other with respect to the terms of this Agreement. Neither party may
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assign any rights or delegate any duties under this Agreement without the other party's prior
written approval, which approval shall not be unreasonably withheld.
18.0 LOCAL, STATE AND FEDERAL TAXES
Consultant shall pay all income taxes, and FICA (Social Security and Medicare taxes)
incurred while performing services under this Agreement. The City will not do the following:
(1) Withhold FICA from Consultant's payments or make FICA payments on its
behalf;
(2) Make state and/or federal unemployment compensation contributions on
Consultant's behalf; or
(3) Withhold state or federal income tax from any of Consultant's payments.
If requested, the City shall provide Consultant with a certificate from the Texas State
Comptroller indicating that the City is a non-profit corporation and not subject to State of Texas
Sales and Use Tax.
19.0 COMPLIANCE WITH LAWS, CHARTER, AND ORDINANCES
A. Consultant, its consultants, agents, employees and subcontractors shall use best
efforts to comply with all applicable federal and state laws, the Charter and Ordinances of the
City of Round Rock, as amended, and with all applicable rules and regulations promulgated by
local, state and national boards, bureaus and agencies. Consultant shall further obtain all permits,
licenses, trademarks, or copyrights required in the performance of the services contracted for
herein, and same shall belong solely to the City at the expiration of the term of this Agreement.
B. In accordance with Chapter 2271, Texas Government Code, a governmental entity
may not enter into a contract with a company for goods and services unless the contract contains
written verification from the company that it: (1) does not boycott Israel; and (2) will not boycott
Israel during the term of a contract. The signatory executing this Agreement on behalf of
Consultant verifies Consultant does not boycott Israel and will not boycott Israel during the term
of this Agreement.
20.0 FINANCIAL INTEREST PROHIBITED
Consultant covenants and represents that Consultant, its officers, employees, agents,
consultants and subcontractors will have no financial interest, direct or indirect, in the purchase
or sale of any product, materials or equipment that will be recommended or required hereunder.
21.0 DESIGNATION OF REPRESENTATIVES
The City hereby designates the following representative authorized to act on its behalf
with regard to this Agreement:
X
Shane Glaiser
Round Rock Fire Chief
203 Commerce Boulevard
Round Rock, Texas 78664
(512) 671-2783
szlaiser f roundrocktexas;gov
22.0 NOTICES
All notices and other communications in connection with this Agreement shall be in
writing and shall be considered given as follows:
(1) When delivered personally to recipient's address as stated herein; or
(2) Three (3) days after being deposited in the United States mail, with postage
prepaid to the recipient's address as stated in this Agreement.
Notice to Consultant:
Matrix Consulting Group
1650 South Amphlett Boulevard, Suite 213
San Mateo, California 94402
Notice to City:
City Manager, City of Round Rock
221 East Main Street
Round Rock, TX 78664
AND TO:
Stephanie L. Sandre, City Attorney
309 East Main Street
Round Rock, TX 78664
Nothing contained in this section shall be construed to restrict the transmission of routine
communications between representatives of the City and Consultant.
24.0 APPLICABLE LAW, ENFORCEMENT, AND VENUE
This Agreement shall be enforceable in Round Rock, Texas, and if legal action is
necessary by either party with respect to the enforcement of any or all of the terms or conditions
herein, exclusive venue for same shall lie in Williamson County, Texas. This Agreement shall
be governed by and construed in accordance with the laws and court decisions of Texas.
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25.0 EXCLUSIVE AGREEMENT
The terms and conditions of this Agreement, including exhibits, constitute the entire
agreement between the parties and supersede all previous communications, representations, and
agreements, either written or oral, with respect to the subject matter hereof. The parties
expressly agree that, in the event of any conflict between the terms of this Agreement and any
other writing, this Agreement shall prevail. No modifications of this Agreement will be binding
on any of the parties unless acknowledged in writing by the duly authorized governing body or
representative for each party.
26.0 DISPUTE RESOLUTION
The City and Consultant hereby expressly agree that no claims or disputes between the
parties arising out of or relating to this Agreement or a breach thereof shall be decided by any
arbitration proceeding, including without limitation, any proceeding under the Federal
Arbitration Act (9 USC Section 1-14) or any applicable state arbitration statute.
27.0 SEVERABILITY
The invalidity, illegality, or unenforceability of any provision of this Agreement or the
occurrence of any event rendering any portion of provision of this Agreement void shall in no
way affect the validity or enforceability of any other portion or provision of this Agreement. Any
void provision shall be deemed severed from this Agreement, and the balance of this Agreement
shall be construed and enforced as if this Agreement did not contain the particular portion of
provision held to be void. The parties further agree to amend this Agreement to replace any
stricken provision with a valid provision that comes as close as possible to the intent of the
stricken provision. The provisions of this Article shall not prevent this entire Agreement from
being void should a provision which is of the essence of this Agreement be determined void.
28.0 STANDARD OF CARE
Consultant represents that it is specially trained, experienced and competent to perform
all of the services, responsibilities and duties specified herein and that such services,
responsibilities and duties shall be performed, whether by Consultant or designated
subconsultants, in a manner acceptable to the City and according to generally accepted business
practices.
29.0 GRATUITIES AND BRIBES
City, may by written notice to Consultant, cancel this Agreement without incurring any
liability to Consultant if it is determined by City that gratuities or bribes in the form of
entertainment, gifts, or otherwise were offered or given by Consultant or its agents or
representatives to any City Officer, employee or elected representative with respect to the
performance of this Agreement. In addition, Consultant may be subject to penalties stated in
Title 8 of the Texas Penal Code.
30.0 RIGHT TO ASSURANCE
Whenever either party to this Agreement, in good faith, has reason to question the other
party's intent to perform hereunder, then demand may be made to the other party for written
assurance of the intent to perform. In the event that no written assurance is given within the
reasonable time specified when demand is made, then and in that event the demanding party may
treat such failure an anticipatory repudiation of this Agreement.
31.0 MISCELLANEOUS PROVISIONS
Time is of the Essence. Consultant agrees that time is of the essence and that any failure
of Consultant to complete the services for each Phase of this Agreement within the agreed
Project schedule may constitute a material breach of the Agreement.
Consultant shall be fully responsible for its delays or for failures to use reasonable efforts
in accordance with the terms of this Agreement. Where damage is caused to City due to
Consultant's failure to perform in these circumstances, City may withhold, to the extent of such
damage, Consultant's payments hereunder without a waiver of any of City's additional legal
rights or remedies. City shall render decisions pertaining to Consultant's work promptly to avoid
unreasonable delays in the orderly progress of Consultant's work.
Force Majeure. Notwithstanding any other provisions hereof to the contrary, no failure,
delay or default in performance of any obligation hereunder shall constitute an event of default
or breach of this Agreement, only to the extent that such failure to perform, delay or default
arises out of causes beyond control and without the fault or negligence of the party otherwise
chargeable with failure, delay or default; including but not limited to acts of God, acts of public
enemy, civil war, insurrection, riots, fires, floods, explosion, theft, earthquakes, natural disasters
or other casualties, strikes or other labor troubles, which in any way restrict the performance
under this Agreement by the parties.
Section Numbers. The section numbers and headings contained herein are provided for
convenience only and shall have no substantive effect on construction of this Agreement.
Waiver. No delay or omission by either party i
impair such right or power or be construed to be a waiver.
covenants to be performed by the other or any breach t
waiver of any succeeding breach or of any other covenant.
unless in writing and signed by an authorized represent
waiver or discharge is sought to be enforced.
i exercising any right or power shall
A waiver by either party of any of the
Hereof shall not be construed to be a
No waiver of discharge shall be valid
tive of the party against whom such
Multiple Counterparts. This Agreement may be executed in multiple counterparts,
which taken together shall be considered one original. The City agrees to provide Consultant
with one fully executed original.
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IN WITNESS WHEREOF, the parties have executed this Agreement on the dates
hereafter indicated.
City of Rouni
By:
Printed Name:
Title:
Date Signed:
For City, Attest:
By: k Ct
Y pu It
For City, Approved as to Form:
By:
Ieph�eSdre, .ity Attorney
l3
Matrix Co ulting Gro
By:
Printed Name:
Title:
Date Signed:
Exhibit "A"
Proposal for Conducting a Fire Department Community
Risk Assessment/Standard of Coverage and Strategic
Planning Study
ROUND ROCK, TEXAS
June 12, 2023
matrix
consulting group
Exhibit "A"
Table of Contents
Letter of Transmittal
Executive Summary and Overall Approach
2 Experience and Capabilities 23
3 Project Cost 34
4 References and Work Samples 35
Exhibit "A"
matrix
consulting
=I
Shane Glaiser, Fire Chief
City of Round Rock
203 Commerce Blvd
Round Rock, TX 78664
Dear Chief Glaiser:
June 12, 2023
The Matrix Consulting Group, Ltd. is pleased to provide you with our proposal to conduct
a Community Risk Assessment/Standards of Cover Study (CRA/SOC) and strategic
planning study for the City of Round Rock Fire Department. This proposal is based on our
email correspondence, meeting, and background research on the City of Round Rock and
the Round Rock Fire Department.
Our team's fire and emergency medical service analytical experience includes over 350
projects throughout the country, including these sample assignments:
Albany, California
Atherton, California
Arlington, Texas
Barnstable, Massachusetts
Bellingham, Washington
Big Bear, California
Butte County, California
Cedar Hill, Texas
Dinuba, California
DeSoto, Texas
Grants Pass, Oregon
Highland, California
Keller, Texas
La Quinta, California
Los Banos, California
Mercer County, California
Milwaukee, Wisconsin
Monrovia, California
Monterey, California
Napa, California
Pacific Grove, California
Palo Pinto County, Texas
Plano, Texas
Red Bluff, California
Reno, Nevada
San Antonio, Texas
Southlake, Texas
Trophy Club, Texas
Vernon, California
Westlake, Texas
We are also currently conducting a strategic planning study in Cedar Park (TX) and a
Community Risk Assessment/Standard of Coverage study in Aspen (CO).
The assigned project team has conducted numerous Community Risk
Assessment/Standards of Cover and strategic planning studies over the past several
years. Two of the team members have direct experience working with the Center for
Public Safety Excellence as Team Leaders and agency assessors.
The following points characterize our approach to conducting fire staffing studies:
1650 S. Amphlett Blvd., Suite 213 San Mateo, CA 94402 „ 650.858.0507
SF Bay Area (Headquarters), Charlotte, Dallas, Fort Myers, Irvine, Portland, St. Louis
Exhibit "A"
• All of the staff for our proposed team are extremely experienced, having
themselves conducted up to hundreds of EMS and fire service studies.
- The President of the firm, with 40 years of public safety analytical
experience would serve as the project advisor.
Our Project Manager and lead analyst, Robert Finn, has led the analysis of
all of our fire and EMS studies over the past 11 years and is a member of
the NFPA and former Peer Assessor and team leader with CPSE.
• We are a `fact based' firm providing detailed data collection and analysis.
• We obtain extensive input from 'stakeholders' in all of our studies, including
municipal managers, elected officials and fire service managers.
• We work closely with our clients through interim reports and review meetings.
We appreciate this opportunity. I will serve as the primary contact for this proposal and
can be reached at the address below or at 650-858-0507 or rbrady_L@_matrixcg.net.
Y"K
Richard P. Brady, President
Matrix Consulting Group, Ltd.
Exhibit "A"
Proposal to Conduct a CRA/SOC and Strategic Planning Study Round Rock, TX
I1 Executive Summary and Overall Approach
This section of the proposal includes an overview of our firm's qualifications and
discusses our overall understanding, approach, strategy, and timeline for completing the
Scope of Services as discussed previously.
A. Introduction to the Matrix Consulting Group
Our firm was formed by senior consultants who created it to pursue a service in which
the senior people do the work. Our only business focus is the provision of organization
and management analytical services to local government. Our firm's history and
composition are summarized below:
• We were founded in 2002 as a corporation in California. However, we are also
incorporated in Texas and our Fire Service Practice is based in the Metroplex.
• Our only market and service focus is providing advisory services for the
management, staffing and operations analysis of local government.
• While we provide a variety of services to local government our most significant
service area is public safety. The Matrix Consulting Group project team has
conducted studies of more than 350 fire service agencies throughout country.
• Our firm maintains two offices in California (San Mateo and Irvine), Oregon, Illinois,
North Carolina, and Texas (in Trophy Club). We currently have 25 full-time and 5
part-time staff.
We are proud of our work for our clients, we have built a leading firm in support of public
safety over the past 20+ years.
B. Project Understanding
The Round Rock Fire Department (RRFD) is seeking a consultant to conduct and deliver
a CRA/SOC strategic planning and staffing study to guide the Department through an
expected period of growth and toward build out of the City. This effort will include short-
term (1-5 years) and long-term (up to 10 years) guidance to help shape the future of the
Department.
The RRFD provides is an all-risk agency providing fire and ALS/BLS EMS first responder
services to a City with a population of approximately 150,000 residents in an area of 38
square miles from 9 fire stations staffing with 11 emergency response units daily.
Matrix Consulting Group 1
Exhibit "A"
Proposal to Conduct a CRA/SOC and Strategic Planning Study
Round Rock, TX
The Department also staffs a Community Risk Reduction Division, Training Division and
Homeland Security and Emergency Management.
The scope of services for this project will include:
• Conducting and completing a Community Risk Assessment (CRA) to fully illustrate
the fire and non -fire risks present in the community served.
• Development of a Standards of Cover document to illustrate the current response
capabilities of the Fire Department.
• Developing recommendation to shape the next 10 years of the RRFD that
maximizes the ability to capitalize on opportunities and minimize threats.
• Development of a Customer -Centered Strategic Plan.
C. General Approach
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:
A principal of the firm is involved in every
project, providing oversight and quality
control to all 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
client unique service level goals,
workloads, risks, and operating
environment.
Objective & Data Driven
EkAnalytical Methodology
10 Collaborative
000 Communication
Effective Project
-
FIX:Our data collection and
Management
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.
Matrix Consulting Group
Exhibit "A"
Proposal to Conduct a CPA/SOC and Strateg c Planning Study Round Rock, TX
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 by conducting extensive
interviews, reviewing compiled data and interim deliverables, and
maintaining frequent, regular communication with our clients.
D. Work Plan
The task plan, which follows, provides an outline of the steps that the project team would
take to conduct and complete this study. Various incremental tasks are organized into
six (6) phases.
Phase 1 — Project Initiation
Task 1A 1 Project Initiation and Development of Work Plan
In this task the project team will meet with the assigned representatives from the
Department to gain a full understanding of goals and expectations for this project. From
these meetings, the project manager will develop a work plan illustrating:
• Tasks to be performed in the project
• Person(s) responsible for each task
• Schedule for each task objective
• Methods for evaluating results
• Resources needed to complete each task
• Possible obstacles identified for each task
Task 1 B 1 Acquisition and Review of Background Information
In this portion of the task, the project team will work closely with the Round Rock Fire
Department to gather data, which defines their operations, goals, performance
expectations and forms of governance. The types of data to be collected include, but are
not limited to:
Annual budgets for the previous 3 years, including financial plans and debts.
Matrix Consulting Group 3
Exhibit "A"
Proposal to Conduct a CRA/SOC and Strategic Plann ng Study Round Rock, TX
• Previously conducted studies for the Department.
• Prior strategic plans and Standard of Coverage/Community Risk Assessments.
• Standard Operating Guidelines, Procedures and Administrative Policies.
• Current performance objectives and targets by community or risk.
• Local collective bargaining agreements, if applicable.
• Automatic and mutual aid agreements.
• CAD data for the previous 3 years for emergency incident responses.
• Records management data, including NFIRS data.
• Local GIS data, as available.
This information will be utilized by the project team to assist in the development of an
agency profile, which will serve as the factual basis for making decisions later in the
project. The above steps will be conducted in conjunction with stakeholder interviews as
described below.
Task 1 C I Initial Interviews
To fully meet the core requirements of conducting this study - including evaluating
current operating environment as well as short term and long-range needs of the Fire
Department - the project team will need to develop an in-depth understanding of
attitudes towards existing service levels and the unique characteristics of programs and
community protection needs in the service area. To provide this level of understanding,
the team will accomplish the following:
• Interview City management
• Interview key elected and appointed officials from the City.
• Conduct a kick-off meeting with Fire Department leadership.
• Interview the leadership of the Fire Departments to obtain an initial understanding
of the organization, major goals and recent trends as well as satisfaction with and
improvement opportunities.
• Interview other stakeholders identified by the Department who are critical in
developing strong background knowledge for the study, including finance,
community planning, human resources and the like.
Matrix Consulting Group 4
Exhibit "A"
Proposal to Conduct a CRA/SOC and Strategic Plann ng Study Round Rock, TX
• Initial interviews will focus on determining individual attitudes toward current fire
protection service levels, programs, and community protection needs, including:
- How services are currently funded
- Adequacy of current funding levels and long-term funding needs.
- Adequacy of existing service levels (e.g., response times, call results, etc.).
- Any changes planned for staffing or capital purchases in the next five years.
Issues regarding inter -relationships among other regional fire entities.
-- How current budgeting and financial reporting works in the Department.
Growth projections over the next five years in each service area.
• We will also collect basic documents which "define" the Fire Department internally
and externally (e.g., budgets, financial plans, goals and objectives, policies and
procedures, mission statements, overcall service trends, loss statistics, past
studies, community plans, zoning maps, inventories, etc.).
PHASE RESULT
Based on the results of these interviews and initial data collection, the project team
will prepare an internal project team memo, which clearly develops the primary tasks
to be performed, the persons responsible, a timeline and potential obstacles.
Phase 2 - Evaluation of Current Conditions
Task 2A I Organizational Review
In order to further our understanding of service delivery and service objectives of the
Round Rock Fire Department, the project team will collect a variety of data from the RRFD
to develop a descriptive profile of current operations, financing, management, staffing,
station locations, apparatus and deployment plans.
This analysis will allow the project team to provide our factual understanding of the
current staffing, finances and how services are provided by the Department to their
service area. During this assessment we will also examine the current demand for
services and workload by station response area and apparatus. We will collect and
summarize the following information:
Service area, population, geography and demographics
Current service delivery infrastructure
History and formation of the agency
Matrix Consulting Group 5
Exhibit "A"
Proposal to Conduct a CRA/SOC and Strategic Planning Study Round Rock, TX
• Governance model and organizational lines of authority and structure.
• Standard operating and foundational policies
Task 2B I Management Components
This task will focus on examining the management structure and components for the Fire
Departments. This analysis will include examining:
• Vision and Mission Statements, strategic plan, goals and objectives
• Documents related to the internal assessment of critical issues
• Documents related to the internal assessment of future challenges expected
• Documents describing the internal and external communications process and any
external stakeholder input received
• Procedures to ensure document security and control
• Procedures to ensure proper reporting and record keeping as well as CQI process
in place to ensure consistent adherence to standards
• Current information technology systems in use and any planned upgrades.
Task 2C I Capital Assets and Improvement Plan
Facilities
Stations and facilities will be evaluated based on their design and construction and how
that relates to the ability of personnel to meet established performance standards.
Overall, each station and facility will be observed to ensure that:
• It offers a safe place for employees to operate.
• It is compliant with codes.
• It provides adequate facilities for employees to perform their required duties.
• It is viable for conducting future operations.
• General location in relation to the risks in the service area is appropriate.
• Ability to accommodate additional personnel, apparatus and equipment.
Matrix Consulting Group 6
Exhibit "A"
Proposal to Conduct a CRA/SOC and Strategic Planning Study Round Rock, TX
Apparatus / Vehicles
The apparatus and vehicles owned and operated by the Department will be examined and
an inventory list of existing apparatus and vehicles developed. The list will include:
• Type of apparatus
• Age and mileage/hours of operation
• Condition and current service status
• National Fire Protection Association (NFPA) compliance
• Current replacement plans in place
The future needs of each service area will also be examined to determine if the current
apparatus and vehicles will meet these needs.
Task 2D I Staffing
This task will focus on reviewing and documenting current staffing levels for career and
volunteer personnel in the Department. The review will examine:
• Staff by classification (i.e., number and rank of command and line staff members,
administrative staff, etc.)
• Scheduling of staff
• Incident deployment plans
• Analysis of current standard of coverage and staffing performance for incidents
responded to in the previous three (3) years
• Distribution of staff for response to fire and EMS incidents
• Activity levels of personnel, including use of shift personnel to perform
administrative and ancillary duties
• Analysis of utilization rates of fire and EMS companies
• Review of emergency call back procedures utilized by the Department and the
historical cost associated with calling back personnel.
The project team will also examine the management systems as part of this task:
• Salaries and benefits for career personnel; any payments to volunteers
Matrix Consulting Group
7
Exhibit "A"
Proposal to Conduct a CRA/SOC and Strategic Planning Study Round Rock, TX
• Human resource policies and handbooks
• Job descriptions used by the Departments
• Reports and recordkeeping systems
• Disciplinary processes
• Employee assistance programs
• Recruitment and retention programs
• Promotional processes and requirements
• Health and wellness programs
Task 2E I Community Risk Assessment
The project team will work to fully understand the range of hazards found within the
Department's area of responsibility and growth projections for the City that will impact
the Fire Department. Specific steps to understanding the fire and non -fire risks present in
the Department's service area will include:
Review of local planning/zoning data combined with Geographic Information
System (GIS) data to evaluate the physical risks of the community, including:
- Geospatial layout - growth boundaries, construction and infrastructure
- Topography including response barriers, elevations and open space
- Transportation network including roads, rail lines, airports and waterways
- Evaluation of physical assets protected
- Evaluation of development in the service area
• Review of available census and community development data indicating
Population history
- Census -based population and demographic information
- Community planning -based population information
- Transient population and demographic information
- Population density
- Community land use regulations
- Locations of mid -rise and high-rise occupancies
- Occupancy types by land use designation
- Hazardous substances and processes
- Non-structural risk in the service area
Matrix Consulting Group
Exhibit "A"
Proposal to Conduct a CRA/SOC and Strategic Planning Study Round Rock, TX
An example of the evaluation of community risk for earthquake risk is provided below:
Impact on the Fire Department
Impact Descriptor Description
Score
2
. Example - Typical EMS Call/Service Calls
4
• Example - Hazardous Conditions Calls
6 Moderate
• Example - Auto Accidents - no entrapment
8 Significant
• Example - Auto Accidents with extrication
10
• Example - Structure Fire/Natural Disaster
Earthquake Risk
Probability
10
s
6
4
2
Impact on
Fire/EMS Consequence
Services
Evaluation of the workloads of the Department and how it relates to risks,
including:
- A Demand Study that will analyze and geographically display the current
service demand by incident type and temporal variation
Development of a matrix for the common and predictable risk types and
corresponding staffing, resource needs and time standards to mitigate
these types of emergencies. This will allow comparison of the current
deployment capabilities and calls against community risks.
- Summary of the current available resources and how they correspond to
the community risk profile
Matrix Consulting Group
0
Exhibit "A"
Proposal to Conduct a CRA/SOC and Strategic Planning Study Round Rock, TX
Calls
For Service - 2020 Blocks
2019
- 2022
Station 53
Station 5D
r-+ i
• Station 55
Station 7 '
' Station 51
•
Station 76
Station 73
Station 75
StW24 71
Station 81
Station 72 Statiai_t 77
.
HeadGue a
Calls For Service
30 -100 static 46
t5
1 00 - 300 SUtion45
300 - 600
Woodbridge Station 7.
600 -1400
Review of Historical System Performance
The project team will review and make observations in areas specifically involved in, or
affecting, service levels and performance. This will include reviewing the impact of traffic
calming strategies and other modifications that can impact response travel times. Key
areas to be reviewed will include:
Distribution Study -- Overview of the current facility and apparatus deployment
strategy, analyzed through GIS software, with identification of service gaps and
redundancies in initial unit arrival.
Matrix Consulting Group 10
Exhibit "A"
Proposal to Conduct a CRA/SOC and Strategic Planning Study Round Rock, TX
Estimated 4 Minute Drive Time
J
Concentration Study
- Analysis of response times to achieve a full effective response force
- Analysis of company and staff distribution
Matrix Consulting Group 11
Exhibit "A"
Proposal to Conduct a CRA/SOC and Strategic Planning Study Round Rock, TX
8 Minute Concentration
,Sfgion 53
Station 50
r Station 55
S i[x]n•7•
�S�1:ar151
• SZulign 76
Station 73
Station,
St •
Stati , • }
' 513rion 71
' Station 81
2 { .
r
Personnel
Staff 46
3-9 •
O - •Station 45
0 16 - 24 woollbridye Station 7:
■ 25-39 - •
• Reliability Study
- Analysis of current workload, including unit hour utilization of companies.
- Review of actual or estimated failure rates of Individual companies
- Analysis of call concurrency and the impacts
- Analysis of actual system reflex time performance
Review of current automatic and mutual aid documents to determine the ability of
outside agencies to assist in the delivery of emergency services and development
of an effective response force and development of maps illustrating the capability
of these resources and the effectiveness of inter jurisdictional response.
• Development of an optimal station placement and staffing plan to address current
needs and future planned growth.
• Impacts of unhoused populations on service reliability and how to mitigate the
impacts of serving this segment of the community.
Matrix Consulting Group 12
Exhibit "A"
Proposal to Conduct a CRA/SOC and Strategic Planning Study Round Rock, TX
Task 2F I Support Programs
The Matrix Consulting Group will review the support programs present within the Fire
Department for the critical areas of training, health and wellness, life safety services and
communications.
Training
The training and educational resources will be examined to ensure they are structured to
provide the proper education and training for the Department to achieve the stated
mission.
• Training records will be reviewed to determine the types and frequency of training
provided to sworn, volunteers and civilian personnel
• Training procedures, manuals and protocols will be reviewed to ensure they are
current, up to date and reflect best practices
• Training schedules will be reviewed to ensure there is both a short and long-term
training plan in place
• Training facilities will be examined to ensure they effectively support the training
needs of agencies in the fire incident response system.
The result of this task will be a thorough assessment of training and staff development
programs.
Fire Prevention and Public Education
The fire prevention/life safety services will be reviewed to ensure the Department
operates effective programs geared toward fire prevention, life safety, hazard risk
reduction and the detection, reporting and control of fires and medical emergencies. The
programs will be reviewed to determine:
• What fire prevention codes have been adopted?
• What type of inspection programs are in place and what role suppression
personnel have in the inspection program?
• What type of public education programs are provided by the agencies?
• What type of pre -incident planning and hazard identification programs are in place
at the agencies?
Matrix Consulting Group 13
Exhibit "A"
Proposal to Conduct a CRA/SOC and Strategic Planning Study Round Rock, TX
• What the agency's role is in the investigation of fires occurring in its jurisdiction.
Are outside agencies used to investigate certain fires?
The result of this task will be a multi -faceted assessment of the totality of the fire
prevention and development review program as it relates to the fire service.
Communications
We will evaluate the emergency communications system used by the Department to
determine:
• Current alarm systems and communication infrastructure
• Public Safety Answering Point and Dispatch Center capabilities and procedures
• Staffing of the emergency communications center(s)
• Any funding or debt service obligations for CAD, radios or equipment.
Planning and Logistics
The planning processes for the Department will be reviewed to fully understand how
planning is currently occurring. The planning components will be reviewed to determine:
• Is there and adequate planning process in place?
• What type of tactical planning is occurring?
• What types of operational planning efforts are occurring?
• What is the strategic planning process, how often is the strategic plan updated?
• Are there long-range plans for capital improvements or apparatus replacement?
We will also examine the practices, procedures, recordkeeping, and administrative
oversight for the following departments:
• Logistics
• Fleet Maintenance
• Facilities
• Human Resources
• Finance
Matrix Consulting Group
14
Exhibit "A"
Proposal to Conduct a CRA/SOC and Strategic Planning Study Round Rock, TX
Task 2G I Emergency Medical Services
The support and oversight of Emergency Medical Services (EMS) will be evaluated to
determine:
• The logistic support provided to EMS services
• Current medical control provider and oversight
• Quality assurance/improvement programs used in EMS
• System integrity and processes to ensure proper credentialing
Task 2H 1 Specialty Rescue Programs
The capabilities of the Department will be evaluated regarding specialty and technical
rescue services to include:
• Number of personnel and training levels
• Type of apparatus and equipment available
• System demand and historical performance of specialty rescue teams
• Certification levels and deployment of resources for specialty rescue teams.
Task 21 1 Establish Performance Objectives and Measures
Once the above document has been approved as factual the project team will work to
develop an appropriate set of goals and objects for the Department specific to the types
of risks identified as probable in the service area. The goals and objectives will be
developed with respect to the following:
(1) Performance Objectives and Measures.
Distribution - Initial attack (first due) resources for risk specific intervention
Concentration - Effective response force assembly, or the initial resources
necessary to stop the escalation of the emergency for each risk type
Are changes needed to the response time standards used by the Department?
Matrix Consulting Group 15
Exhibit "A"
Proposal to Conduct a CRA/SOC and Strategic Planning Study Round Rock, TX
(2) Overview of Compliance Methodology
The project team will work with the Department's management team to develop a
methodology to provide continual measurement of future performance. This
methodology will include:
• Records Management Systems (RMS) usage policies
• Assignment of oversight responsibilities
• Schedule of assessments
• Review requirements of each assessment type
TASK RESULT
This task will conclude in an interim project report showing the current conditions
and capabilities of the Department, including a detailed facility and apparatus
assessment. It will also include development of proposed performance objectives to
be used in the strategic planning process. This document will be delivered to the
Department for factual review to ensure that our understanding is factual.
Phase 3 - Public and Employee Input
Task 3 1 Obtain External and Internal Perspectives on Fire Service Issues
To maximize input to the study and help build a foundation for the analysis, extensive
input from local leaders, civic groups, and neighborhood associations provides key
insights into service expectations and future changes to the emergency service system.
For effective participation and feedback. we propose two approaches:
Community input meetings in each community served by the Department.
Use of an online anonymous community survey.
The community meetings will be used to educate the public on the current services and
performance of the Department and solicit input into what services and performance
levels are expected. We expect to conduct many interviews in the community to
understand the views of the community related to their emergency services. This will
include small group interviews to understand the services provided in each service area
of the RRFD.
Matrix Consulting Group 16
Exhibit "A"
Proposal to Conduct a CRA/SOC and Strategic Planning Study Round Rock, TX
We will also develop an anonymous online survey for the community using
SurveyMonkey, which also ensures that only one response can be completed per
individual. The survey will provide the community with the opportunity to provide input
into the study for the Strategic Plan, and will elicit responses on topics including:
• Prioritization of services by the RRFD
• Concerns about the RRFD
• Expectations of the residents/taxpayers and the cost associated with the service.
• Perceptions of the RRFD
• Controlling costs
The perspectives of the community and the public are important as are the perspectives
of the RRFD organization to include elected officials, administration, and other fire service
entities including the command staff of the RRFD.
The project team will also conduct SWOT sessions internally in the Department to
determine employee perceptions of the Strengths, Weaknesses, Opportunities and
Threats facing the organization. For these meeting we suggest the following:
• One meeting with command staff
• Nine meetings with line personnel
• One meeting with administrative and civilian staff
The results of these meetings will be documented and discussed with the project steering
committee as the strategic planning effort continues.
TASK RESULT
The results of the workshops and surveys will be reviewed with the Department
project team. The results will be utilized in the development of the strategic plan and
provided in a summary form within the report.
Matrix Consulting Group
I/
Exhibit "A"
Proposal to Conduct a CRA/SOC and Strategic Plann ng Study Round Rock, TX
Phase 4 — Future System Demand and Delivery Projections
Task 4A Projection of 10 Year Fire Department Service Demands and
Personnel Resource Needs
The unique factors of a community shape the service environment that public safety
personnel operate in, and as a result, there is not a one -size -fits -all approach to identifying
strategic planning.
The modeling system we have developed to determine the impacts of development and
growth on fire service demands is the combined product of using advanced technical
capabilities and our experience in working with local government clients.
Key aspects of the model employed to create an accurate and defensive model for
planning service and personnel needs include the following:
Illustrative Factors Considered to Project Future Staffing Needs
It
Geographic Analysis of Service Needs
In order to model the effects of the anticipated
growth in the Department, it is critical to
understand the rates at which existing and
similar developments generate workloads and
other public safety service needs.
Our analysis will utilize a GIS-centered approach
to examine geospatial trends in service
demand.
Matrix Consulting Group 18
Exhibit "A"
Proposal to Conduct a CRA/SOC and Strategic Planning Study
Land Use and Redevelopment
Round Rock, TX
Different types of residential, commercial, and
industrial zoning spaces have unique impacts
on public safety service needs.
We will meet with local Planning officials to
understand how land is used currently, as well
as the configurations of any anticipated
development and redevelopment, in order to
accurately model how these needs will evolve.
The data collected from Planning and other
resources will form the basis of our GIS model
of how fire service needs will evolve over the
projection timeframe.
-i 094 R 0 a 4 J 0 A 1 d d # ...........................■•....... I . . . . . . . . . d................{ .•III•.•.■.■......• Y......••••.
Regional Interactions
Understanding the context of the community
within its surrounding region is essential to
forecasting its planning needs.
This includes developing an understanding of
factors such as the daytime working population
and effects on field resource demands.
"._-
Workload -Based Projections
Rather than base projections for future staffing
needs on a simple ratio such as officers per
capita, our analysis builds staffing needs from
how workload is changing — whether driven by
' calls for service, investigative cases, or reports
x, rA )r 60 Oa and administrative workloads for records staff.
Data collected for the analysis of projected service and personnel needs includes the
following:
CAD data (up to the past three years if current CAD system has been in place for
that timeframe)
Matrix Consulting Group 19
Exhibit "A"
Proposal to Conduct a CRA/SOC and Strategic Planning Study Round Rock, TX
• Supporting information for CAD analysis (e.g., unit code and incident type lists,
incident report totals).
• Planning and land use GIS shapefiles (preferably including information such as
commercial space, housing unit counts, and other key target hazard data)
• Information on planned developments, including expected timeframes for
completion, when possible
• Impact of mental health issues in the community, including social services
• Impact of non -emergency response on unit availability.
The project team will collect other publicly available data used for the analysis, such as
road networks, census data, and geographical features.
The results of the service needs and staffing projections will be developed into an interim
deliverable that provides comprehensive projections for service and staffing needs for
every fire department function. The projections will be provided at multiple timeframes in
order to provide for a more accurate planning process.
Task 4B I Future Delivery
This task will focus on finalizing the elements needed to fully develop the Strategic Plan,
focusing on the organizational capabilities, challenges and goals and objectives for
maintaining or improving the services delivered to the community. The Strategic Plan will
address each of the areas analyzed and discussed earlier in the project as well as
examination of the following:
• Description of the current capital facility infrastructure, deficiencies and scope and
cost to remedy identified deficiencies as well as facility needs over the next 10
years.
• Review of the current vision, mission and values statement to ensure they are
relative and reflect the current and future organization.
• Development of goals and objectives for the short, mid and long-term that are
specific, measurable, attainable, realistic and time bound (SMART).
• Implementation plan to achieve the goals and objectives including organizational
changes, cost, partnerships, changes in laws, policies or regulations needed and
who is responsible for the goal.
• Fully detailed cost of any proposed costs or savings from the changes.
Matrix Consulting Group 20
Exhibit "A"
Proposal to Conduct a CRA/SOC and Strategic Plann ng Study Round Rock, TX
Development of performance measures to track implementation and success of
the goals and objectives.
Any recommendations that will require action on the part of the governing body for
implementation.
TASK RESULT
The analysis will result in an interim deliverable that comprehensively projects the
community risk profile and public safety service and resource needs over the next
10 years for each function of the Fire Department. The project team will review the
draft deliverable with the RRFD project team and make revisions as needed.
Phase 5 — Final Report
Task 5 1 Development of the Final Project Report
Once the work tasks noted above have been completed, our findings, conclusions, and
recommendations will be documented in the form of a draft and final report to the
Department together with detailed plans for implementation.
The report will include full detailed analysis of the items in the scope of work along with
timelines and targets for implementing change and the costs associated with that
change.
TASK RESULT
The draft report will be reviewed with the Fire Department while in draft form. Once
all reviews and any necessary revisions have been completed and the report is in
final form, we will conduct a formal presentation to stakeholders if desired.
F_ Project Timeline
The table, below, graphically displays the tentative schedule to conduct the Strategic Plan
study. The chart shows the sequencing of each proposed work task, the elapsed time it
would take to complete each task.
We are proposing that the study be completed in b calendar months.
Matrix Consulting Group 21
Exhibit "A"
Proposal to Conduct a CRA/SOC and Strategic Planning Study Round Rock, TX
Month -by -Month Schedule of Project Tasks
1 2 3 4 5 6
Initiation
Current Conditions
Stakeholder Input
Future Needs
Draft/Final Report
Matrix Consulting Group 22
Exhibit "A"
Proposal to Conduct a CRA/SOC and Strategic Planning Study Round flock, TX
12 Experience and Capabilities
This section of the proposal highlight's the Matrix Consulting Group's industry experience,
expertise, and capabilities, and introduces the proposed project team.
A. Fire Consulting Experience
Our firm is comprised of highly experienced management consultants who specialize in
the analysis of fire services. We are one of the leading fire service consulting firms in the
country and have conducted fire studies for over 350 communities in Texas and
elsewhere. This experience includes master planning, strategic planning, standards of
coverage, staffing and deployment studies. Recent examples include the following:
Albany, California
Anchorage, Alaska
Arlington, Texas
Barnstable, Massachusetts
Boston, Massachusetts
Butte County, California
Cedar Hill, Texas
DeSoto, Texas
Dixon, California
Grants Pass, Oregon
Highland, California
Huntington Beach, California
Keller/Westlake, Texas
Mercer County, California
Milwaukee, Wisconsin
Monrovia, California
Montpelier, Vermont
Napa, California
North County, California
Palo Pinto County, Texas
Placer County, California
Plano, Texas
Sacramento, California
San Antonio, Texas
Southlake, Texas
Springdale, Arkansas
Trophy Club, Texas
The firm and this project team have completed several Standard of Cover and strategic
planning studies across the United States in the past five (5) years, these include:
Client
Project
Team
Bellingham, WA
Standard of Cover / Strategic
R. Brady Project Manager
Plan
R. Finn Lead Analyst
T. Lewis Fire Analyst
R. Peterson Data/GIS Analyst
Big Bear Fire Authority,
_
Standard of Cover / Strategic
R. Brady Project Manager
CA
Plan
R. Finn Lead Analyst
T. Lewis Fire Analyst
_
R. Peterson Data/GIS Analyst
Dinwiddie County, VA
Standard of Cover / Strategic
R. Brady Project Manager
Plan
R. Finn Lead Analyst
T. Lewis Fire Analyst
R. Peterson Data/GIS_Analyst
Dixon, CA
Standard of Cover / Strategic
R. Brady Project Manager
Plan
R. Finn Lead Analyst
T. Lewis Fire Analyst
_
R. Peterson Data/GIS Analyst
Fremont, NE
Strategic and Master Plan
R. Brady Project Principal
Matrix Consulting Group 23
Exhibit "A"
Proposal to Conduct a CRA/SOC and Strategic Planning Study Round Rock, TX
Client
Team
R. Finn Project Manager
T. Lewis Lead Analyst
R. Peterson Data/GIS Analyst
Grants Pass, OR Standard of Cover Study
R. Brady Project Manager
R. Finn Lead Analyst
T. Lewis Fire Analyst
R. Peterson Data/_GIS Analyst
Los Banos, CA Standard of Cover / Strategic
R. Brady Project Manager
Plan
R. Finn Lead Analyst
T. Lewis Fire Analyst
R. Peterson Data/GIS Analyst
North County, CA Strategic and Master Plan
R. Brady, Project Principal
R. Finn, Project Manager
T. Lewis, Lead Analyst
R. Peterson, Data/GIS Analyst
Oshkosh, WI Standard of Cover / Strategic
R. Brady Project Manager
Plan
R. Finn Lead Analyst
T. Lewis Fire Analyst
R. Peterson Data/GIS Analyst
Placer County, CA Standard of Cover Study
R. Brady Project Manager
R. Finn Lead Analyst
T. Lewis Fire Analyst
R. Peterson Data/GIS Analyst
Stafford County, VA CRA/SOC Study
R. Brady Project Manager
R. Finn Lead Analyst
T. Lewis Fire Analyst
_
R. Peterson Data/GIS Analyst
Steamboat Springs, CO Standard of Cover Study
R. Brady Project Manager
R. Finn Lead Analyst
T. Lewis Fire Analyst
R. Peterson Data/GIS Anal st
Vernon, CA Standard of Cover
R. Brady Project Manager
R. Finn Lead Analyst
T. Lewis Fire Analyst
R. Peterson Data/GIS Analyst
West Sacramento, CA Standard of Cover Study
R. Brady Project Manager
R. Finn Lead Analyst
T. Lewis Fire Analyst
R. Peterson Data/GIS Analyst
Westport, CT Standard of Cover / Strategic
R. Brady Project Manager
Plan
R. Finn Lead Analyst
T. Lewis Fire Analyst
R. Peterson Data/GlS Analyst
Matrix Consulting Group 24
Exhibit "A"
Proposal to Conduct a CRA/SOC and Strategic Planning Study Round Rock, TX
B. Project Team
The Matrix Consulting Group proposes to utilize a senior project team, including our
President and other experienced personnel, several with direct fire service experience.
The senior members of the team have between 10 and 30+ years of professional
experience as consultants and/or fire professionals.
The organization of the project team is as follows:
Richard Brady
President
Robert Finn Ian Brady
Sr. Manager Vice President
Project Manager Data Analytics
F_, ,__...,_
Ferry Lewis
Sr. Consultant
Project Analyst
Brian Reese
Consultant
Project Analyst
Ryan Peterson
Consultant
Date Analyst
Summary descriptions and resumes of each team member are provided below:
Name/Title Summary of Professional Background, Experience, and Education
Richard Brady Mr. Brady has been providing management consulting services to
President municipalities for over 40 years across all governmental functions, including
over 400 law enforcement department clients conducting costs and financial
Project Executive analysis, organizational and operational assessments, organizational
structure reviews, feasibility studies, technology and equipment reviews, and
performance audits. He founded Matrix Consulting Group in 2002, is the
President of the firm and leads its public safety practice.
Recent studies for which Mr. Brady was the project principal included Oshkosh
and Milwaukee (WI), Columbus (OH), Davenport (IA), Boston, Chelsea, and
Yarmouth, as well as a public safety shared services study for Provincetown
and Truro on Cape Cod (MA), Sacramento (CA), Sterling Heights (MI), and
Anchorage (AK).
Matrix Consulting Group 25
Exhibit "A"
Proposal to Conduct a CRA/SOC and Strategic Plann'ng Study Round Rock, TX
Name/Title Summary of Professional Background, Experience, and Education
He has a Doctoral Degree from Oxford University and a Bachelor of Arts from
Cal State, Hayward.
Robert Finn Robert is a Senior Manager with the Matrix Consulting Group and previously
Senior Manager served as the Chief of the Southlake (TX) Department of Public Safety. Mr.
Finn has a strong background in the fire service coupled with a successful
track record in strategic planning, budgeting, change management,
Project Manager / community relations, and building collaborative partnerships. He has over 25
Lead Project Analyst years of experience in fire service operations and consulting. Robert Finn is
also a Peer Assessor, Team Leader, and Technical Reviewer with the
Commission on Fire Accreditation International (CFAI).
Recent fire service consulting projects include Oshkosh and Mequon (WI),
Medina (MN), Big Bear, Dinuba, Dixon, Huntington Beach, Los Banos, Vernon
and West Sacramento (CA), as well as Butte, Merced, Placer and Tuolumne
Counties (CA), Greenwich and Westport (CT), Billerica, Boston, Chelsea and
Yarmouth (MA), Estacada and Grants Pass (OR), North Utah County (UT), San
Antonio (TX), Steamboat Springs (CO) and Suffolk (VA).
Mr. Finn has a MBA and Bachelor of Science in Public Safety Management
from Grand Canyon University.
Terry Lewis Terry is a Senior Consultant with our firm and has over 30 years' experience
Senior Consultant as a consultant and fire service manager. He worked in all capacities of the
fire service including finance, prevention, and operations, eventually becoming
Fire Chief. Terry also served as a Team Leader, Peer Assessor and Agency
Project Analyst Mentor.
Mr. Lewis was a member of our department study teams for Mequon and
Oshkosh (WI), Medina (MN), Big Bear Dixon, Los Banos, Vernon and West
Sacramento (CA), as well as Butte, Merced, Placer and Tuolumne Counties
(CA), Greenwich and Westport (CT), Billerica (MA), Estacada and Grants Pass
(OR), and Steamboat Springs (CO).
Mr. Lewis has a Bachelor of Science in Fire and Safety Engineering Technology
and an AA in Accounting from the University of Cincinnati.
Matrix Consulting Group 26
Exhibit "A"
Proposal to Conduct a CRA/SOC and Strategic Planning Study Round Rock, TX
Ian Brady Ian Brady is a Vice President with the Matrix Consulting Group as part of our
Vice President Management Services Division. Mr. Brady created and leads our data analytics
practice, which for fire staffing studies includes evaluation of deployments,
staffing and scheduling issues and alternatives.
Data Analytics/GIS Mr. Brady has recently worked on public safety management studies for
Mapping Austin (TX), Coconut Creek and Cooper City (FL), Boston, and Yarmouth (MA),
Atherton and West Sacramento (CA), Portland (OR), and Milwaukee and
Oshkosh (WI).
He received his BA in Political Science from Willamette University.
Ryan Peterson Ryan Peterson is a Consultant specializing in GIS and data analytics. He has
Consultant over five years of experience conducting geospatial analysis for local and
regional governments. He previously worked for Portland and Beaverton and
the Tri-County Metropolitan Transportation District.
Data Analytics/GIS He recently worked on projects for Oshkosh (WI), Medina (MN), Tacoma (WA),
Mapping Salt Lake City (UT), and Tigard (OR), Los Angeles, Sacramento, San Francisco
and San Jose (CA), Wichita (KS), Denton, Fort Worth, Lewisville (TX), Raleigh
(NC), Kansas City (MO), Rockford (IL), Miami Beach (FL).
He holds a Bachelor of Science in GIS from University of Oregon, certificates
in GIS from Portland State and programming from the Epicodus School.
Brian Reese Brian is a Consultant with the Matrix Consulting Group. He has over 30 years
Consultant of experience in the fire service in Ohio and as a consultant. He recentlyjoined
the firm and is working on projects in Elko (NV) and Richmond (CA)
Project Analyst He has a BS in Business Administration, Mount Vernon Nazarene University
and an AAS in Fire Science Technology, University of Cincinnati.
Matrix Consulting Group 27
Exhibit "A"
Proposal to Conduct a CRA/SOC and Strategic P ann ng Study
Round Rock, TX
RICHARD BRADY
PRESIDENT, MATRIX CONSULTING GROUP
Richard founded Matrix Consulting Group in 2002 and our Canadian
Relevant Clients:
firm, MCG Consulting Solutions in 2017. He leads our Public Safety
MB Winnipeg
Practice which includes law enforcement and justice studies. He has
ON Kawartha Lakes
served as the Project Manager or Lead Analyst on hundreds of public
AB Edmonton
safety studies in his 40 year career. His subject matter expertise
AZ Phoenix
includes staffing and deployment, management effectiveness, and
CA Los Angeles
governance and transparency. Prior to his founding of these two
CA San Francisco
firms, he served for over 20 years as a practice leader in two other
IA Davenport
firms, including Maximus.
TX Austin
Experience Highlights
TX Fort WorthMO
Kansas City
West Sacramento, CA. Richard served as the Project Manager for this
OH Columbus
OR Portland
engagement. He was responsible for oversight of all aspects of the
VA Richmond
project that examined the police and fire departments. Key findings/
NC Raleigh
achievements of the project:
NC Asheville
• Adding a quick response EMS vehicle
WA Tacoma
WI Glendale
• 10 year plan to add a station to the developing southern
WI Oshkosh
portion of the City
OR Portland
• Full assessment of growth impacts for 25 years.
Years of Consulting: 40
Davenport, IA: Richard served as the Project Manager for this project
that examined the staffing and operations of both the Police and Fire
Education:
Departments. Key findings/achievements include:
BA, California State
• Developing performance measures based on population
University, East Bay.
density and risk profile
• Relocating a station to improve services in the northern areas
PhD, Oxford University, U.K.
of the City
Notable Accomplishments:
• Creating a full-time training officer position.
Massachusetts Governor's
Role on This Engagement:
Committee on Local
Richard will serve as a project executive and advisor.
Government
Professional Association:
Association of Local
Government Auditors
International City -County
Management Association
Matrix Consulting Group 28
Exhibit "A"
Proposal to Conduct a CRA/SOC and Strategic Planning Study Round Rock, TX
ROBERT FINN
SENIOR MANAGER, MATRIX CONSULTING GROUP
R0BERT FINN Robert Finn is a Senior Manager with the Matrix
Relevant Clients:
Consulting Group and previously served as the Chief of the Southlake
AK
Anchorage
(TX) Department of Public Safety. Mr. Finn has a strong educational
CA
Big Bear
background coupled with a successful track record that includes
CA
Huntington Beach
strategic planning, budgeting, change management, community
CA
Mercer County
relations, and building collaborative partnerships. Robert has over 30
CA
Monterey
years of fire service and consulting experience covering all aspects of
CO
Mesa County
the fire service industry.
CO
Steamboat Springs
Robert's relevant experience includes serving the City of Southlake,
CT
Greenwich
Texas for 25 years in the following roles:
CT
Westport
• Chief of Police (2008 to 2011)
GA
DeKalb County
• Chief of Fire Services (2004 to 2008)
IA
DavenportMA Billerica
• Lieutenant of Professional Standards (1999 to 2004)
MA
Boston
• Lieutenant of Training (1995 to 1999) - Level II Instructor
MA
Chelsea
• Coordinator of Emergency Medical Services (1993 to 1995)
MA
Yarmouth
• Firefighter / Driver / Paramedic (1987 to 1993)
MI
Sterling Heights
NC
Raleigh
NY
Bedford
DeSoto, Texas. Robert was the lead analyst on this study to look at
NY
New Rochelle
the current and future station needs for this growing community in
OH
Cleveland
North Texas. Key findings and recommendations included:
TX
Possum Kingdom
• The need for a peak time EMS station in the hospital district.
TX
San Antonio
• The need for a 41h fire station to serve the growing western
WA
Bellingham
portion of the City.
WI
Oshkosh
• The opportunity to share the 41" station with neighboring Cedar
Years
of Experience: 30
Hill as similar growth was occurring in an adjacent area of that
City.
Education_
West Sacramento, CA. Robert served as the lead analyst for this MBA, and BS, Public Safety
engagement. He was responsible for leading all aspects of the Administration, Grand
project that examined the fire departments. Key findings/ Canyon University
achievements of the project: Professional Association:
• Adding a quick response EMS vehicle National Fire Protection
• 10 year plan to add a station to the developing southern portion Association (NFPA)
of the City International Association
• Full assessment of growth impacts for 25 years. of Fire Chiefs (IAFC)
Role on This Engagement: Robert will be the Project Manager and Center for Public Safety
Lead Analyst on this project. He served in this role on all the Excellence (CPSE)
references previously provided.
Matrix Consulting Group 29
Exhibit "A"
Proposal to Conduct a CRA/SOC and Strategic P anning Study Round Rock, TX
TERRY LEWIS
SENIOR CONSULTANT, MATRIX CONSULTING GROUP
TERRY LEWIS is a Senior Consultant with the Matrix
Relevant Clients:
Consulting Group and previously served as the Chief of the
Atherton, CA
Henderson (KY) Fire Department. Mr. Lewis has a strong
Bellingham, WA
educational background coupled with a successful track
Berlin, NH
record of leading an agency of 60 personnel in a
Big Bear, CA
community with 30,000 residents. Terry has over 30 years
Billerica, MA
of fire service and consulting experience covering all
Boston, MA
aspects of the fire industry.
Butte County, CA
Terry's relevant experience includes serving the City of
Chelsea, MA
Henderson, Kentucky as Fire Chief for 10 years. He began
Cleveland, OH
his career with the Loveland-Symmes (OH) Fire Department
Coconut Creek, FL
where he advanced through the ranks until being appointed
Davenport, IA
as Chief of Henderson. He has experience in the following
Dixon, CA
areas:
Estacada, OR
• Administration
Greenwich, CT
Fire Prevention
Huntington Beach, CA
• Financial Management
Mercer County, CA
• Operations
Mesa County, CO
• Hazardous Materials
Monterey, CA
New Rochelle, NY
Experience Highlights
Oshkosh,WI
County, WI
Cedar Hill, TX: Terry was a project analyst on this project
Raleigh, NCSan Antonio, TX
aimed at developing a strategic plan for the Fire
Steamboat Springs, CO
Department. Key findings/ achievements of the project:
Sterling Heights, MI
• Identification of the need for a peak EMS unit.
Westport, CT
• Opportunities to reorganize the fire department to
Experience: 30 yrs+
improve reporting relationships and accountability.
• Improvements to company officer training
Education:
Oshkosh, WI: Terry was a technical analyst on this study to
BS Fire Technology
look at the staffing, operations and deployment of the fire
AS Accounting,
department. Key findings/achievements include:
University of Cincinnati
• Centralizing fleet and facility maintenance
- Discontinuing the interfacility EMS transfer program
Professional Association:
• Reorganization to improve reporting relationships in
National Fire Protection
the Department
Association (NFPA)
Deployment changes to improve gaps in coverage
International Association
Role on This Engagement: Terry will be a project analyst for
of Fire Chiefs (IAFC)
fire service issues.
Center for Public Safety
Excellence (CPSE)
Matrix Consulting Group
30
Exhibit "A"
Proposal to Conduct a CRA/SOC and Strategic Planning Study
IAN BRADY
VICE PRESIDENT, MATRIX CONSULTING GROUP
Round Rock, TX
Ian Brady is a Vice President with Matrix Consulting
Relevant Clients;
Group and heads our data analytics unit. He has over 10
Az
Peoria
years of consulting experience and specializes in data
AL
Birmingham
science and public safety.
CA
Berkeley
He leads developer on all of our statistical modeling and
CA
Los Angeles
data analytics efforts, and has created standalone
CA
Roseville
models in support of our studies' analytical efforts,
CA
Sacramento
including for:
CA
San Francisco
• Developing interactive modeling tools to forecast
CA
San Jose
the effects shift schedule configurations on service
CO
Adams County
levels and overtime usage.
FL
Miami Beach
• New agency formation feasibility, financial and
FL
GA
Orange County
DeKalb CountyHI
service delivery (For 9 cities in Riverside County, CA).
Kauai County
• Growth forecasting using GIS-based projections for
IL
Lansing
population, service needs, and staffing
IL
Rockford
requirements.
KS
Wichita
• Comprehensive workload and staffing analytics.
M
Harford County
M
Howard County
Experience Highlights
MN
Hennepin County
ND
Columbia
Placer County, CA: Ian was a data analyst on this
MNC
Kansas City
project that examined community risk and
NJ
Midwest City
development of a standards of cover document. Key
NM
Raleigh
findings/ achievements of the project:
OHOR
Mahwah
PA
Rio Rancho
• Performed a CAD analysis that determined the
TX
Newburgh
current workload of all fire departments serving the
TX
Columbus
County.
TX
Portland
• Development of a phased expansion of fire
VA
Carlisle
services over a 10 year planning period.
Austin
• Development of a staffing plan for the planned
Fort Worth
growth in the County.
Travis County
Suffolk
Grants Pass, OR Ian was a data analyst on this project
that examined the staffing and deployment to develop
Years of Experience; 10
a community risk and standards of cover document.
Education:
Key roles included:
• Data analysis of CAD and other critical data
BS in Politics, Willamette
• Development of community risk maps
University.
• Development of long-term staffing needs based on
planned growth.
Role on This Engagement:
Ian will serve as the lead analyst on data analytics.
Matrix Consulting Group 31
Exhibit "A"
Proposa' to Conduct a CRA/SOC and Strategic Plann ng Study
RYAN PETERSON
DATA/GIS ANALYST, MATRIX CONSULTING GROUP
Round Rock, TX
RYAN PETERSON is a Consultant with the Matrix Consulting
Relevant Clients:
Group, specializing in GIS and data analytics. He has over nine
Atherton, CA
years of experience conducting geospatial analysis for local
Bellingham, WA
and regional governments, having previously worked for the
Birmingham, AL
City of Portland (OR), City of Beaverton (OR) and the Tri-County
Big Bear, CA
Metropolitan Transportation District of Oregon (TriMet).
Billerica, MA
Relevant experience highlights, include:
Boston, MA
• Data collection and analysis.
Butte County, CA
• Growth forecasting using GIS-based projections for
Chelsea, MA
Cleveland, OH
population, service needs and staffing requirements.
• Comprehensive workload and staffing analytics.
Coconut Creek, FL
• Analysis and redistricting of operational boundaries
Columbia, MO
Columbus, OH
• Standards of Cover analysis, including community risk,
Davenport, IA
deployment, concentration and system performance.
DeKalb County, GA
Experience Highlights
Fort worth, TXGrants Pass, OR
Placer County, CA: Ryan was a data analyst on this project that
Hennepin County, MNJefferson County, OR
t
nHI
examined community risk and development of a standards of
Kauai County,
cover document. Key findings/ achievements of the project:
Los Angeles, CA
Performed a CAD analysis that determined the t
• current
Monterey, CA
Newburgh, NY
workload of all fire departments serving the County.
New Rochelle, NY
• Development of a phased expansion of fire services over a
Oshkosh, WI
10 year planning period.
O Portland, R
• Increase of staffing to 3 person engine companies in the
Raleigh, NC
suburban and urban areas of the County to improve
San Jose, CA
effective response force formation.
Steamboat Springs,
CO
Grants Pass, OR: Ryan was a data analyst on this project that
Sterling Heights, MI
examined the staffing and deployment to develop a community
Westport, CT
risk and standards of cover document. Key
findings/achievements include
Years of Experience: 9
• Increasing staffing to 3 personnel on engine companies
Education:
• Improvements in the capturing and reliability of response
data
BS, University of Oregon,
• Development of performance objectives for future growth
Geography
planning.
Certificate, Portland State
University, GIS
Role on This Engagement: Ryan will serve as a data analytics
Certificate of Programing,
and GIS analyst.
Epicodus Vocational
School
Matrix Consulting Group
32
Exhibit "A"
Proposal to Conduct a CRA/SOC and Strategic Planning Study Round Rock, TX
BRIAN E. REESE
CONSULTANT, MATRIX CONSULTING GROUT'
Brian is a consultant with the Matrix Consulting Group and Relevant Clients:
previously served as the Chief of the Hamilton Grove Township Fire CA Richmond
and Rescue Department. He also served with the Jackson Township CA Santa Clara County
(OH) Fire Department for over 25 years. Brian has a strong NV Elko
educational background coupled with a successful track record of TX Cedar Hill
leading an agency through periods of change. Brian has over 30
years of fire service and consulting experience covering all aspects
of the fire service industry.
Brian's relevant experience includes serving the Jackson Township
(OH) as Fire Chief for 7 years. He began his career with the Hamilton
Grove Township (OH) Fire Department where he advanced through
the ranks until being appointed as Chief of Hamilton Township. He
has experience in the following areas: Years of Experience: 30+
• Administration
• Fire Prevention
• Grant Development
• Financial Management
• Operations
• Emergency Medical Services
Experience Highlights
Fire Chief Hamilton Township Fire and Rescue: Brian served as Fire
Chief for Hamilton Township for over 6 years. Key achievements
during his tenure include:
• Completion of New Fire Chief School at the National Fire
Academy.
• Updating hiring practices and improving pay and benefits.
• Improved EMS oversight and training from Medical Director.
• Lead design and construction coordination of new fire station.
Cedar Hill, TX: Terry was a project analyst on this project aimed at
developing a strategic plan for the Fire Department. Key findings/
achievements of the project:
• Identification of the need for a peak time EMS transport unit.
• Opportunities to reorganize the fire department to improve
reporting relationships and accountability.
• Improvements to company officer training and career
development.
Role on This Engagement:
Brian will be a data and technical analyst.
Education:
BS Business
Administration, Mount
Vernon Nazarene
University
AAS Fire Science
Technology, University of
Cincinnati
Professional Association -
International Association
of Fire Chief's (IAFC)
Matrix Consulting Group 33
Exhibit "A"
Proposal to Conduct a CRA/SOC and Strategic Plann ng Study Round Rock, TX
[ 3 Project Cost
The Matrix Consulting Group is proposing to develop the CRA/SOC and Strategic Plan for
the RRFD at a not -to -exceed cost of $86,000, including all fees and expenses, as
described in the following table:
Project
Lead
Project
Total
Total
Task
Manager
Analyst
Analysts
Hours
Cost
Initiation
24
24
0
48
$9,000
Current Conditions
16
24
24
64
$10,400
Stakeholder Input
24
24
16
64
$11,000
Future Demand/Delivery
32
32
40
104
$17,000
Draft/Final Report
32
32
16
80
$14,000
Total Hours
168
184
120
472
Rate Per Hour
$200
$175
$125
Total Cost
$33,600
$32,200
$15,000
$80,800
Travel Related Expense
$5,200
TOTAL PROJECT COST
$86,000
Our usual practice is to invoice our clients monthly for time and materials up to the total
project amount. We are also amenable to alternative invoicing arrangements. We will bill
for travel and any related expenses at actual cost.
Matrix Consulting Group 34
Exhibit "A"
Proposal to Conduct a CRA/SOC and Strategic Planning Study Round Rock, TX
14 References
This section of the proposal includes references information from three comparable
projects completed within the last three years.
Cedar Hill, Texas
The Matrix Consulting Group was retained by the City of
Cedar Hill to develop a strategic plan for the Fire and Police
Fire Department Strategic Plan
Departments. The project assessed current and projected
Rodney Smith
staffing, deployment, station location and facility needs
over a 10-year planning period.
Fire Chief
972-291-1011
The study found issues in developing an effective response
rodney.smith gcedarhj1J1x.com
force in the central portion of the City and issues with
response time performance to the developing southern
portion of the City_ The study also identified efficiencies
that could be gained by enhancing the current regional
service delivery model.
Oshkosh, Wisconsin
The firm examined the staffing, deployment and operations
of the Fire Department. The study examined the current
Staffing and Deployment Study
staffing, deployment, response capabilities, response
times and available resources of the Fire Department.
Mike Stanley
Fire Chief
The study found issues regarding the capturing of call
920-236-5235
processing times, issues with the cost of interfacility
transfers compared to revenue received, gaps in the ability
to develop and effective response force in areas of the city.
There were also identified efficiencies by moving fleet and
facility services to the City services as well as
organizational changes to improve reporting relationships.
Bellingham, Washington The Matrix Consulting Group was retained by the City of
Bellingham to develop a Strategic Plan for the Fire
Standard of Cover and Strategic Plan Department. The project focused on response capabilities,
performance, resource locations, available resources and
Bill Hewett staffing and manpower.
Fire Chief Recommendations included Increased role of community
(360) 778-8400 paramedics, embedding a nurse in the communications
b C N w 0l&'0 -g center during peak call hours and improving regional
training efforts.
Matrix Consulting Group 35
ITEROUNDRACK
XAS
City of Round Rock
Agenda Item Summary
Agenda Number:
Title: Consider executing a Professional Consulting Services Agreement with Matrix
Consulting Group related to community risk/assement standards.
Type: City Manager Item
Governing Body: City Manager Approval
Agenda Date: 8/4/2023
Dept Director: Shane Glaiser, Fire Chief
Cost: $86,000.00
Indexes: General Fund
Attachments: Matrix Consulting Group
Department: Fire Department
Text of Legislative File CM-2023-179
This agreement will allow the Fire Department to use the consulting services of the Matrix Group to help
develop a 3-5-year strategic plan, a 10-year master plan, and also review our staffing model as well as
potential station locations for build out. The assistance from an outside consultant will have a positive
effect on the future of the Fire Department.
Cost: $86,000.00
Source of Funds: General Fund
City of Round Rock Page 1 of 1