COUNTY OF ALAMEDA · Web viewDublin, CA 94568 Addendum No. 1 Issued October 17, 2008 October 28, 2008. Addendum No 2 Issued November 7, 2008 . November 26, 2008. Addendum No 3 December

COUNTY OF ALAMEDAGENERAL SERVICES AGENCY-PURCHASING

ADDENDUM No. 3To

RFP No. 900492For

Consultant Services for Fire Department Strategic Planning

Specification Clarification/Modification and Recap of the Networking/Bidders ConferencesHeld on October 9, 2008 and October 10, 2008

_________________________________________________________________________

NOTICE TO BIDDERS

THIS COUNTY OF ALAMEDA, GENERAL SERVICES AGENCY (GSA), RFP ADDENDUM HAS BEEN ELECTRONICALLY ISSUED TO POTENTIAL BIDDERS VIA E-MAIL. E-MAIL ADDRESSES USED ARE THOSE IN THE COUNTY’S SMALL LOCAL EMERGING BUSINESS (SLEB) VENDOR DATABASE OR FROM OTHER SOURCES. IF YOU HAVE REGISTERED OR ARE CERTIFIED AS A SLEB PLEASE ENSURE THAT THE COMPLETE AND ACCURATE E-MAIL ADDRESS IS NOTED AND KEPT UPDATED IN THE SLEB VENDOR DATABASE. THIS RFP ADDENDUM WILL ALSO BE POSTED ON THE GENERAL SERVICES AGENCY (GSA) CONTRACTING OPPORTUNITIES WEBSITE LOCATED AT HTTP://WWW.ACGOV.ORG/GSA/PURCHASING/BID_CONTENT/CONTRACTOPPORTUNITIES.JSP .

The following Sections have been modified to read as shown below. Changes from the version that was originally included with the RFP are indicated in strikeout for deletions and bold for additions as shown below.

CALENDAR OF EVENTS

Event Date/LocationRequest Issued September 25, 2008Written Questions Due

BY 2:00 p.m. on October 8, 2008

Networking/Bidders Conference

OCTOBER 9, 2008 AT 1:00 P.M.

AT : General Services Agency 1401 Lakeside Drive, Conference Room 222 Oakland, CA 94612

Networking/Bidders Conference

OCTOBER 10, 2008 AT 2:00 P.M.

AT : Dublin Public Library200 Civic PlazaDublin, CA 94568

1401 LAKESIDE DRIVE, SUITE 907, OAKLAND, CALIFORNIA 94612510 208 9600 FAX 510 208 9626 www.acgov.org/gsa

/tt/file_convert/5f56cf82e38c734abd1f2641/document.doc

http://www.acgov.org/gsa

http://www.acgov.org/gsa/purchasing/bid_content/ContractOpportunities.jsp

County of Alameda, General Services Agency – PurchasingRFP No. 900492, Addendum No. 3

Page 2 of 12December 2, 2008

Addendum No. 1 Issued

October 17, 2008 October 28, 2008

Addendum No 2 Issued

November 7, 2008 November 26, 2008

Addendum No 3 December 2, 2008Response Due OCTOBER 31, 2008 December 1, 2008 December 17, 2008 BY

2:00 p.m. Evaluation Period November 3-7, 2008. December 1-December 16, 2008

December 17- January 16, 2009 Vendor Interviews November 6-7, 2008 December 16, 2008 January 15-16, 2009Board Letter Issued November 13, 2008 January 2, 2009 January 30, 2009Board Award Date December 9, 2008 January 27, 2009 February 24, 2009Contract Start Date January 15, 2009 February 15, 2009 March 15, 2009

Note: Award and start dates are approximate.

Responses to Written Questions

Q1) What is the reason for this project? Why is the County pursuing this project now?) The Alameda County Fire Department (ACFD) was established in 1993 as the result of a

consolidation of several fire districts within the County after the Loma Prieta earthquake and the Oakland firestorm. The consolidation was the recommendation of several consultant studies conducted to increase communication and standardize operations. A strategic plan, released in 1996, established the core values definition of the ACFD. The Alameda County Fire Chief wants take the strategic plan to the next step over the coming 7-10 years.

The ACFD has had seven consolidations since 1993. It serves about 250,000 citizens, with 21 fire stations, a regional emergency communications center, and approximately 380 full time equivalents. Ten years ago the organization was mainly a white male organization and now it is around 20% minorities and females. A point has been reached where the ACFD needs to continue to change and actively represent the communities the department serves.

Since the ACFD has had many people retire recently there is a very different management team today then there was in 1996. The new management team needs to understand the history and the future of the ACFD.

Q2) In reference to section 2 (Statement of Work), D (Specific Requirements), pages 5-7, items 6, 9, and 14, is the County interested in a full management study of the organization and service delivery?

) The County sees this project as being broken down into three phases:



First, the ACFD has several new managers, new teams, and a strong organizational culture that has bought with it a new philosophy and core values. The ACFD would like the consultant to bring individuals and teams together to prepare for strategic and business planning.

Second, the core values and philosophy that were developed in 1996 need to be reevaluated to determine if they are still what the ACFD needs and what possible changes, additions and modifications should be made. The strategic planning team will be reviewing the core values and philosophy of the department. The team will be comprised of the Fire Chief’s complete management team and Union executive leadership.

Third, the ACFD wants to take a look at the next 7-10 years including administration, customer service, growth, marketing potential, revenue, expenditures, and decision making.

Q3) Would this study become a component of the strategic plan, similar to a SWOT (Strengths, Weaknesses, Opportunities and Threats) analysis?

) Yes.

Q4) How much detail is the ACFD looking for in this area?) The ACFD would like a plan in place that has several operational strategies to address the

identified issues. The consultants are not expected to see it all the way through implementation, but they are expected to have a plan completed so it can be successfully implemented by the organization.

Q5) How large is the strategic planning team, the one comprised of the complete management team and union executive leadership?

) The team will include between 25-30 people.

Q6) In reference to section 2 (Statement of Work), D (Specific Requirements), item 14, page 6, can you please clarify what data is referenced in this item?

) The Fire Department would like the consultant to conduct a study with focus groups from the communities the ACFD serves to identify areas of progress, challenges the department faces, the decision making process, finance, and customer service.

Q7) Are these studies on time data, or fire prevention data?) No.

Q8) Does the ACFD already have a list of planned stakeholders in the strategic planning process?) Yes, they are the management team and executive labor leadership.

Q9) In reference to section 2 (Statement of Work), D (Specific Requirements), 13, page 6, can you please verify what is meant by “bridge the gap between planning and service delivery”?



) All data needs to be measured to make sure standards are being met for internal customer service, external survey, emergency customer service satisfaction surveys, and performance measure.

Q10) Can the ACFD provide some basic information about the Department like an organizational chart, budget, strategic planning documents and calls for service statistics?

) Yes. Please see Exhibits O, P, and Q attached to this Addendum. Additional information can be also found on the Alameda County’s Fire Department website at; http://www.acgov.org/fire/.

Q11) Exhibit B shows an estimated 680 contract hours. How was this derived?) This is based on one full time employee and one half time assistant over a four month

term. The actual hours available will be 960.

Q12) What portion of this total was estimated for on site facilitation/meeting hours?) That information will be discussed after the bid is awarded, but 6 full days offsite have

already been scheduled for the team. This does not include any sub-team work that will need to be scheduled.

Q13) What date is that first offsite scheduled for?) Around March 2009.

Q14) The RFP requires team building and communication training amongst several management and work units. What is the defined number of teams and, if they include field personnel, the average training cycle for half day sessions?

) There will probably be 5-10 potential work units. This includes field personnel and administrative personnel. The training cycle for the team is 3-hours in the morning or afternoon.

Q15) Have the management and work units already been identified?) Yes, but nothing has been finalized.

Q16) Is it the expectation that the consultants make the recommendation of who should be on the management team and work units?

) It is the expectation that the consultant will validate that the right people are part of the management team and work units.

Q17) Is there one Fire Department or several loosely held Fire Departments under the County or are there Fire Departments that still have separate City identities?

) Yes, there is one Fire Department, but the ACFD serves several jurisdictions that each has significant stake holder assets in the organization. Each one expects the ACFD to be their individual Fire Department. The ACFD provides them a higher level of service at a lower cost as a regional provider.

http://www.acgov.org/fire/



Q18) How many firefighters, Lieutenants, Captains, Battalion Chiefs, Deputy Chiefs, etc. are there in the department?

) Fire Chief – 1, Deputy Chief – 3, Battalion/Assistance Chief – 13, Captain – 79, Engineer – 72, Firefighter – 101, Fire Marshal – 1, Deputy Fire Marshal – 3, Fire Inspector – 2, EMS Director – 1, Other Support Staff– 33, Dispatch Personnel – 28.

Q19) What are the current demographics of the members?) When the contract is awarded the Fire Department will provide additional information

pertaining to the demographics of the members.

Q20) What behaviors or organizational practices are currently problematic in team building and communication training?

) The ACFD has expectations for the future to diversify or address generational behaviors and bridge the gaps to effectively maximize the benefits and opportunities a diverse organization presents.

Q21) Aside from serving as a foundation for the business and strategic planning processes, are there any other desired behavioral outcomes?

) The ACFD wants an operational plan to build on over the next 7-10 years. The strategic planning document should describe the plan and be ready for distribution to City Councils, the Board of Supervisors, and other elected officials to show what the Fire Department is planning for the next 7-10 years.

The cultural competency and department background must accurately reflect the vision that the Fire Chief and the Board of Supervisors has for this organization.

The strategic planning core values and philosophy must tie-in to the County’s Mission document. Please refer to the website at http://www.acgov.org/mission.htm

Q22) What are the perceived existing barriers to organizational change and inclusion?) There are differences between the original employees and the new employees.

Q23) In reference to section 2 (Statement of Work), D (Specific Requirements), 17, page 6, is this a subset of the team building and communication training?

) The team building and communication training is intended for the work units.

Q24) Has evaluating/revising the mission, vision and values of the organization been done yet?) The core values were changed, to some extent, under the new Fire Chief.

Q25) Regarding cultural competency, diversity/inclusive data, would assessing a representative sample be sufficient (10%) or should pricing include the entire organization?

) The ACFD will work with the consultant and the County Diversity Coordinator to ensure that any data utilized is relevant and sufficient.

http://www.acgov.org/mission.htm



Q26) Do the financial revenue and expenditure strategies to address capital improvement include station location/relocation?

) No.

Q27) Does the assessment of service delivery include all aspects such as staffing, response time goal, risk, and demand and, fire prevention?

) No.

Q28) In reference to section 2 (Statement of Work), D (Specific Requirements), 16, page 6, does this refer to operational or organizational practices and trends, or both?

) It refers to operational and organizational practices and trends.

Q29) Does the 4 month timeframe identified for this project include all the training sessions mentioned or just the strategic planning process?

) The time frame was intended to include team building and training with the work units, the review of core values and philosophy including organizational feedback and the 7-10 year strategic business plan.

Q30) In terms of the team building and core planning exercises, is the focus supposed to be on the 25-30 member team who will be participating or will there also be representatives of the organization as well as the senior management team?

) Yes, it will involve strategic planning team members in their respective work groups as well as together as a whole.

Q31) Has a point person or coordinator been identified or assigned for this process?) The Fire Chief and the Deputy Fire Chiefs will be involved in the development of the

initial framework describing the challenges and obstacles that will be faced.

Q32) You have a clearly laid out idea of how you want it to proceed. Are you also receptive to a consultant that will advise, guide and make changes if necessary?

) Yes, it is the Fire Chief’s desire that this plan will be an organizational product for the whole department. It should be a result of feedback from and participation by everyone involved.

Q33) Will the Commissioners be part of that 25-30 member team?) No. Not unless the consultant feels it is necessary to have them on any of the teams.

Q34) Does the ACFD want everything done in 4 months? ) Yes.

Q35) Are you open to team building being a part of the actual planning process or do you want it done at the front-end?

) The ACFD wants everything done in the beginning of the project so that everyone is going in the same direction during planning and implementation.



Q36) Is your expectation that the consultant is also going to do the team-building exercises?) Yes.

Q37) How similar is this plan to the strategic plan done in 1996?) The ACFD core values and philosophy document are used on a regular basis and they will

be included in the mission statement. The teams that are in place now need guidance for the next step.

Q38) Given how broad and progressive this project is coupled with the short time frame, what do you think the reaction to the plan will be among your stakeholders?

) The stakeholders welcome a comprehensive review of how the department is currently doing business and what will be needed to change in the future.

Q39) Implementation is important to consider up front. How do you see the plan being mobilized? ) The ACFD has a progressive participation and decision making process. They work

together, and the Fire Chief generally does not make unilateral decisions. There will be a need for focus groups and committees to make sure feedback is received as the plan is developed.

Q40) Who will the marketing be for?) The potential jurisdictions that could receive services from the ACFD.

Q41) Is the strategic planning focus to be on the marketing, operational, organizational or development sides, or do you want a balance?

) If there is a focus, it would be to gain a cultural, administrative and internal management perspective that everyone will buy into that will make the organization so strong internally and so progressive externally that it will market the organization itself.

Q42) When do you want to start?) We would like to start in March and finish around June.

Q43) When will the winner of this contract be decided?) The GSA will make a recommendation to the Board of Supervisors to award the contract

to the highest ranked bidder. That recommendation is scheduled to occur on January 2, 2009.

Q44) Is it possible to start before January 15, 2009?) No. The recommendation to award letter is scheduled for release on January 2, 2009, and

for consideration by the Board of Supervisors on January 27, 2009. No work can begin without approval by the Board of Supervisors and a fully executed contract.

Q45) Can you describe what the vendor interviews will be like?) After the bids are received and reviewed for completeness, qualified bidders will be

notified for the vendor interview process. Bidders will be called in to make a



presentation to the County selection committee. There will also be a question and answer period directed by the County selection committee.

Q46) Will the Fire Department be part of the vendor interviews?) Yes.

Q47) The core strategic planning group, the 25-30 member team, what are the ranks, etc.?) Fire Chief, Deputy Fire Chiefs, Assistant Chiefs, Fire Fighters, Fire Marshalls, Battalion

Chiefs, Executive Management Team, Labor Group with Captains, Engineers and Firefighters, Management Staff, Emergency Manager, Community Outreach Manager, and Public Information Officer.

Q48) Some of these are contiguous teams. Will others represent a specific organization?) Yes.

Q49) How receptive will this core strategic planning group be to a facilitator who is not intrusive in their discussion and process (i.e., a neutral facilitator) versus one that directs and guides based on their expertise from other organizations?

) The latter is what we will need at times and at times the facilitator will need to let the team discuss without interruption. It will be a combination of both. The group should be accustomed and receptive to this type of process.

Q50) Are the jurisdictions clearly defined on the Department’s website?) Yes. They will be added to the Addendum as well.

Q51) Is pricing a lump sum fee?) Yes.

Q52) Do the 680 hours listed for consultant services for strategic planning in Exhibit B encompass the work to be done in the first 4 months, with the 340 hours of additional services coming beyond those 4 months, such as training? Or all those hours to be completed in the 4 month timeframe?

) Everything should be completed in the 4 month timeframe. The hours will be 960.

Q53) Has the Fire Department had interest from other entities to join?) The ACFD currently has 3 cities talking to them about fire services.

Q54) Is the Local Agency Formation Commission (LAFCO) supportive of this bid?) LAFCO does not come into play in contract for services because we are not changing

jurisdictional boundaries.

Q55) Did LAFCO study it in the municipal service review?) The study was not done by LAFCO; it was done by a third-party consultant on behalf of

the Board of Supervisors.



Q56) How do you factor what is happening outside the margins of your jurisdiction into your strategic plan (e.g., the economy, jobs, emergency preparedness, etc.).

) There are some things we know over the next 7-10 years. For instance, we know when we’re going to need to replace fire engines, fire stations, radio systems, etc. We also know how much revenue we need each year to make those things happen. Thus, we need a plan for predictable things.

We also know there’s a degree of unpredictability we cannot gauge. But we can plan how we will periodically analyze those things and adjust accordingly. Perhaps we will have to modify our annual planning, or our benchmarking and metrics, or our legislative advocacy, etc. But the hope is to have something in place that will allow us to deal with what we know and be less surprised by what we don’t know. The organization should move forward. We should be able to see what’s happening in the industry with a reasonable amount of clarity 1-2 years out.

Q57) Is the second bidders’ conference just another opportunity to do the same things as the first one?

) Attendance at either bidder’s conference is optional. Both conferences will follow the same format; questions and answers from both conferences will be included in an Addendum, as well as a list of attendees.

Q58) How will the Addendum be distributed?) The Addendum, as well as any subsequent Addenda, will be posted on the County’s

website at http://www.acgov.org/gsa_app/gsa/purchasing/bid_content/contractopportunities.jsp. Also, assuming a valid e-mail address was provided, the Addendum will be e-mailed to those who submitted a vendor application in response to the RFI as well as those who attended the bidder’s conferences.

Q59) Initially, in 1993 when the department came together, how many separate fire protection districts were there?

) There were 3. They were the Eden Consolidated Fire Protection District, Castro Valley Fire Protection and County Fire Patrol.

Q60) What is the number of square miles in your service area?) There are between 495 and 500 square miles in our service area.

Q61) What is your service population?) Our service population is approximately 250,000.

Q62) How are you currently funded? Is it mostly from property tax?

http://www.acgov.org/gsa_app/gsa/purchasing/bid_content/contractopportunities.jsp



) Currently about 52 to 54 percent of our revenue comes from contract agencies. The remaining funding for fire protection in the unincorporated areas is 99% property tax and a small amount of paramedic assessment taxes. All of the other revenue comes from City general funds, Lawrence Livermore National Laboratory and Lawrence Berkeley Laboratory.

Q63) You have a significant number of employees in the dispatch center. Could you clarify that when you are talking about your department you are including the dispatch center as a major component?

) There are approximately 32 employees in the dispatch center. They serve a number of providers for which the department does not serve fire protection. The ACFD answers to an advisory board that is on a different budget.

Q64) Is future growth applicable to the dispatch group? ) Yes, we have recently taken on the responsibility for managing the center and we will

want to evaluate whether we are running it effectively.

Q65) Do you use American Medical Response (AMR) or do you have your own paramedics?) Transport for 99% of Alameda County’s jurisdiction is done by AMR and is part of an

exclusive operating area contract. The ACFD provides assistance with transport for on site emergencies and back-up response to East County.

Q66) Is staffing of rigs an issue?) The ACFD has no less than 3 people per rig. There are some units that have 4 people. In

general, fire responses meet National Fire Protection Association (NFPA) 1710 standards. The department will have some concern about building in Dublin and some other communities the department serves.

Q67) Is any of the strategic planning for paramedics?) The ACFD is not anticipating strategic planning specifically for paramedics. The

department may discuss the EMS services they provide including opportunities and changes that might be beneficial in the future.

Q68) Will the fire department’s strategic plan correlate with the Alameda County strategic plan? ) The department will need to make sure that the Fire Department strategic plan correlates

with the County’s plan.

Q69) Do you have a forward plan for capital costs?) No.



The following participants attended the Bidders’ Conferences:

Company Name Representative Contact InformationESCI25200 SW Parkway Avenue Suite 3Wilsonville, OR 97070-9616

Dawn Mittleman Phone: 707-539-0900 E-Mail: [email protected] Contractor: Yes Subcontractor: Certified SLEB: No

CGR Management Consultants1624 Franklin Street #991Oakland, Ca 94612

Thomas (Tom) Brightbill Phone: (510) 325-1912E-Mail: [email protected] Contractor: YesSubcontractor: YesCertified SLEB: Yes

Matrix Consulting Group 721 Colorado Ave Ste. 101Palo Alto, CA 94303

Byron Pipkin Phone: 650-858-0507E-Mail: [email protected] Contractor: Subcontractor: Certified SLEB: N

Y- Change 45913 Mission Blvd.Fremont, CA 94539

Alan Leeds Phone: 510-421-0571E-Mail: [email protected] Contractor: Subcontractor: Certified SLEB: Yes

Aubrey Cramer Consultation2500 Carisbrook DriveOakland, CA 94611

Aubrey Cramer Phone: 510-531-5240E-Mail: [email protected] Contractor: Yes Subcontractor: Certified SLEB: Yes

Holly Tree Publications LLP610 16th Street, Suite 8Oakland, CA 94612

Theresa Bennett-Wilkes Phone: 510-835-8453E-Mail: [email protected] Contractor: YesSubcontractor: Certified SLEB: No (in process)

Organizational Diplomacy Roberta Streimer Phone: 510-482-8559E-Mail: [email protected] Contractor: Subcontractor: Certified SLEB: Yes

Stallman Communications3129 Madera AvenueOakland, CA 94619

Jane Stallman Phone: 510-532-6595 E-Mail:[email protected] Contractor: YesSubcontractor: Certified SLEB: No

Tri Data1000 Wilson Blvd, 30th FloorArlington, VA 22204

Dan Bay/Paul Flippin Phone: 703-351-8377E-Mail: [email protected] Prime Contractor: YesSubcontractor: Certified SLEB: No



Tri Data65 Vallejo WaySan Rafel, CA 94903

Dan Bay Phone: 4154911474E-Mail: [email protected] Contractor: Subcontractor: YesCertified SLEB: No

COUNTY OF ALAMEDA, GENERAL SERVICES AGENCY-PURCHASING EXHIBIT A – BID ACKNOWLEDGEMENT

RFP No. 900492, Addendum No. 3

The County of Alameda is soliciting bids from qualified vendors to furnish its requirements per the specifications, terms and conditions contained in the above referenced RFP number. This Bid Acknowledgement must be completed, signed by a responsible officer or employee, dated and submitted with the bid response. Obligations assumed by such signature must be fulfilled.1. Preparation of bids: (a) All prices and notations must be printed in ink or typewritten. No erasures permitted. Errors may be crossed out and

corrections printed in ink or typewritten adjacent and must be initialed in ink by person signing bid. (b) Quote price as specified in RFP. No alterations or changes or any kind shall be permitted to Exhibit B, Bid Form. Responses that do not comply shall be subject to rejection in total.

2. Failure to bid: If you are not submitting a bid but want to remain on the mailing list and receive future bids, complete, sign and return this Bid Acknowledgement and state the reason you are not bidding.

3. Taxes and freight charges: (a) Unless otherwise required and specified in the RFP, the prices quoted herein do not include Sales, Use or other taxes. (b) No charge for delivery, drayage, express, parcel post packing, cartage, insurance, license fees, permits, costs of bonds, or for any other purpose, except taxes legally payable by County, will be paid by the County unless expressly included and itemized in the bid. (c) Amount paid for transportation of property to the County of Alameda is exempt from Federal Transportation Tax. An exemption certificate is not required where the shipping papers show the consignee as Alameda County, as such papers may be accepted by the carrier as proof of the exempt character of the shipment. (d) Articles sold to the County of Alameda are exempt from certain Federal excise taxes. The County will furnish an exemption certificate.

4. Award: (a) Unless otherwise specified by the bidder or the RFP gives notice of an all-or-none award, the County may accept any item or group of items of any bid. (b) Bids are subject to acceptance at any time within thirty (30) days of opening, unless otherwise specified in the RFP. (c) A valid, written purchase order mailed, or otherwise furnished, to the successful bidder within the time for acceptance specified results in a binding contract without further action by either party. The contract shall be interpreted, construed and given effect in all respects according to the laws of the State of California.

5. Patent indemnity: Vendors who do business with the County shall hold the County of Alameda, its officers, agents and employees, harmless from liability of an nature or kind, including cost and expenses, for infringement or use of any patent, copyright or other proprietary right, secret process, patented or unpatented invention, article or appliance furnished or used in connection with the contract or purchase order.

6. Samples: Samples of items, when required, shall be furnished free of expense to the County and if not destroyed by test may upon request (made when the sample is furnished), be returned at the bidder’s expense.

7. Rights and remedies of County for default: (a) In the event any item furnished by vendor in the performance of the contract or purchase order should fail to conform to the specifications therefore or to the sample submitted by vendor with its bid, the County may reject the same, and it shall thereupon become the duty of vendor to reclaim and remove the same forthwith, without expense to the County, and immediately to replace all such rejected items with others conforming to such specifications or samples; provided that should vendor fail, neglect or refuse so to do the County shall thereupon have the right purchase in the open market, in lieu thereof, a corresponding quantity of any such items and to deduct from any moneys due or that may there after come due to vendor the difference between the prices named in the contract or purchase order and the actual cost thereof to the County. In the event that vendor fails to make prompt delivery as specified for any item, the same conditions as to the rights of the County to purchase in the open market and to reimbursement set forth above shall apply, except when delivery is delayed by fire, strike, freight embargo, or Act of God or the government. (b)Cost of inspection or deliveries or offers for delivery, which do not meet specifications, will be borne by the vendor. (c) The rights and remedies of the County provided above shall not be exclusive and are in addition to any other rights and remedies provided by law or under the contract.

8. Discounts: (a) Terms of less than ten (10) days for cash discount will considered as net. (b) In connection with any discount offered, time will be computed from date of complete, satisfactory delivery of the supplies, equipment or services specified in the RFP, or from date correct invoices are received by the County at the billing address specified, if the latter date is later than the date of delivery. Payment is deemed to be made, for the purpose of earning the discount, on the date of mailing the County warrant check.

9. California Government Code Section 4552: In submitting a bid to a public purchasing body, the bidder offers and agrees that if the bid is accepted, it will assign to the purchasing body all rights, title, and interest in and to all causes of action it may have under Section 4 of the Clayton Act (15 U.S.C. Sec. 15) or under the Cartwright Act (Chapter 2, commencing with Section 16700, of Part 2 of Division 7 of the Business and Professions Code), arising from purchases of goods, materials, or services by the bidder for sale to the purchasing body pursuant to the bid. Such assignment shall be made and become effective at the time the purchasing body tenders final payment to the bidder.

10. No guarantee or warranty: The County of Alameda makes no guarantee or warranty as to the condition, completeness or safety of any material or equipment that may be traded in on this order.

THE undersigned acknowledges receipt of above referenced RFP and/or Addenda and offers and agrees to furnish the articles and/or services specified on behalf of the vendor indicated below, in accordance with the specifications, terms and conditions of this RFP and Bid Acknowledgement.

Firm:Address:State/Zip

By: _______________ ________________________________________________ Date____________ Phone_____________________

Printed Name Signed Above: _______________________________________________________________________________________

Title: __________________________________________________________________________________________________________

RFP No. 900492

EXHIBIT LRFP VENDOR BID LIST

Below is the Vendor Bid List for this project consisting of vendors who have responded to RFI # 900492 and/or been issued a copy of this RFP. This Vendor Bid List is being provided for informational purposes to assist bidders in making contact with other businesses as needed to develop local small and emerging business partnering relationships to meet the requirements of the Small Local Emerging Business (SLEB) Program (described within this RFP). For additional information regarding the SLEB Program, please visit our website at http://www.acgov.org/gsa/sleb/ and/or contact Linda Moore, Business Outreach Officer, at [email protected], or (510) 208-9717.

Vendors who attended the Networking/Bidders Conferences have been added to the Vendor Bid List. Please see the RFP sections entitled ‘Calendar of Events’ and ‘Networking/Bidders Conferences’ for additional information. The Networking/Bidders Conferences scheduled for all current projects are posted on the GSA Calendar of Events website at http://www.acgov.org/gsa/Calendar.jsp. This RFP Addendum is being issued to all vendors on the Vendor Bid List; the following revised vendor list includes contact information for each vendor attendee at the Networking/Bidders Conferences.

RFP No. 900492 - Consultant Services for Fire Department Strategic PlanningBusiness Name Street Address City

State Contact Name Phone Number Email

Branes, LLC 2986 Southwood Dr. Alameda CA Lorre Zuppan (510) 749-6790 [email protected]

Jackson Project Services 43575 Mission Boulevard Fremont CALawrence A. Jackson (510) 770-9341

[email protected]

DWH Consulting20139 Crow Creek RoadSuite 100

Castro Valley CA Darryl W. Hewitt (510) 888-0360 [email protected]

Y-Change45913 Hidden Valley Terrace Fremont CA Alan Leeds (510) 573-2205 [email protected]

PK Consultants8393 Capwell DriveSuite 160 Oakland CA Barbara Price (510) 633-9550 [email protected]

Strategic Implementation Inc 1500 Central Ave Alameda CA Stefani Kaomaru 510-748-0571 [email protected] Diplomacy 3495 Robinson Drive Oakland CA Roberta Streimer (510) 482-8559 [email protected] Cramer Consultation 2500 Carisbrook Drive Oakland CA Aubrey Cramer (510) 531-5240 [email protected] Communications 3129 Madera Avenue Oakland CA Jane Stlalman (510) 532-6596 [email protected] Veritas Group 19528 Ventura Blvd. #545 Tarzana CA Ariane David (818) 704-6718 [email protected] & Associates 360 17th Street, Suite 150 Oakland CA Paul Gibson 986-0990 x210 [email protected] Tabernik and Associates 1516 5th Street Berkeley CA Chandreve Clay

(510) 559-3193 x210 [email protected]

InPartnership Consulting, Inc. 6114 LaSalle Ave. #413 Oakland Ca Michael Bell (510) 206-7188 [email protected]

ESCi

25200 SW Parkway AvenueSuite 3 Wilsonville OR Dawn Mittleman (707) 539-0900 [email protected]

CGR Mgt. Consulting 1624 Franklin Street #911 Oakland CA

Matrix Consulting Group721 Colorado Ave., Ste. 101 Palo Alto CA Byron Pipkin (650) 858-0507 [email protected]

Holly Tree Publications 610 16th Street, Suite 8 Oakland CATheresa W. Bennett-Wilkes (510) 835-8453

[email protected]

TriData1000 Wilson Blvd., 30th Floor San Rafael CA Paul Flippin (703) 351-8377 [email protected]

TriData 65 Vallejo Way San Rafael CA Dan Bay (415) 491-1474 [email protected]

DWH Consulting 20139 Crow Creek RoadCASTRO VALLEY CA

Darryl W. Hewitt, PhD (510) 888-0360 [email protected]

http://www.acgov.org/gsa/Calendar.jsp

mailto:[email protected]

http://www.acgov.org/gsa/sleb/

EXHIBIT O RFP 900492STRATEGIC PLANNING DOCUMENT 1997

VALUE OF THE INDIVIDUAL

GOAL

WE WILL CREATE AN ATMOSPHERE OF TRUST AND RESPECT THAT ENCOURAGES INDIVIDUAL GROWTH, PARTICIPATION, CREATIVITY

AND ACKNOWLEDGES ACHIEVEMENT

OBJECTIVE #1 STRATEGY

WE WILL INCREASE OUR MORALE FROM 5.4 TO 8 BY JAN 1, 1998 AND FROM 8 TO 9 BY JAN 1, 2000

WE WILL OFFER PROOF THAT ENHANCED COMMUNICATION, PARTICIPATION AND EMPOWERMENT WILL RESULT IN A CLEARER SENSE OF DUTY, OWNERSHIP AND PRIDE

TASK RESPONS.PERSONS

COMPLETIONDATE

COMMENTS

1. Develop and Implement measurement tool

GilbertFerdinand

11/15/96 Baseline02/15/97 Final Report

Draft completed 11/15/96. On track.

2. Standardized methods to identify opportunities for participation

GilbertFerdinand

9/17/96 - Draft02/15/97 Final

Task completed. Strategic Plan Participation Form.

3. Departmental philosophy be incorporated at committee level

GilbertFerdinand

02/28/97 Draft Operational Plan

Establish CommitteeDevelop philosophy

4. Document new culture (written/ video/etc.)

GilbertFerdinand

02/28/97 -Operational plan

Introductory video completed and being used.

5. Develop and implement a positive team approach throughout the

GilbertFerdinand

05/30/97 - Operational Plan Due

Beyond emergency management, actual team building; Sub-committee from


COMPLETIONDATE

COMMENTS

organization; We vs. Them; Daily

Activities at stations, EMS,

Admin, FPB

Strategic Planning group; coordinate with Task 3 & 4Operational plan - team building

6. Develop and support a positive attitude toward organizational goals

GilbertFerdinand

02/28/97 - Milestone Date

Sub-committee from Strategic Planning group; coordinate between 5 & 6Keep goals visible

7. Develop and implement a career development program

OrrFerdinand

08/01/97 Inclusion of all levels of organization, e.g. FF, Eng, Cap, etc, and link to Career Path; McKenna will assist

VALUE OF THE INDIVIDUAL (Continued)


WE WILL ACHIEVE AN AVERAGE RATING OF 8.5 (ON A SCALE OF1-10) REGARDING HAVING CREATED AN ATMOSPHERE OF TRUST AND RESPECT BYJAN 1, 1998

THE FOUNDATION OF OUR ORGANIZATIONAL BEHAVIOR WILL BE BUILT ON LISTENING, CONSISTENCY, HONESTY AND ACKNOWLEDGEMENT OF THE INDIVIDUAL


COMPLETIONDATE

COMMENTS

1. Set up methods of acknowledging individual efforts

LundstromDavisTablak

01/01/97 - Action Plan Due

On-going process

2. Develop and implement methods for being listened to

LundstromWade

03/01/97 Next two training sessions on this topicCynthia avail for assistance

3. Develop a standardized problem solving process (consistency)

LundstromWadeOrrTablak

12/01/96 Currently training session on problem solving - Use 5 step process as modelCynthia avail for assistance. Training not yet done

4. Develop and implement systems to evaluate our performance and make corrections

LundstromRocha

06/01/97 About organization performance, coordinate with Task #1 Ferdinand and Gilbert will assist

5. Communicate risks; actively support individuals affected by the change and risks and keep the organization informed

LundstromMcCammon

04/01/97 Report back to strategic plan group, possibly form sub-committeeCynthia avail for assistance

ORGANIZATION

GOAL

WE WILL CREATE AN ORGANIZATION BUILT ON A FOUNDATION OF INDIVIDUAL INITIATIVE AND A COLLECTIVE COMMITMENT TO EFFICIENCY,

CONSISTENCY AND RESULTS


WE WILL MEET THE OBJECTIVES OF THE COMMUNICATION PLAN (TO BE DEVELOPED) 95% OF THE TIME BY JAN 1, 1997

WE WILL MARKET AND TEACH THE ELEMENTS OF GOOD COMMUNICATION AND ACKNOW-LEDGE POSITIVE RESULTS

ORGANIZATION; OBJECTIVE #1TASK RESPONS.

PERSONSCOMPLETION

DATECOMMENTS

1. Develop a communication plan a. Fire Chief and

Deputies meet with all crews and staff semi-annually

McCammonWheelerSilvaTablak

03/15/97 - Communication Plan completed

Critical Action PlanRamsey Ismail will assist (?) McCammon is lead

2. Establish a reliable computer system that functions effectively

JohnstonPurchio


On-going - Ken Henius hired Win NT training completed

3. Provide training to all personnel on proper use and capabilities of the computer system

JohnstonPurchio

12/01/96 - Instructional Books to all StationsTraining is on-going

On-goingSunpro classes done; Windows, Word, Excel offered. Video available, booklet done for stations

4. Set standards and improve all written communications

BrownTablak

02/15/97 Ed Silveira will be writingRequest assistance


PERSONSCOMPLETION

DATECOMMENTS

from Darlene, Carol and communications committee

5. Establish a back-up for the computer system

PurchioBrewster

02/01/97 Fax machines - in all Stations.Payroll/budget back-upBrown and Souza will assist

6. Provide training for effective verbal communication to all personnel

OrrWheeler

11/15/96 Operational Plan

Cynthia avail for assistance

7. Expect verbal communication at all levels of the organization that is informative and productive, and presented in a positive manner a. Establish

standards for effective verbal communication

WheelerIsmailTablak


04/01/97 - Standards


8. Be interested in ideas and actions and acknowledge them

Strategic Planning Team

On-going

9. Provide effective and constructive feed-back to effect improvement and change

BlanchardGilbertMcKenna

11/15/96 Operational Plan Employee survey draft


10. Promote communication philosophy through training, individual action and

WheelerUnion



PERSONSCOMPLETION

DATECOMMENTS

development of a marketing plan

ORGANIZATION (Continued)


WE WILL MEET THE ORGANIZATIONAL EFFICIENCY STANDARDS (TO BE DEVELOPED) 85% BY JAN 1, 1998, 90% BY JAN 1, 1999 AND 95% BY JAN 1, 2000

WE WILL IDENTIFY, ASSESS AND PRIORITIZE ALL OPERATIONS; MAKE THE APPROPRIATE CHANGES TO MEET THE ORGANIZATIONAL EFFICIENCY STANDARDS; AND EVALUATE THE RESULTS


PERSONSCOMPLETION

DATECOMMENTS

1. Identify all services provided

FerdinandBlanchard

11/15/96 Draft completed 11/15/96. Team to work on.

2. Establish standards for each service

FerdinandBlanchard

Dates to be assigned per Task #1

3. Identify training requirements for each service

FerdinandOrr

4. Identify Administrative requirements for each service provided

FerdinandJohnston

5. Assess viability, necessity, cost effectiveness, labor Intensity, revenue possibilities and out comes; for existing and potential services, existing and potential programs and daily operations re:

a. Movement

FerdinandJohnstonTablak


Break into sub-tasks; services, programs, daily operations.Cynthia avail for assistance


PERSONSCOMPLETION

DATECOMMENTS

b. Time management

c. Apparatus and equipment repair

d. Information management

e. Potential automated systems

f. Logisticsg. Clearly defined

roles and responsibilities

6. Assess emergency response system components including dispatch, radio communications, levels of response

FerdinandBlanchardHenthorn


Karg will assistPrepare for possible future tasks.

7. Internally prioritize operations, services &

programs; follow-up with public input to include the customers we serve

McCammonFerdinandWheelerBlanchardJohnston

03/01/97 - Prioritization completed

Back to Strategic Planning CommitteeMcCammon will leadBreak into sub-tasks; services, programs, daily operations

8. Develop criteria for measurement of selected services, programs and operational activities

FerdinandOrr

9. Analyze data Ferdinand Cynthia avail for


PERSONSCOMPLETION

DATECOMMENTS

Blanchard assistance10. Create a plan Ferdinand

BlanchardCynthia avail for assistance

11. Implement the plan FerdinandBlanchard


12. Track implementation of the plan

FerdinandBlanchard


ORGANIZATION (Continued)


WE WILL ALL MEET THE EXPECTA-TIONS (CURRENT AND FUTURE) OF THE INDIVIDUAL INITIATIVE AT A RATING OF 90% BY JAN 1, 1998, 95% BY JAN 1, 1999 AND 100% BY JAN 1, 2000

WE WILL LEARN THE IMPORTANCE OF INDIVIDUAL INITIATIVE AND GOING THE EXTRA MILE BY COMMUNICATING EXPECTATIONS AND RECOGNIZING THAT EACH INDIVIDUAL DOES MAKE A DIFFERENCE


COMPLETIONDATE

COMMENTS

1. Define “individual initiative”

DavisWade

11/15/96 Draft completed 11/15/96. Team will develop.

2. Define “going the extra mile”

DavisWade

09/01/96 Draft completed 10/15/96. Team will develop.

3. Publish document stating department philosophy

DavisGilbert

02/01/97 Operational Plan

Ask for feedback on those Going Extra Mile for Chief’s letter

4. Develop measurement tool

DavisSilva

04/01/97 Baseline measurement

5. Analyze results DavisSilva

05/01/97

6. Acknowledge people for showing initiative, going the extra mile

DavisBlanchardLundstromSilva

11/01/97 Davis will lead

7. Explain reason for philosophy

Davis 10/01/96 Verbal On-goingRelate to handbook deadline

8. Lead by example Davis On-going

CUSTOMER SERVICE

GOAL

WE WILL PLACE THE HIGHEST VALUE ON MEETING THE NEEDS OF OUR CUSTOMERS


WE WILL ACHIEVE A RATING OF “SUPERIOR SERVICE” 95% OF THE TIME FROM OUR CUSTOMERS BY JAN 1, 2000

WE WILL DEVELOP AN ORGANIZATIONAL AWARENESS AND ATTITUDE THAT ACHIEVES SUPERIOR CUSTOMER SERVICE

CUSTOMER SERVICE; OBJECTIVE #1TASK RESPONS.

PERSONSCOMPLETION

DATECOMMENTS

1.Develop a customer satisfaction survey; distribute, analyze data, publish results, make changes based on feedback, as needed

GilbertRocha

02/15/97 Request customer satisfaction survey from PhoenixCynthia avail for assistance

2. Identify internal/ external customers

DavisIsmail

11/15/96 Include Wheeler; coordinate with Pub Ed CommitteeWade to assist

3. Determine customer needs

DavisIsmail

04/01/97 Include Wheeler; coordinate with Pub Ed CommitteeWade to assist11/15/96 Interim Deadline

4. Determine if needs are being met

DavisWade

07/01/97 Include Wheeler; coordinate with Pub Ed CommitteeMcKenna to assist

5. Prioritize customer Davis 07/01/97 Include Wheeler;

CUSTOMER SERVICE; OBJECTIVE #1TASK RESPONS.

PERSONSCOMPLETION

DATECOMMENTS

needs. Wade coordinate with Pub Ed CommitteeMcKenna to assist

6. Educating customers re: our capabilities

JohnstonRocha

03/01/97 - Plan Include Wheeler; coordinate with Pub Ed CommitteeWade to assist1st date - end of design & preparation

7. Educate personnel re: customer service

JohnstonWadeRocha

03/01/97 - Completion of Plan

Include Wheeler; coordinate with Pub Ed CommitteeMcKenna to assistBased on Phoenix

8. Define “superior customer service” and reinforce those values to the organization

JohnstonWade

01/15/97 - Draft Due

Include Wheeler; coordinate with Pub Ed CommitteeMcKenna to assist

9. Acknowledge and market outstanding customer service publicly

JohnstonWade

06/01/97 Include Wheeler; coordinate with Pub Ed CommitteeMcKenna to assist

CUSTOMER SERVICE (Continued)


WE WILL BE CAPABLE OF MEETING 98% OF OUR CUSTOMERS’ NEEDS BY JAN 1, 2000

WE WILL CREATE A CUSTOMER SERVICE PHILOSOPHY THAT CONTINUALLY EXPLORES NEW WAYS TO PROVIDE SUPERIOR SERVICE


COMPLETIONDATE

COMMENTS

1. Annual review of industry re: customer service

OrrMcCammon

02/01/97 S. Brown to assist

2. Put together a customer research and development team

DavisJohnston

12/15/96 Orr will provide informationMcCammon will assist

3. Identify new services outside fire service (e.g.

immunizations) -diversity

GilbertWheeler

07/01/97 McCammon and Ferdinand will assist

4. Explore training arena as new service area and revenue resource

McCammonWheeler

01/01/98 Orr to provide informationLitvinchuk will assist

5. Prepare personnel for diversification and specialization of service

JohnstonOrr

10/01/97 Gilbert will assist

6. Encourage personnel to explore new ideas in customer service

JohnstonDavis

04/01/97 Gilbert will assist

STRATEGIC MANAGEMENT

GOAL

WE WILL PLAN FOR CHANGE AND DEVELOP MANAGEMENT STRATEGIES TO MEET THE CHALLENGES OF THE FUTURE


WE WILL MEET ALL OUR STRATEGIC GOALS AND OBJECTIVES BY THE YEAR 2000

WE WILL DEVELOP A STRATEGIC AND TACTICAL PLANNING PROCESS TO INCLUDE PERIODIC REVIEWS AND FOLLOW-UP

STRATEGIC MANAGEMENT; OBJECTIVE #1TASK RESPONS.

PERSONSCOMPLETION

DATECOMMENTS

1. Create a checklist to enable us to follow our strategic planning process

PurchioTablak

11/01/96 In progress

2. Create an automated tracking system

PurchioTablak

11/15/96 Completed 12/01/96

3. Assign and train strategic planning coordinator to track plan

McCammonJohnston

09/01/96 Completed

4. Establish a strategic mission statement, goals, objectives, strategies and action plans

McCammonStrategic Planning Team

10/02/96 Completed

5. Establish operational plans for each strategic goal

PurchioStrategic Planning Team

Dates go-going Refer to individual tasks

6. Ensure all the Measurement

GilbertPurchio

Based on Plan completion dates


PERSONSCOMPLETION

DATECOMMENTS

instruments are developed and properly utilized

7. Hold monthly strategic planning status meetings with strategic planning team

PurchioMcCammon

09/05/96 Up-dates conducted during monthly Staff meetings. First up-date completed September 96 Staff meeting.

8. Distribute a publish strategic planning status report on a quarterly basis


11/01/96 Completed 11/15/96. First issue out. On-going quarterly.

9. Set up feedback system from personnel

GilbertFerdinand

11/15/96 Include in employee survey

10. Define “planning terms”

BlanchardTablak

10/24/96 Completed 11/15/96. Included in Strategic Plan Participation packet.

STRATEGIC MANAGEMENT (Continued)


WE WILL USE STRATEGIC AND TACTICAL PLANNING FOR IMPLEMENTATION OF IDENTIFIED PROGRAMS, PROJECTS AND OPERATIONS THROUGH THE YEAR 2000

WE WILL ENCOURAGE PARTICIPATION AND OWNERSHIP IN DEVELOPMENT, IMPLEMENTA-TION AND EVALUATION OF THE PLANNING PROCESSES


PERSONSCOMPLETION

DATECOMMENTS

1. Provide continual Positive reinforcement that the strategic planning team is committed and working toward meeting the

mission, goals and objectives of the strategic plan

McCammonLundstrum



2. The programs/ projects will use a standardized planning process to set goals, objectives and action plans

JohnstonSilvaTablak

12/15/96 - Operational Plan Draft

Cynthia avail to assist

3. Set up mutually agreed upon timeframes for completion of tasks


Based on Plan completion datesIn progress

4. Provide timely updates to the

WheelerPurchio

05/01/97 - Operational Plan

BC’s & DC’s to assist


PERSONSCOMPLETION

DATECOMMENTS

organization re: progress (focus groups)

Due

5. Set up evaluation process for programs/projects that includes input from personnel

IsmailBlanchard

11/15/96 - Project manager feedback

Supply standard formatCynthia avail for assistance

6. Public acknowledgment re: participation in programs/projects

DavisLundstrum

03/01/97 - Plan for 1st Ceremony

More formal than Chief’s letter

7. Increase authority and responsibility based on results

JohnstonMcCammonStrategic Planning Team

01/01/98 Measurement tool from #5Cynthia avail for assistance

8. Establish a selection process that is fair and equitable (take another look)

GilbertIsmail

04/15/97 - Draft procedure for Strategic Plan

Ferdinand will assist

9. Set up a depth chart to ensure backup

WheelerWade


Refer to Strategic Plan Action Plan or Resource Directory

10.Provide training as is possible to increase proficiency

OrrJohnston


Sent Project managers to operational planningCynthia avail for assistance

11.Provide challenge and support to be involved in programs/ projects

JohnstonMcKenna



12.Notify and publicize opportunities for participation

GilbertIsmail

06/01/97

REGIONAL COOPERATION

GOAL

WE WILL CONTINUE TO PROMOTE, ENCOURAGE AND PARTICIPATE IN PARTNERSHIPS THAT PROVIDE ALL COMMUNITIES WITH THE HIGHEST LEVEL

OF SERVICE


ON ALL REGIONAL ISSUES, WEWILL PARTICIPATE AND PROVIDE LEADERSHIP 100% OF THE TIME THROUGH THE YEAR 2000

WE WILL PROJECT A POSITIVE IMAGE, BUILD STRONG RELATIONSHIPS, DEMONSTRATE EXCELLENCE AND ENCOURAGE INVOLVEMENT BY ALL MEMBERS IN REGIONAL ACTIVITIES

REGIONAL COOPERATION; OBJECTIVE #1TASK RESPONS.

PERSONSCOMPLETION

DATECOMMENTS

1. Identify and stay actively involved in regional and State organizations

RochaOrrMcCammon


Identify areas for involvement

2. Create new opportunities for involvement

RochaOrrMcCammon

07/01/97

3. Ensure continued development of relationships at the line level with other jurisdictions

McKennaDavis

11/15/97 - Baseline

How are current relationshipsRequest information from Division HeadsOrr - coordinate with training

4. Promote a sense of Community throughout the

McCammonRocha

04/01/97 - Baseline (Internal)

Current sense of communityFerdinand, Gilbert,

REGIONAL COOPERATION; OBJECTIVE #1TASK RESPONS.

PERSONSCOMPLETION

DATECOMMENTS

County Lundstrum, Orr & Wheeler to assist

5. Actively participate in development of programs and projects that promote efficiencies on a regional basis

McCammonBlanchard

04/01/97 - Baseline

Gilbert, McKenna, Gilbert, Fire Prevention to assist

6. Alleviate people’s fears whenever possible

WadeIsmail

12/01/96 - Draft plan/overview

McKenna, Strategic Planning Team to assistCynthia avail for assistance

7. Develop public Relationship marketing plan to go out countywide

GilbertWheeler

06/01/97 McKenna to assist

8. Identify and promote services and standards that could

impact regionalization efforts

BlanchardMcCammon

10/01/97 Gilbert, McKenna, Orr to assistKeep close eye on relevance of date

REGIONAL COOPERATIONS (Continued)


100% OF THE PROGRAMS/ PROJECTS WE DEVELOP WILL BE APPLICABLE TO A LARGER REGIONAL MODEL THROUGH THE YEAR 2000

WE WILL DEVELOP A SYSTEMATIC APPROACH TO THE DESIGN OF PROGRAMS/PROJECTS THAT WILL ALLOW FOR PLANNED AND UNPLANNED GROWTH


COMPLETIONDATE

COMMENTS

1. Create a model to analyze programs

HenthornSilva

03/01/97 Cynthia avail for assistance

2. Obtain information from other jurisdictions re: existing or planned programs

WheelerS. Brown

02/01/97 - Plan for survey

On-going

3. Review our existing programs that cannot grow or would not meet future needs

McCammonPurchio

06/01/97 - Develop procedure


4. Modify or create new programs to meet needs

JohnstonS. Brown

02/15/97 On-going

5. Identify good programs in other jurisdictions that we can join, if appropriate and beneficial

WheelerS. Brown

05/01/97 3 months to disseminate

6. Develop a method to predict or forecast future program needs (relate to model)

HenthornSilva

06/01/97 Cynthia avail for assistance

SHORT TERM “CRITICAL PRIORITY”ACTION PLAN

TASK RESPONSPARTIES

COMPLETIONDATE

COMMENTS

1. Create and distribute Resource Directory (with automated access and Chain of Command)

A. Create list of program parameters, program coordinators

B. Make available by hardcopy, e-mail

C. Develop group resource listing of group

WheelerBrownJohnstonWadeDavis

All Strategic Planning Team

12/01/96

01/15/97

Will develop format for selecting projects and program managers.

Input into directory on computer. Shows program, their task and who is program manager. Identify and publish resource listing of committees under each program, and who is on each committee.

2. StaffingA. Identify

ComponentsB. Identify

ResponsibilitiesC. Identify

StressorsD. Distribute

Responsibilities to affected parties

E. Develop Solutions to relieve stressors

F. Communicate Solutions

G. Develop Policy

H. Communicate Policy (Interim to OAG)

I. Purchase of fax

BlanchardHenthornRochaBrownIsmail

12/01/96

01/15/97

In meet & confer

OAG should be completed and distributed.

Once OAG distributed. All personnel advised of specifics..

Copy of proposed overtime policy being reviewed.

TASK RESPONSPARTIES

COMPLETIONDATE

COMMENTS

machines

3. Turnaround TimeA. Determine

Appropriate Turnaround Times

B. Determine Methods

C. Request Timeframes/ Agreements

D. Avoid Upward Delegation/ Chain of Command

E. Develop & Communicate Policy (Interim to OAG)

GilbertFerdinandOrrSilva

Completed OAG distributed

4. Bi-Monthly Publication From Administration

A. Program Manager Updates

B. Chief’s MessageC. Highlights of

DepartmentD. Acknowledgmen

tsE. Training for

Management

JohnstonOffice StaffMcCammonPurchioLundstrom

12/15/96 Next issue of Chiefs Message due. Please forward items of interest to Chief for newsletter.

Quarterly updates from program managers.

Johnston to assign quarterly updates to Program Managers to a Captain.

5. Chain of Command

Clear Delineation of Chain of Command; where people stand and definitionA. Formal Lines of

CommunicationB. Organizational

Chart

BlanchardHenthornRochaBrownIsmail 02/01/97

Organizational Chart completed and distributed

OAG completed and distributed. All personnel advised of specifics.

TASK RESPONSPARTIES

COMPLETIONDATE

COMMENTS

C. Determine when/if informal lines of communication are appropriate

D. Review Assessment

E. Request Input6. Personnel

Orientation

Assimilation Plan for new personnel

A. Identify problem areas (Brian)

B. Plan for personnel orientation (Carol)

C. Cultural orientation

D. Introduction to strategic plan (Bill)

E. Station rotation plan

F. Familiarization with OAG’s, department policies, procedures (Captains & Orr)

G. Performance evaluations (Captains & Orr)

JohnstonOffice StaffMcCammonPurchioLundstrom

McKennaBrewsterOrrCaptains


Will be developed for Dublin consolidation and future Employee Handbook.

July 1, 2008

Alameda County Board of Supervisors

Fire Chief

Deputy Chief Deputy Chief

City of San Leandro City of Dublin

Deputy Chief

Training Division

Battalion 1

Battalion 2

Battalion 3

Administrative Services

Apparatus & Facilities

Community Outreach

DOE Liaison: LBNL & LLNL

Emergency Medical Services & Special Operations

Financial Services

Alameda County Regional Communications Center

EMS & Special Ops

Information Technology

Lawrence Berkeley National Laboratory

Lawrence Livermore National Security LLC

Fire Advisory Commission ACRECC Advisory Board

Fire Prevention

Radio Communications

OP Area & CICCS

EXHIBIT P RFP 900492 Organizational Chart

Battalion 1: Stations 1, 3, 9, 10, 11, 12, 13, 19Battalion 2: Stations 2, 4, 5, 6, 7, 8, 14, 15, 16, 17, 18Battalion 3: Stations 20, 21

EXHIBIT Q RFP 900492




Documents

COUNTY OF ALAMEDA · Web viewDublin, CA 94568 Addendum No. 1 Issued October 17, 2008 October 28, 2008. Addendum No 2 Issued November 7, 2008 . November 26, 2008. Addendum No 3 December