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Procurement Cover Sheet
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Contract Information
Contract Number 107.21
Project Name Regional PSAP Assessment
Contractor Mission Critical Partners, LLC
Budget Line Item 10013131.531000 $
$Additional Budget Line $ _
Item(s) $ _
(Please fully allocate New Contract Total)
Procurement Method: Sole Source
Type: Services/Maintenance
Contract Start Date 5/12/2021
Contract End Date 12/31/2021
Contract Type New Contract
Retainage No
If this is a new contractor, please enter the New Vendor information into Munis for workflow approval.
Contact Information:
Department Sherrif- Dispatch
County Representative Brett Loeb County Representative (970) 315-2184
Phone
Provide a brief description of the contract:
Contractor shall perform regional PSAP Assessment as detailed in the proposal and per the terms of the
Agreement. Schedule for completion is provided as 90-120 days from start date. Pitkin County shall pay
Contractor directly and seek reimbursement from other funding partners benefiting from the Assessment Project.
Contract Value Summary:
Original Contract Amount $ 49,131.00
Previous Change Order/Amendment Amount $This Change order/Amendment amount $New Contract Total $ 49,131.00
Rev 2018-10-10 btf
PITKIN COUNTY
SOLE SOURCE PROCUREMENT
JUSTIFICATION REQUEST
TO: Jon Peacock, County Manager
DATE: April 30, 2021
FROM: Brett Loeb, 911 Commander
Proposed Contractor: Mission Critical Partners LLC
Product/Service: PSAP Assessment Report
Estimate expenditure for the above Product/Service: $ 49,500.00
This form is required, and is to aid you, in documenting your Sole Source request. Complete all portions of
this form. This purchase is clearly and legitimately limited to a Single or Sole Source. (Examples: original
manufacturer, no regional distributor, standardization etc):
Explain:
In Fall of 2020, the Pitkin County Emergency Telephone Authority(E911 Board)began an evaluation
process of Pitkin County Regional Emergency Dispatch Center. The E911 board quickly concluded there
were some aspects of our center that we needed professional guidance evaluating and began a search for a
viable consultant. We discovered only three companies across the nation who had experience and
expertise with communication certer evaluations across the depth and bredth that we require. The first
came very poorly reccommended by my peers and centers who have worked with them across the State.
Another was better recommended, however, their specialty and focus is on EMS dispatching while we
dispatch for all disciplines - Law, Fire and EMS. The third, Mission Critical Partners, came highly
reccommended and have worked with several centers of our size in Colorado -the centers they worked
with also reccommeded them highly. In reviewing their past reports, they provided guidance and
reccomendations on the (very) specific categories the E911 Board is looking for, including overall
governance and funding, dispatch technology and operational effeciencies propriatary to our industry. In
the end, Mission Critical was the only company that could meet the requirements for this assessment to
the satisfaction of the E911 board.
Note: Every effort should be made to obtain a written contract when otherwise required under County
procedures. When a contract is obtained, complete the Clerk's check list and send the original signed contract
with coversheet to clerk's office for archiving.
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Rev 2018-10-10 btf
The undersigned requests that Pitkin County waive other procurement requirements and recognize this
transaction as a sole source exception to the Pitkin County Procurement Code.
Department Head Section Head
i/�ul May-12-2021 May-20-2021
Brett Loeb Date Alex Burchetta Date
911 Commander Undersheriff
County Manager
Reason for Denial:
May-26-2021
Jon Peacock Date
County Manager
Note: Every effort should be made to obtain a written contract when otherwise required under County
procedures. When a contract is obtained, complete the Clerk's check list and send the original signed contract
with coversheet to clerk's office for archiving.
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CONTRACT FOR PROFESSIONAL SERVICES
BETWEEN
PITKIN COUNTY, COLORADO
AND
MISSION CRITICAL PARTNERS, LLC
THIS AGREEMENT made as of the date written below by and between Pitkin County,
Colorado a government entity, hereinafter referred to as CLIENT, doing business at 506 East Main
Street, Aspen, Colorado 81611, and Mission Critical Partners, LLC, a Delaware limited liability
company, hereinafter referred to as "PROVIDER", both hereinafter also referred to individually and
collectively as "Party" or"Parties."
RECITALS
Whereas, the CLIENT desires to employ PROVIDER to provide consulting services for a
Public Safety Answering Point (PSAP)Assessment; and
Whereas, PROVIDER represents and acknowledges that they are fully qualified and capable
of performing the services called for in this Agreement, and they are willing to perform these
services; and
NOW, THEREFORE, CLIENT AND PROVIDER, in consideration of the mutual promises and
covenants contained herein, the parties hereto do mutually agree as follows:
SECTION ONE—GENERAL
1.1. Definitions.
Agreement or Contract. Agreement or contract means this Agreement between CLIENT and
PROVIDER for professional services, including those exhibits, schedules and attachments listed in
this Agreement. To the extent there are any conflicts between this Agreement and any exhibits,
schedules and attachments, the provisions of this Agreement shall control.
Services. Services shall mean all services, work, deliverables, and all related professional, technical
and administrative activities that are necessary to perform and complete the services required
pursuant to the terms and provisions of this Agreement as set forth in Schedule A.
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Additional Services. Additional services are those services not set forth in Schedule A of this
Agreement.
Deliverables. Deliverables are those items of work product that are to be delivered to CLIENT as
listed in Schedule A of this Agreement.
Direct Expenses. Expenses specifically incurred as the result of providing Services (e.g. travel and
per diem costs, materials used).
1.2. Purpose.
The purpose(s) of this Agreement is to obtain consultant assistance for a PSAP Assessment. The
scope of service is as defined in Schedule A attached hereto and by this reference made a part
hereof.
SECTION TWO—OBLIGATIONS OF THE PROVIDER AND CLIENT
2.1. Provider Responsibilities.
PROVIDER shall have and perform the following duties, obligations and responsibilities to the
CLIENT as outlined in Schedule A.
a. PROVIDER shall provide and perform all Services pursuant to this Agreement in accordance
with generally accepted standards of professional practice, and in accordance with laws,
statutes, ordinances, codes, rules, regulations and requirements of governmental agencies
that regulate or have jurisdiction over the Services to be provided and/or performed by the
PROVIDER.
b. PROVIDER shall maintain all necessary licenses, permits or other authorizations necessary
to perform the Services of this Agreement until the duties hereunder have been fully
satisfied.
c. PROVIDER shall prepare all Deliverables required by this Agreement including, but not
limited to, all specifications and reports, in such a manner that they shall be accurate,
coordinated, and adequate for the purposes intended and shall be in conformity and comply
with all applicable law, codes and regulations.
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2.2. Client Responsibilities.
CLIENT shall have and perform the following duties, obligations, and responsibilities to PROVIDER:
a. Provide access to information, sites, personnel, agencies and other sources necessary for
PROVIDER to complete the Services.
b. Designate in writing a person to act as CLIENT's representative with respect to the Services
to be performed or furnished by PROVIDER under this Agreement. Such person shall have
complete authority to transmit instructions, receive information and interpret and define
CLIENT's policies and decisions with respect to the Services. Designated person is
Brett Loeb, 911 Commander.
c. CLIENT shall be responsible for, and PROVIDER may rely upon, the accuracy and
completeness of all reports, data, and other information furnished by the CLIENT to carry out
the Services provided under this Agreement.
d. Should any agency charge PROVIDER a fee for any required information or data, CLIENT
will reimburse PROVIDER for the cost of any fees incurred.
SECTION THREE—BASIC SERVICES
3.1. Basic Services.
The CLIENT will pay PROVIDER for the Services in accordance with Section 6—Compensation.
SECTION FOUR—ADDITIONAL SERVICES
4.1. Additional Services.
Should the CLIENT request PROVIDER provide and perform professional services under this
Agreement not set forth in Schedule A, PROVIDER agrees to provide and perform those Additional
Services as may be agreed to in writing by both parties to the Agreement.
4.1.1 Additional Services shall be administered and executed as Change Orders or
Supplemental Task Authorizations under this Agreement. PROVIDER shall not provide or perform,
nor shall CLIENT incur or accept any obligation to compensate PROVIDER for any Additional
Services, unless a written Change Order or Supplemental Task Authorization shall be executed by
the Parties.
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4.1.2 Additional Services not set forth in Schedule A will be performed based on
PROVIDER's then current Hourly Rates.
4.1.3 Each such Change Order or Supplemental Task Authorization shall set forth a
description of(1)the scope of the Additional Services requested; (2) the basis and amount of
compensation; (3)the applicable Hourly Rate Schedule and (4) the period of time and/or schedule
for performing and completing the Additional Services.
SECTION FIVE—TIME OF PERFORMANCE
5.1. Notice to Proceed. Upon execution of this Agreement by the CLIENT, the CLIENT will issue
a formal Notice to Proceed to PROVIDER. The PROVIDER shall commence work by attending a
project kickoff meeting within ten business days of issuance of the Notice to Proceed, or at a
mutually acceptable date.
5.2. Time of Performance. The PROVIDER agrees to complete the Services required pursuant
to this Agreement within the time period(s)for completion of the various phases and/or tasks of the
Services set forth and described in Schedule A of this Agreement.
5.3. Timeline. If Schedule A does not set forth a timeline for the completion of the Services, the
Parties mutually agree to develop a schedule that will be made part of this Agreement by
amendment signed by both parties. It is expected that both parties will carry out their respective
responsibilities diligently and expeditiously so as not to delay each other in completing the mutually
agreeable schedule.
5.4. Times for Rendering Services. If, in Schedule A, specific periods of time for rendering
Services, specific deadlines for Services to be completed are established, and if such periods of
times or dates are changed through no fault of PROVIDER, the rates and amounts of compensation
provided for herein shall be subject to equitable adjustment as provided below. If CLIENT has
requested changes in scope, extent or character of the Services, the time of performance of
PROVIDER's services shall be adjusted equitably as provided below.
If there are changes in the time periods or due dates for a given Deliverable or Service, or there is a
change to the scope, extent or character of the Services, PROVIDER shall declare in writing its
intent to request an equitable adjustment for any increase in cost or fee and disclose in writing the
extent of the increase prior to beginning the work or service. No work will commence under such
circumstances until the parties come to a mutual agreement on a dollar value for the equitable
adjustment.
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5.5. Excusable Delays. PROVIDER shall not be considered in default by reason of any failure in
performance if such failure arises out of causes reasonably beyond the control of PROVIDER, or its
subcontractor(s), and without their fault or negligence. Such causes include, but are not limited to,
acts of God; force majeure; natural or public health emergencies; labor disputes; freight embargoes;
and abnormally severe and unusual weather conditions.
Upon PROVIDER's request, the CLIENT shall consider the facts and extent of any failure to perform
the work, and if the failure to perform of PROVIDER was without it or its subcontractors' fault or
negligence, the contract schedule and/or any other affected provision of this Agreement shall be
revised accordingly.
SECTION SIX—COMPENSATION
6.1. For and in consideration of the Services described in Schedule A of this Agreement, CLIENT
agrees to pay PROVIDER a fixed sum of$49,131, including expenses.
6.2. Payment Provisions.
6.2.1. Invoices. At the close of each month during this Agreement, PROVIDER shall
submit to CLIENT, a properly executed invoice showing Services rendered hereunder for the closed
month. Each statement shall include the percentage of work completed relevant to the contracted
amount defined in Section 6.1. CLIENT shall review such statement and pay it within 30 days of
receipt. Invoices shall be mailed to:
Client Name: Pitkin County
c/o Brett Loeb, 911 Commander
Pitkin County Sheriffs Office
Address: 506 East Main Street
City, State, Zip: Aspen, CO 81611
Email: brett.loeb@pitkin911.org
6.2.2. Unpaid invoices. If CLIENT fails to make payment due to PROVIDER for Services
and expenses within thirty days after receipt of invoice, the amounts due to PROVIDER shall be
increased at the rate of 1% per month from said thirtieth day. In addition, PROVIDER may suspend
Services under this Agreement until PROVIDER has been paid in full for all amounts due. In the
event of a disputed or contested billing, only that portion so contested may be withheld from
payment, and the undisputed portion shall be paid.
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SECTION SEVEN—GENERAL CONSIDERATIONS
7.1. Direction and Control. PROVIDER agrees that PROVIDER will perform the Services under
this Agreement as an independent contractor and not as an agent, employee, or servant of the
CLIENT. The parties agree that PROVIDER is not entitled to any benefits or rights enjoyed by
employees of the CLIENT. PROVIDER specifically has the right to direct and control PROVIDER's
own activities in providing the agreed upon Services in accordance with the specifications set out in
this Agreement. The CLIENT shall only have the right to ensure performance. Nothing in this
Agreement shall be construed to render the parties partners or joint ventures.
7.2. Ownership. Unless otherwise provided for in this Agreement, all deliverables, reports, plans,
specifications, data and documents produced in the performance of the Services shall become the
property of the CLIENT.
7.2.1 Pre-Existing Intellectual Property. Unless otherwise provided in writing, the
PROVIDER shall be deemed the author of and shall retain all common law, statutory and other
reserve rights, to all pre-existing intellectual property including the copyright of any drawings,
specifications, proprietary programming, data solutions and other documents prepared or otherwise
obtained by PROVIDER or its affiliates independent of this contract.
7.3. Successors and Assigns. The CLIENT and PROVIDER each bind the other and their
respective successors and assigns in all respects to all of the terms, conditions, covenants and
provisions of this Agreement.
7.4. Changes. No changes or additions shall be made in this Agreement except as agreed to by
both parties and reduced to writing and executed with the same formalities as are required for the
execution of this Agreement.
7.5. Compliance and Standards. PROVIDER agrees to perform the Services hereunder in
accordance with generally accepted standards applicable thereto and shall comply with all
applicable state, federal and local laws, ordinances, rules and regulations relating to the Services
performed hereunder. PROVIDER shall not access any information which they are not authorized to
receive, and under no circumstances shall PROVIDER at any time, during the term of this
Agreement or thereafter, release or divulge any confidential material, information or documents
received during the performance of the Services hereunder without express written consent of
CLIENT, nor shall PROVIDER copy, recreate or use any such confidential information or documents
other than for the performance of this Agreement. PROVIDER shall not divulge or otherwise make
use of trade secrets or other confidential information, procedures or policies under this Agreement.
Neither shall PROVIDER copy, recreate or use any proprietary information of any third party in the
performance of this Agreement except to the extent authorized by such third parties.
7.6. Conflict of Interest. PROVIDER represents that it presently has no interest and shall
acquire no interest, either direct or indirect, which would conflict in any manner with the performance
or Services required hereunder.
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7.7. Termination. Either Party may unilaterally terminate this Agreement for any of the following
reasons, so long as the terminating Party has notified the other Party of its intent to terminate, the
reason for such termination, and allowed the other Party no less than 30 business days prior to the
effective termination date in which to cure the stated reasons:
a. Actual failure of the other Party to fulfill its obligations hereunder;
b. Anticipated failure of the other Party to fulfill its obligations hereunder, or anticipated inability
of the other Party to perform the work, due to: (1) inadequate financial capability or(ii) loss or
material degradation of corporate capabilities which are essential to the other program
requirements, including without limitation loss or unavailability of the other Party's key
employees;
c. The insolvency of the other Party or the filing by or against the other Party of a petition,
arrangement, or proceeding seeking an order for relief under the bankruptcy laws of the
United States, a receivership for any of the assets of the other Party, a composition with or
assignment for the benefit of creditors, a readjustment of debt, or the dissolution or
liquidation of the other Party.
Upon termination of this Agreement, CLIENT shall pay PROVIDER for services rendered and
expenses incurred hereunder which have not been previously paid or disputed by CLIENT for the
period up to the date of termination.
7.8. Notices. All notices required in this Agreement shall be in writing and shall be sent by
certified mail (return receipt requested), hand delivered, or sent by courier service requiring signed
acceptance.
If to CLIENT:
Pitkin County
do Brett Loeb, 911 Commander
Pitkin County Sheriffs Office
506 East Main Street
Aspen, CO 81611
If to PROVIDER:
Darrin J. Reilly, President and Chief Executive Officer
Mission Critical Partners, LLC
690 Gray's Woods Boulevard
Port Matilda, PA 16870
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7.9. Confidentiality. CLIENT and PROVIDER agree other shall not disclose, transfer, sell or
otherwise release confidential information gained by reason of performance under this Agreement to
any party. Such information shall be used solely for the purposes necessary to meet the
requirements under this Agreement.
7.10. Non-assignment. PROVIDER shall not subcontract or assign any of the rights, duties or
obligations covered by this Agreement without the prior express written consent of the CLIENT.
7.11. Governing Laws and Venue. This Agreement shall be governed by the laws of the state in
which the Services are provided.
7.12. Signatory. Each signatory to this Agreement represents that he or she has full and sufficient
authority to execute this Agreement on behalf of CLIENT or PROVIDER, as the case may be, and
that upon execution of this Agreement, it shall constitute a binding obligation of the CLIENT and
PROVIDER.
7.13. Counterparts. This Agreement may be executed in any number of and by the different
parties hereto on separate counterparts, each of which when so executed shall be deemed to be an
original, and such counterparts shall together constitute but one and the same instrument.
7.14. Severability. Should any clause, phrase, sentence or paragraph of this Agreement be
declared invalid or void, the remaining provisions of this Agreement shall remain in full force and
effect.
7.15. Non-waiver. The failure of any party to exercise any right in this Agreement shall not be
considered a waiver of such right.
7.16. Attachments. All exhibits attached to this Agreement are incorporated into and made part of
this Agreement by reference.
7.17. Amendments. The parties may amend this Agreement only by mutual written agreement of
the parties.
7.18. Captions and Section Headings. Captions and section headings included in this
Agreement are intended for convenience only and shall not be used to construe, explain or modify
this Agreement in any manner whatsoever.
7.19. Project Records. For a period of two years after completion of all work to be performed,
PROVIDER shall keep and make available to CLIENT for inspection and copying, upon written
request by CLIENT, all records in PROVIDER's possession relating to this Agreement.
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7.20. Entire Agreement. This Agreement and all schedules constitutes the entire Agreement
between the Parties and supersedes all prior written or oral agreements, understandings or
representations. No change, modification, alteration or addition to the terms and conditions of this
Agreement shall be binding unless in writing and signed by authorized representatives of both
Parties.
7.21. Nondiscrimination. PROVIDER warrants and represents that all of its employees are
treated equally during employment without regard to race, color, religion, disability, sex, age,
national origin, ancestry, marital status, or sexual orientation.
7.22. Affirmative Action and Equal Opportunity Employer. PROVIDER is an Affirmative Action
Employer and an Equal Opportunity Employer of Protected Veterans.
EOE/AA- Minorities/Females/Disabled/Veterans
The Contractor or Subcontractor shall abide by the requirements of 41 CFR§§ 60-
1.4(a), 60-300.5(a) and 60-741.5(a). These regulations prohibit discrimination against
qualified individuals based on their status as protected veterans or individuals with
disabilities, and prohibit discrimination against all individuals based on their race,
color, religion, sex, or national origin. Moreover, these regulations require that
covered prime contractors and subcontractors take affirmative action to employ and
advance in employment individuals without regard to race, color, religion, sex,
national origin, protected veteran status or disability.
7.23. Intentionally omitted.
7.24. Nonsolicitation of Employees. During and for one (1) year after the term of this
Agreement, CLIENT will not solicit the employment of, or employ the PROVIDER's personnel,
without the PROVIDER's prior written consent.
7.25. Intentionally omitted.
7.26. Proprietary Information. The Parties anticipate that performance of this Agreement may
require them to disclose to each other information of a proprietary nature. Therefore, as an integral
part of this transaction, the Parties agree to the following:
a. Proprietary information disclosed by either Party may only be used by the other Party in
performing its obligations under this Agreement.
b. This Agreement is confidential and proprietary, and neither Party may disclose its contents
without the prior written consent of other Party.
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7.27. General Announcement. Notwithstanding any other provision of this Agreement, the Parties
agree that PROVIDER may issue a press release or similar public announcement related to the
overall Purpose of this Agreement subsequent to notification of CLIENT.
7.28. Insurance. The PROVIDER shall obtain and maintain adequate insurance, including
professional liability insurance and any other insurance which CLIENT reasonably may require.
Upon CLIENT's request, PROVIDER will promptly furnish CLIENT with certificates of insurance
showing such coverage and naming CLIENT as an additional insured for the duration of this
Agreement.
7.29. Acceptance. Acceptance of this Agreement shall be indicated by the signature of the duly
authorized representative of the Parties in the space below.
IN WITNESS WHEREOF, the Parties have executed this Agreement effective the day and year
below written.
Witness: Pitkin County, Colorado
(CLIENT)
(/Qt,(o Brett Loeb
By:
Date: May-12-2021
Witness: Mission Critical Partners, LLC
(PROVIDER)
By:
John . p ly, VP & Director of Administrative Services
Date: May 11,2021
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SCHEDULE A—SCOPE OF WORK
Project Understanding
MCP understands that the REDC is seeking a consultant to conduct a PSAP assessment focused
on six key areas of interest. This includes staff count, efficient use and application of technology (i.e.,
computer aided dispatch and auto paging), facility location, continuing education of tenured
employees and the leadership structure. The intent of assessing these areas of interest and resulting
recommendations are to enhance operational capabilities and provide full services to the community
and agencies it serves.
To meet or exceed the REDC's expectations, the study will require an approach that is not only
reasonable and responsive to its needs but one that results in recommendations that reflect a living
center. Meaning that while striving to achieve industry standards and best practices the
recommendations are also both practical and actionable towards meeting identified goals and
objectives. The graphic below outlines the proposed four step approach that MCP has found
successful in achieving the desired outcomes.
•We partner with the REDC using a variety of different mechanisms to understand
your unique environment in order to collect data on your performance and
Step 1 practices in the key categories, depending on the initiative at hand
•We use assessment tools unique to MCP,to analyze the data and produce an
Step 2 impactful model that highlights strengths and weaknesses
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•We work with the REDC to help you develop a comprehensive understanding of
your organization's model and apply it to make informed decisions relative to the
Step 3 stated goals
•We deliver a customized report that includes an analysis of the REDC's situation in
the key categories, as well as an outline for next steps to implement
Step 4 recommendations
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Task 1: Project Initiation Meeting and Documentation Review
MCP will conduct a project kickoff meeting with REDC's point of contact (POC)and designated
project team. Our project manager(PM) and staff will meet with the REDC's project team and key
stakeholders to clarify roles and reach a mutual understanding of the future vision. MCP's PM will
facilitate the meeting and review:
• Project and task milestones, schedules and deliverables
• Project budget
• Scheduling of interviews with user and stakeholder representatives
• Scheduling progress review meetings (minimum biweekly)
The purpose of the meeting is to introduce the MCP and REDO project staff, verify alignment of
project expectations regarding the scope of work to be performed, desired and expected outcomes,
project deliverables, and project schedule for the study.
At the conclusion of the kickoff meeting, MCP and REDC representatives will address the project
timeline and initiation of data gathering.
Deliverable(s):
• Project schedule
• Coordination on project status calls
Any updates or changes from the initial scope of work will be documented for mutual agreement.
Project Management
MCP applies a Project Management Institute (PMI)framework for managing projects, which offers a
standardized approach for project execution, along with monitoring and controlling a project. This
framework allows MCP to tailor the project management approach to meet the needs of the REDO.
See Figure 1 below, for an example of how the project is managed when applying the PMI
framework.
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Initiating Planning Execution/Monitoring&Control Zip
Track Task
Progress/
fp Coordinate
Work
CreaFormal
Initiate Work/ Updtatar Execute ^ Status Project Close-
Project Charter Project Reporting Lessons
Project Plan /% Learned
Re
Pr o -
Project
Review
Figure 1: PM! Framework Application
Remote and Physical Interviews/Meetings
The MCP team understands that on-site meetings with stakeholders and on-site inspection of
facilities and personnel are important. Our project approach always seeks to provide sufficient time
and personnel for on-site deployment. Acknowledging the current health and safety environment that
the country is facing and understanding that the REDO likely has COVID-19 safety protocols for the
benefit and safety of all personnel and authorized contractors/vendors in place, MCP has built this
project in a hybrid model. This approach makes the assumption that face-to-face interaction at some
point will be possible and supplements the project with remote activities where warranted and in the
best interest of the project. However, in the event that all parties agree that face-to-face interaction is
not advisable at any given time, you can trust that MCP has the experience, capabilities and
technology to successfully complete the scope of work in its' entirety remotely.
MCP engages a variety of platforms including but not limited to GoToMeeting, Zoom, Microsoft
Teams, and Egnyte, to meet our client's needs. Through these platforms, project teams can
establish break-out rooms, conduct remote PSAP tours, facilitate interactive interviews, focus groups
and whiteboard to work problems in real-time. Additionally, we leverage online data discovery tools
and secure repositories to minimize the burden to our clients.
This is accomplished while following any current local and federal requirements necessary to keep
our clients and staff protected and all while building trust and instilling confidence that MCP will
deliver on our commitments.
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Task 2: Data Collection and Discovery
In conjunction with planning for the on-site project initiation meeting, MCP will work with REDC to
schedule initial data gathering meetings. MCP anticipates two days on-site to complete project
initiation, data gathering and observations.
Immediately following the project initiation meeting, the consulting team will conduct a strategic
visioning session with identified key stakeholders. The results of this meeting along with the success
metrics identified in the project initiation meeting will set the direction for this report. During this
session, objectives will be identified along with risks, constraints and opportunities.
Subsequently, MCP anticipates that the consulting team will use the outcomes of the visioning
session as they conduct a combination of individual and/or group interviews to benchmark the
current state of conditions of aspects of the REDC's communications services related to the
identified key areas of interest and define the desired state from the perspective of the interviewees.
This interview approach promotes a unique perspective by meeting with the consulting team.
MCP conducts interviews in a manner that promotes forthrightness and balance, while structured to
identify strengths and weaknesses of the current organization, employees, systems, processes,
leadership structure and workflow. MCP's team follows a formatted questionnaire to ensure relevant
information is captured in a consistent manner. At the same time, the team plans for holding
appropriate follow-up sessions to ascertain underlying issues identified in the initial interviews. At the
same time, the team proactively plans follow-up sessions to further explore underlying issues
identified in the initial interviews.
Data gathering may include but not be limited to:
• Review of prior analysis reports
• Relevant policies and procedures
• Personnel data
• Leadership structure and supervision
• Technology in use
• Facility details
• Training
MCP will provide the REDO the additional data sets that are needed for discussion at or prior to the
project initiation meeting. Although they will be finalized prior to project initiation, some data areas
that may be candidates for collection include:
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• Job descriptions • Division of duties and responsibilities
• Turnover rates • Supervision, shift schedules
• Emergency and non-emergency call • Training and certification
volumes and processing times
• Quantity of 10-digit administrative calls • Shift differentials
• Incident volumes including events generated • Busy hour/demand data
from the field
• Personnel leave data • Ancillary tasks such as warrant entry and
other duties
• First responder technology systems in use, • Call characteristics
such as mobile data computers
• Structured call-taking and/or dispatch • Adopted national standards
protocols currently in use
• External interfaces (e.g., computer-aided • Specifications and/or drawings of technology
dispatch [CAD], automated alarms, National in use
Crime Information Center[NCIC], etc.)
Deliverable(s):
• Completion of data discovery and observations schedule
Task 3: Data Analysis
Using the data provided by the REDC and collected in Task 2, a significant amount of information
regarding the organization's public safety environment in the areas of focus addressed below. This
analysis includes staff count including minimum staff by shift, efficient use and application of
technology (i.e., CAD and auto paging), facility location, continuing education of tenured employees
and the leadership structure.
Staffing
Human resources are the most critical component to every public safety organization. To be able to
obtain call handling efficiency, manage the implications of working supervisors and provide the full
range of services that PSAPs are accustomed to providing, a solid understanding of the number of
staff truly needed is essential.
MCP will document the existing organizational structure, and workloads of 911 call takers and
dispatchers, system administrators and technology support staff, supervisory and administrative
support staff. Analysis will be completed based upon our experience, industry standards and the
impact of Next Generation 911 (NG911) and FirstNet, to evaluate if current staffing levels, skill sets,
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and structure are adequate to most efficiently and effectively meet the current and future needs of
the organization. Our recommendations include suggested staffing levels, business practice
modifications, and additional positions to perform functions not currently being met. Succession
planning and leadership development will also be addressed from a strategic view as the
organization plans for future changes to technology and growth.
MCP evaluates staffing patterns associated with 911 call taking, call processing and dispatch. The
analysis includes minimum staffing levels by time of day and day of week, current and historical
staffing levels, workload factors such as current and projected emergency and non-emergency call
processing and dispatching.
To verify appropriate staffing and/or determine staffing needs, call centers and emergency
communication centers use calculations based on call volume and workload. Public-Safety
Communications Officials (APCO) and National Emergency Number Association (NENA) industry
leaders in the emergency communications arena, have developed tools based on the Erlang Cl
calculator, coupled with statistical calculations that take into consideration other PSAP data (e.g.,
leave usage). PSAP data is measured and used as a basis for projecting the number of call taking,
dispatch and supervisory staff required to handle call and incident volumes adequately.
MCP uses a NENA staffing tool, coupled with Erlang C calculations and experience in the industry,
to project and analyze staffing requirements. The staffing tool, partially based on NENA-REF-004.3-
2017 (originally 54-501), is a formalized system that takes into account call volume and other
PSAP-specific data, such as incident volume and leave, to calculate staffing needs. Available work
hours, utilization, and turnover rates are calculated and used with call and incident data to determine
baseline staffing requirements. MCP then analyzes the data with the recommended configuration to
project staffing. The resultant staffing projections are highly dependent upon the accuracy of the
data and statistics provided by the agency being studied.
Operational Efficiencies
A key component of the data collection phase will be interviews with line and supervisory staff, as
well as observations of the call-taking and dispatching methods used on all shifts. MCP evaluates
current call processing and provide recommendations for business practice changes that will result
in greater effectiveness and efficiency. The goal of the REDC to increase efficiency while
maintaining a high level of service will be paramount when making recommendations.
Emergency communications centers throughout the country adopt and utilize industry standards and
best practices to ensure the effectiveness of the center and to ensure optimal service is provided to
citizens and first responders alike. Measurable standards create an objective view of 911 operations
and provide for consistent interactions with the public and first responders.
1 The Erlang C calculator is a tool in the public safety industry utilized to assist emergency
communications centers in determining call taker staffing needs.
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Operational standards and best practices most often used in 911 communications centers are from
NENA and APCO. Also, many communities rely on National Fire Protection Association (NFPA)
standards, specifically NFPA 1221, Standard for the Installation, Maintenance, and Use of
Emergency Services Communications Systems; as well as NFPA 1061, Professional Qualifications
for Public Safety Telecommunications Personnel; and standards from the Commission on
Accreditation for Law Enforcement Agencies (CALEA), particularly Standards for Public Safety
Communications Agencies. NENA, APCO, and NFPA are each an American National Standards
Institute (ANSI) accredited standards development organization (SDO).
MCP will utilize the standards mentioned above along with our experience and knowledge to ensure
that the REDC is operating and functioning according to industry standards and current best
practices.
Continuing Education
The duties of a telecommunicator along with shift supervisors—especially if they are working
supervisors -are extremely difficult, and opportunities for mistakes within the profession abound
when not only proper training but also continuing education is absent. With well-constructed training
and continuing education, telecommunicator and supervisor confidence increases, and the likelihood
of mistakes decreases.
MCP reviews existing quality assurance procedures and continuing education programs and then
linkage between quality assurance (QA) standards and training from a strategic viewpoint only.
Requirements may emerge from that input, often related to existing challenges and areas that
require operational improvements. Once challenges and requirements are identified, strategies to fill
those needs are developed and incorporated into the proposed enhancements to continuing
education training curriculum.
When evaluating the training and continuing education needs for PSAPs new and tenured staff we
evaluate and provide future state recommendations based on industry standards such as APCO's
Minimum Training Standards for Public Safety Telecommunicators and the National 911 Program's
published Recommended Minimum Training Guidelines for the Telecommunicator. We will take into
consideration such factors as experience levels of the telecommunicators and relevant policies and
procedures.
As part of the continuing education analysis, our experts:
• Review the current QA process and continuing education and compare with national training
standards to determine any areas of deficiencies
• Look at current instructional and evaluation methodologies for initial and continuing education to
ensure any required criteria can be measurably accounted for
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Technology and Systems in Use
Technology and its related infrastructure and applications are important factors to be assessed and
considered as part of an operational assessment. As such MCP evaluates technology limitations that
may be impacting both current and future operations.
MCP will utilize the data gathered in identifying the strengths and weaknesses of each system from
a user's perspective and in identifying gaps in operational process flows. This will provide MCP staff
with a baseline understanding of the potential gaps with the current technology in use, as opposed to
available best of breed systems in the marketplace that can enhance efficiency. Industry standards
and best practices are used to provide actionable recommendations for next steps with technology
systems.
MCP will provide consideration to features, functionality, scalability, capacity, training and public
safety communications best practices in the review of the following technologies:
• CAD/Mobile data usage
• Paging system and the ability to Autopage
• Call handling equipment (CHE)
• Motorola MCC7500 radio consoles
• Opportunities for cloud offerings
• Remote dispatch capabilities
• RapidSOS
• Carbyne
Facility Readiness
Purpose-built facilities that often serve as the last building standing are required to house mission
critical emergency communications operations. MCP will review the current facility for use of space,
additional needs, and efficiencies or adjacencies within the spaces to include:
• Access and egress
• Call center
• Staff support
• Technology and equipment
• Training
• Administration and lobby
• Storage
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Governance
There are many national, regional, and local changes facing the 911 community, which are driving
the various governance models. Governance is often a top concern for project stakeholders with
employees, supervisors, administrators and elected officials all seeking an appropriate opportunity to
be engaged in the governance of the PSAP. Active governance is an ideal that is often difficult to
achieve. Active governance is achieved through an ongoing discourse that attempts to capture all
considerations involved in assuring that stakeholder interests are reasonably addressed and
reflected in policy.
Good governance has several major characteristics. These characteristics define how governance
should be formed, what features should be considered essential, and how to achieve that vision in
the governance framework. Generally, governance should be "participatory, consensus oriented,
accountable, transparent, responsive, effective and efficient, equitable and inclusive, and should
follow the rule of law."2 Good governance is responsive to its stakeholders and the needs of the
organization, exercises vision in policy-setting and decision-making, and ensures the best interests
of all stakeholders are considered.
It is not unusual for governance documents to renew without review and overtime resulting in
antiquated information, conflicting policies, and challenge leadership to maintain good governance.
To promote both active and good governance MCP will review existing inter-governmental
agreements (IGAs)that reference governance to evaluate them against current models and make
recommendations regarding updating and modernizing them for the County.
Funding and Cost Sharing
Another top concern for stakeholders is a fair and equitable cost-sharing and funding plan across
member and contract jurisdictions. MCP staff members have experience as senior managers and
executives within PSAP organizations and as such are familiar with all aspects of PSAP funding.
Many different factors can be considered when developing cost-sharing and funding plans. Capital
impact costs are vital to the informed decision-making process during consolidation planning.
Accordingly, MCP will identify high-level costs.
The need for a cost-sharing model that is recognized and mutually accepted is critical. MCP will
review existing IGAs that reference funding and cost sharing to evaluate them against current
models and make recommendations regarding updating and modernizing them for the County.
2 "Eight Elements of Good Governance." Creating a Culture of Board Excellence. Governance Pro.
http://www.governancepro.com/news/.
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MCP will define an equitable sharing of fiscal responsibilities and explore the feasible models for
shared emergency communications funding by assessing the opportunities using formulas based on
activity, resources, and population. Examples include calls dispatched, number of personnel,
number of apparatus, assessed property values, or combinations thereof.
The conclusion of this analysis would involve the documenting of spaces, approximate square
footage requirements for a future facility, including rough order of magnitude costs and timelines.
Applicable best practices and standards will be included in the final report.
Deliverable(s):
• Review of report outline with client
Task 4: Draft and Final Assessment Report
At the conclusion of the interviews, PSAP observation sessions and data collection, MCP will
develop a draft report outline and review it remotely to promote continued alignment of expected
items and sections of report to be covered. Also, any remedial data collection will be
scheduled/completed as the outline is reviewed and revised.
MCP will take the approved outline and draft a report, cataloging data collected and highlighting
preliminary findings and initial recommendations. MCP reviews preliminary findings with the REDO
team.
A remote review of the draft report provides a discussion opportunity, while allowing the REDO team
to provide additional agency comments, input, and/or direction to MCP, or to further clarify the data
upon which the report is based.
MCP anticipates that that there could be up to two additional calls with the REDO to complete the
draft report review. MCP captures all comments and provides an edited copy to the REDO quickly,
typically within 15 business days of receipt of all final comments.
The final PSAP Assessment Report will provide a foundation upon which the REDC can make
decisions to adopt included recommendations for future action.
The report will be prepared using the following methodology:
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Table 1: Report Process
Item Description
• Compile and submit the draft report for REDC review and feedback
Draft Report • The REDC will provide consolidated questions for MCP to answer and clarify
recommendations and findings
• MCP will complete any necessary revisions to the report
Final Report • Incorporate the REDC's changes or clarifications into the report
• Provide to the REDO the final version of the report
Presentation
• Make one on-site presentation to the REDO
• Address any final questions or clarifications
Mission Critical Partners' experience in completing other similar assessments indicates that a
several step process is most successful in creating and reviewing reports and findings and maturing
recommendations. MCP appreciates a commitment by the REDO to provide full access to the REDO
team, materials, and the facility to provide for assessment of the identified scope. This commitment,
together with facilitation of meetings with stakeholders, will provide us with efficient data collection to
include interviews and observations.
Deliverable(s):
• Draft and Final PSAP Assessment Report
If approved, prior to Task 5 initiation, scope changes based on the outcomes of the PSAP
Assessment Report will be made and presented to the County along with pricing for approval.
Scope of Work Expectations
Based on the current MCP understanding of what is to be accomplished, the SOW identified is
based upon the following expectations.
• A step-by-step review of the SOW will be conducted during the task kickoff meeting. Any
updates or changes from the initial SOW outlined in this proposal will be documented for mutual
agreement and to allow for clarification of expectations to be addressed in the deliverables. In
the event the requested changes increase the level of effort originally agreed upon, if the parties
agree the changes cannot be absorbed in the original pricing, MCP will provide the REDO with
pricing for those changes.
• MCP has provided an estimated project schedule and will develop a detailed project schedule for
review and modification during the kickoff meeting.
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• The MCP team proposes to be on-site over a two-day period to conduct project kickoff, data
collection, and conduct user interviews and observations
- If on-site is not feasible this time may be distributed across additional days to accommodate
the more complicated task of remote data collection.
• Bi-weekly, remote 30-minute project status calls with MCP's project manager through the original
project schedule end date.
• MCP will submit an initial draft report in electronic (Word)format, to be delivered to the REDO for
review and approval
- Two 1-hour remote report review sessions with MCP's project manager and applicable SMEs
to conduct review.
• The MCP PM will provide an on-site presentation for the key stakeholders as applicable during a
regularly scheduled or special meeting.
Extension of the level of effort beyond these assumptions not resulting from the actions of MCP will
result in a conversation between MCP and the REDO to evaluate the level of effort and cost to the
project. MCP uses a risk management matrix to identify and monitor risks that can impact scope,
schedule, budget and deliverables quality. If risks to the project are identified MCP will initiate
discussions with the REDO to establish if a change order is required and develop the content if so
determined.
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SCHEDULE B—HOURLY RATES
MISSION CRITICAL PARTNERS, LLC
2021 Rate Schedule— Including Expenses
Descripti. Rate/Hour
Support Specialist $89.00
Support Specialist I $96.00
Support Specialist II $120.00
Support Specialist Ill $125.00
Emergency Number Specialist $133.00
Policy Specialist/Technical Writer $159.00
Public Safety Specialist $159.00
Public Safety Specialist II $170.00
Communications Specialist $186.00
Planner $203.00
Assistant Project Manager $204.00
Technology Specialist I $214.00
Project Manager $222.00
Consultant $232.00
Technology Specialist II $232.00
Operations Specialist I $232.00
Lead Policy Consultant $240.00
Sr. Technology Specialist $246.00
Emergency Response Specialist $246.00
Operations Specialist II $246.00
Sr. Project Manager $253.00
Sr. Consultant $261.00
Sr. Services Specialist $261.00
Program Manager $268.00
Forensics Analyst $276.00
Consulting Manager $299.00
Sr. Program Manager $299.00
Principal $312.00
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Because the Mission Matters
PSAP Assessment
Proposal
PREPARED APRIL 16, 2021 FOR
PITKIN COUNTY, COLORADO
REGIONAL EMERGENCY DISPATCH CENTER
MissionCriticalPartners.com
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Table of Contents
Introduction Letter 1
About Mission Critical Partners 2
Public Safety Experience 4
Scone of\A!nrk
Project Understanding 6
Task 1: Project Initiation Meeting and Documentation Review 6
Task 2: Data Collection and Discovery 8
Task 3: Data Analysis 9
Task 4: Draft and Final Assessment Report 13
Task 5: Strategic Planning (Optional) 15
(Optional) One Year Strategic Support 16
Project Team
Organizational Chart 19
Resumes 19
Qualifications and Experience 24
Relevant Project Experience 25
Pricing 31
Pricing Assumptions 32
Appendix A: The Public Safety Ecosystem 34
Appendix B: MCP's Areas of Specialization 35
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Introduction Letter
April 16, 2021
Brett Loeb, 911 Commander
Pitkin County Sheriffs Office
506 East Main Street
Aspen, CO 81611
Re: PSAP Assessment
Dear Mr. Loeb:
Mission Critical Partners, LLC (MCP) appreciates the opportunity to provide this proposal to Pitkin County,
Colorado, Regional Emergency Dispatch Center(REDC)to conduct a PSAP assessment.
MCP is prepared to serve the REDC by assisting you with achieving optimal delivery of emergency
response services. I will serve as your client services and project manager. If you have any questions
regarding the information submitted, please contact me at 415.302.4866 or via e-mail at
BretHubbard@MissionCriticalPartners.com.
On behalf of our entire team, we stand behind the Pitkin County Regional Emergency Dispatch Center to
serve as your partner and your advocate.
Sincerely,
Mission Critical Partners, LLC
Bret Hubbard
Business Development Manager
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About Mission Critical Partners
Mission Critical Partners (MCP) is a leading provider of data integration, OFFICE LOCATIONS
consulting, and network and cybersecurity solutions specializing in
transforming critical-communications networks into integrated Mission Critical Partners serves
ecosystems that improve outcomes. clients in the public safety, criminal
justice, healthcare,transportation
and utility markets across North
Through our breadth and depth of experience and an extensive network America with offices in the following
of resources, we offer innovative, vendor-independent and forward- locations:
thinking solutions that solve our clients' complex challenges.
Corporate Headquarters
State College Office
Our capabilities span all aspects of mission-critical communications, 690 Gray's Woods Blvd.
while our expertise covers everything from wireless communications, Port Matilda, PA 16870
technology, networks and 911, and facilities and operations. We Phone: 888.862.7911
provide confidence and support every step of the way, from Fax: 814.217.6807
procurement and design to implementation, integration and Web: MissionCriticalPartners.com
management. The result is an integrated, high-performing and modern
Branches
ecosystem that achieves maximum value and optimal efficiency. Raleigh Office
4208 Six Forks Road, Suite 100
With MCP, the proof is in the numbers: Raleigh, NC 27609
• Loyalty is the foundation of our business, with more than 90% of Pittsburgh Office
our clients remaining with us from project to project. 105 Bradford Rd. Suite 400
Wexford, PA 15090
• Our specialized professionals are integral members of our team,
with each bringing an average of 25 years or more to every project. Harrisburg Office
• We expand upon our experience year after year, completing more 2578 Interstate Dr. Suite 106
than 1,400 projects since our inception in 2009. Harrisburg, PA 17110
• We've performed services for clients in nearly all 50 states with a
full suite of solutions and services. New Jersey Office
35 Beechwood Rd. Suite 2A
• We invest more than a million dollars each year in training our Summit, NJ 07901
subject-matter experts (SMEs).
Providence Office
MCP stands behind the importance and nobility of the work our clients 166 Valley St., Bldg. 6M, Suite 103
do. We understand the criticality of effective and critical Providence, RI 02909
communications systems, not just for our clients, but also for the Denver Office
communities and customers they serve. While we are proud to have the 1512 Larimer Street, Suite 950
most experienced and knowledgeable team of professionals in the Denver, CO 80202
industry, our greatest pride comes in seeing the successful results of
our clients' mission-critical operations. Dallas Office
502 N. Carroll Ave. Suite 120
Because at the end of the day, it's the mission that truly matters. Southlake, TX 76092
Seattle Office
810 Third Avenue, Suite 600
Seattle, WA 98104
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We're Committed to Putting our Clients First
Partnering with a firm that brings an independent, objective perspective to every engagement is a top
priority of our clients. We stand behind our commitment to always put the fundamental interests of our
clients first.
From our inception, vendor-neutrality is a value that underpins every aspect of what we do. Our goal is to
determine the most favorable solution for our clients based on their unique requirements, budget,
governance structure, operations, and existing technologies. We provide a holistic perspective regarding
the entire mission-critical communications ecosystem, free of bias or favoritism to any specific product or
service provider. Our recommendations always are based solely on the value and the benefit provided to
the client.
For clients, this approach means more control and greater visibility into the systems they ultimately are
responsible for operating and maintaining, and—more importantly—a successful project that improves
outcomes.
Mission Critical Partners Board of Directors
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Public Safety Experience
Mission Critical Partners is in its twelfth year of providing public safety consulting services to help our
clients enhance and evolve their mission-critical systems and operations. Our footprint includes more than
1,400 projects.
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MCP Office Location
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Figure 1: MCP's National Footprint
Public Safety Ecosystem
MCP is the national leader in providing the full range of public safety, criminal justice, data integration and
network and information technology services. While some firms bring a siloed approach, MCP will help
agencies think of the communications ecosystem as a holistic network, interconnected on many levels, to
enable the smooth flow of critical and relevant data to provide emergency responders with the best
information to perform their duties. Additional information is provided in Appendix A.
Full-Service Offering
A description of MCP's full services offered across the entire ecosystem is provided in Appendix B.
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Project Understanding
MCP understands that the REDC is seeking a consultant to conduct a PSAP assessment focused on six
key areas of interest. This includes staff count, efficient use and application of technology (i.e., computer
aided dispatch and auto paging), facility location, continuing education of tenured employees and the
leadership structure. The intent of assessing these areas of interest and resulting recommendations are to
enhance operational capabilities and provide full services to the community and agencies it serves.
To meet or exceed the REDC's expectations, the study will require an approach that is not only reasonable
and responsive to its needs but one that results in recommendations that reflect a living center. Meaning
that while striving to achieve industry standards and best practices the recommendations are also both
practical and actionable towards meeting identified goals and objectives. The graphic below outlines the
proposed four step approach that MCP has found successful in achieving the desired outcomes.
•We partner with the REDC using a variety of different mechanisms to understand
your unique environment in order to collect data on your performance and
Step 1 practices in the key categories, depending on the initiative at hand
•We use assessment tools unique to MCP,to analyze the data and produce an
Step 2 impactful model that highlights strengths and weaknesses
•We work with the REDC to help you develop a comprehensive understanding of
your organization's model and apply it to make informed decisions relative to the
Step 3 stated goals
•We deliver a customized report that includes an analysis of the REDC's situation in
the key categories, as well as an outline for next steps to implement
Step 4 recommendations
Task 1: Project Initiation Meeting and Documentation Review
MCP will conduct a project kickoff meeting with REDC's point of contact (POC)and designated project
team. Our project manager(PM) and staff will meet with the REDC's project team and key stakeholders to
clarify roles and reach a mutual understanding of the future vision. MCP's PM will facilitate the meeting and
review:
• Project and task milestones, schedules and deliverables
• Project budget
• Scheduling of interviews with user and stakeholder representatives
• Scheduling progress review meetings (minimum biweekly)
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The purpose of the meeting is to introduce the MCP and REDO project staff, verify alignment of project
expectations regarding the scope of work to be performed, desired and expected outcomes, project
deliverables, and project schedule for the study.
At the conclusion of the kickoff meeting, MCP and REDO representatives will address the project timeline
and initiation of data gathering.
Deliverable(s):
• Project schedule
• Coordination on project status calls
Any updates or changes from the initial scope of work will be documented for mutual agreement.
Project Management
MCP applies a Project Management Institute (PMI)framework for managing projects, which offers a
standardized approach for project execution, along with monitoring and controlling a project. This
framework allows MCP to tailor the project management approach to meet the needs of the REDO. See
Figure 2 below, for an example of how the project is managed when applying the PMI framework.
Initiating Planning Execution/Monitoring&Control Closing
Track Task
Progress/
r, Coordinate
Work
Formal
Initiate Work/ Create or Execute ^ Status Project Close-
Update
Project Charter Project Plan Project Reporting Lessons
Learned
Regular
Project
Review
Figure 2: PMI Framework Application
Remote and Physical Interviews/Meetings
The MCP team understands that on-site meetings with stakeholders and on-site inspection of facilities and
personnel are important. Our project approach always seeks to provide sufficient time and personnel for
on-site deployment. Acknowledging the current health and safety environment that the country is facing
and understanding that the REDO likely has COVID-19 safety protocols for the benefit and safety of all
personnel and authorized contractors/vendors in place, MCP has built this project in a hybrid model. This
approach makes the assumption that face-to-face interaction at some point will be possible and
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supplements the project with remote activities where warranted and in the best interest of the project.
However, in the event that all parties agree that face-to-face interaction is not advisable at any given time,
you can trust that MCP has the experience, capabilities and technology to successfully complete the scope
of work in its' entirety remotely.
MCP engages a variety of platforms including but not limited to GoToMeeting, Zoom, Microsoft Teams,
and Egnyte, to meet our client's needs. Through these platforms, project teams can establish break-out
rooms, conduct remote PSAP tours, facilitate interactive interviews, focus groups and whiteboard to work
problems in real-time. Additionally, we leverage online data discovery tools and secure repositories to
minimize the burden to our clients.
This is accomplished while following any current local and federal requirements necessary to keep our
clients and staff protected and all while building trust and instilling confidence that MCP will deliver on our
commitments.
Task 2: Data Collection and Discovery
In conjunction with planning for the on-site project initiation meeting, MCP will work with REDO to schedule
initial data gathering meetings. MCP anticipates two days on-site to complete project initiation, data
gathering and observations.
Immediately following the project initiation meeting, the consulting team will conduct a strategic visioning
session with identified key stakeholders. The results of this meeting along with the success metrics
identified in the project initiation meeting will set the direction for this report. During this session, objectives
will be identified along with risks, constraints and opportunities.
Subsequently, MCP anticipates that the consulting team will use the outcomes of the visioning session as
they conduct a combination of individual and/or group interviews to benchmark the current state of
conditions of aspects of the REDC's communications services related to the identified key areas of interest
and define the desired state from the perspective of the interviewees. This interview approach promotes a
unique perspective by meeting with the consulting team.
MCP conducts interviews in a manner that promotes forthrightness and balance, while structured to
identify strengths and weaknesses of the current organization, employees, systems, processes, leadership
structure and workflow. MCP's team follows a formatted questionnaire to ensure relevant information is
captured in a consistent manner. At the same time, the team plans for holding appropriate follow-up
sessions to ascertain underlying issues identified in the initial interviews. At the same time, the team
proactively plans follow-up sessions to further explore underlying issues identified in the initial interviews.
Data gathering may include but not be limited to:
• Review of prior analysis reports
• Relevant policies and procedures
• Personnel data
• Leadership structure and supervision
• Technology in use
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MissionCriticalPartners 8
• Facility details
• Training
MCP will provide the REDO the additional data sets that are needed for discussion at or prior to the project
initiation meeting. Although they will be finalized prior to project initiation, some data areas that may be
candidates for collection include:
• Job descriptions • Division of duties and responsibilities
• Turnover rates • Supervision, shift schedules
• Emergency and non-emergency call volumes • Training and certification
and processing times
• Quantity of 10-digit administrative calls • Shift differentials
• Incident volumes including events generated • Busy hour/demand data
from the field
• Personnel leave data • Ancillary tasks such as warrant entry and other
duties
• First responder technology systems in use, • Call characteristics
such as mobile data computers
• Structured call-taking and/or dispatch protocols • Adopted national standards
currently in use
• External interfaces (e.g., computer-aided • Specifications and/or drawings of technology in
dispatch [CAD], automated alarms, National use
Crime Information Center[NCIC], etc.)
Deliverable(s):
• Completion of data discovery and observations schedule
Task 3: Data Analysis
Using the data provided by the REDO and collected in Task 2, a significant amount of information
regarding the organization's public safety environment in the areas of focus addressed below. This
analysis includes staff count including minimum staff by shift, efficient use and application of technology
(i.e., CAD and auto paging), facility location, continuing education of tenured employees and the leadership
structure.
Staffing
Human resources are the most critical component to every public safety organization. To be able to obtain
call handling efficiency, manage the implications of working supervisors and provide the full range of
services that PSAPs are accustomed to providing, a solid understanding of the number of staff truly
needed is essential.
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MissionCriticalPartners 9
MCP will document the existing organizational structure, and workloads of 911 call takers and dispatchers,
system administrators and technology support staff, supervisory and administrative support staff. Analysis
will be completed based upon our experience, industry standards and the impact of Next Generation 911
(NG911) and FirstNet, to evaluate if current staffing levels, skill sets, and structure are adequate to most
efficiently and effectively meet the current and future needs of the organization. Our recommendations
include suggested staffing levels, business practice modifications, and additional positions to perform
functions not currently being met. Succession planning and leadership development will also be addressed
from a strategic view as the organization plans for future changes to technology and growth.
MCP evaluates staffing patterns associated with 911 call taking, call processing and dispatch. The analysis
includes minimum staffing levels by time of day and day of week, current and historical staffing levels,
workload factors such as current and projected emergency and non-emergency call processing and
dispatching.
To verify appropriate staffing and/or determine staffing needs, call centers and emergency communication
centers use calculations based on call volume and workload. Public-Safety Communications Officials
(APCO) and National Emergency Number Association (NENA) industry leaders in the emergency
communications arena, have developed tools based on the Erlang Cl calculator, coupled with statistical
calculations that take into consideration other PSAP data (e.g., leave usage). PSAP data is measured and
used as a basis for projecting the number of call taking, dispatch and supervisory staff required to handle
call and incident volumes adequately.
MCP uses a NENA staffing tool, coupled with Erlang C calculations and experience in the industry, to
project and analyze staffing requirements. The staffing tool, partially based on NENA-REF-004.3-2017
(originally 54-501), is a formalized system that takes into account call volume and other PSAP-specific
data, such as incident volume and leave, to calculate staffing needs. Available work hours, utilization, and
turnover rates are calculated and used with call and incident data to determine baseline staffing
requirements. MCP then analyzes the data with the recommended configuration to project staffing. The
resultant staffing projections are highly dependent upon the accuracy of the data and statistics provided by
the agency being studied.
Operational Efficiencies
A key component of the data collection phase will be interviews with line and supervisory staff, as well as
observations of the call-taking and dispatching methods used on all shifts. MCP evaluates current call
processing and provide recommendations for business practice changes that will result in greater
effectiveness and efficiency. The goal of the REDO to increase efficiency while maintaining a high level of
service will be paramount when making recommendations.
Emergency communications centers throughout the country adopt and utilize industry standards and best
practices to ensure the effectiveness of the center and to ensure optimal service is provided to citizens and
first responders alike. Measurable standards create an objective view of 911 operations and provide for
consistent interactions with the public and first responders.
1 The Erlang C calculator is a tool in the public safety industry utilized to assist emergency communications centers in
determining call taker staffing needs.
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MissionCriticalPartners 10
Operational standards and best practices most often used in 911 communications centers are from NENA
and APCO. Also, many communities rely on National Fire Protection Association (NFPA) standards,
specifically NFPA 1221, Standard for the Installation, Maintenance, and Use of Emergency Services
Communications Systems; as well as NFPA 1061, Professional Qualifications for Public Safety
Telecommunications Personnel; and standards from the Commission on Accreditation for Law
Enforcement Agencies (CALEA), particularly Standards for Public Safety Communications Agencies.
NENA, APCO, and NFPA are each an American National Standards Institute (ANSI) accredited standards
development organization (SDO).
MCP will utilize the standards mentioned above along with our experience and knowledge to ensure that
the REDC is operating and functioning according to industry standards and current best practices.
Continuing Education
The duties of a telecommunicator along with shift supervisors—especially if they are working supervisors -
are extremely difficult, and opportunities for mistakes within the profession abound when not only proper
training but also continuing education is absent. With well-constructed training and continuing education,
telecommunicator and supervisor confidence increases, and the likelihood of mistakes decreases.
MCP reviews existing quality assurance procedures and continuing education programs and then linkage
between quality assurance (QA) standards and training from a strategic viewpoint only. Requirements may
emerge from that input, often related to existing challenges and areas that require operational
improvements. Once challenges and requirements are identified, strategies to fill those needs are
developed and incorporated into the proposed enhancements to continuing education training curriculum.
When evaluating the training and continuing education needs for PSAPs new and tenured staff we
evaluate and provide future state recommendations based on industry standards such as APCO's
Minimum Training Standards for Public Safety Telecommunicators and the National 911 Program's
published Recommended Minimum Training Guidelines for the Telecommunicator. We will take into
consideration such factors as experience levels of the telecommunicators and relevant policies and
procedures.
As part of the continuing education analysis, our experts:
• Review the current QA process and continuing education and compare with national training standards
to determine any areas of deficiencies
• Look at current instructional and evaluation methodologies for initial and continuing education to
ensure any required criteria can be measurably accounted for
Technology and Systems in Use
Technology and its related infrastructure and applications are important factors to be assessed and
considered as part of an operational assessment. As such MCP evaluates technology limitations that may
be impacting both current and future operations.
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MissionCriticalPartners 11
MCP will utilize the data gathered in identifying the strengths and weaknesses of each system from a
user's perspective and in identifying gaps in operational process flows. This will provide MCP staff with a
baseline understanding of the potential gaps with the current technology in use, as opposed to available
best of breed systems in the marketplace that can enhance efficiency. Industry standards and best
practices are used to provide actionable recommendations for next steps with technology systems.
MCP will provide consideration to features, functionality, scalability, capacity, training and public safety
communications best practices in the review of the following technologies:
• CAD/Mobile data usage
• Paging system and the ability to Autopage
• Call handling equipment (CHE)
• Motorola MCC7500 radio consoles
• Opportunities for cloud offerings
• Remote dispatch capabilities
• RapidSOS
• Carbyne
Facility Readiness
Purpose-built facilities that often serve as the last building standing are required to house mission critical
emergency communications operations. MCP will review the current facility for use of space, additional
needs, and efficiencies or adjacencies within the spaces to include:
• Access and egress
• Call center
• Staff support
• Technology and equipment
• Training
• Administration and lobby
• Storage
Governance
There are many national, regional, and local changes facing the 911 community, which are driving the
various governance models. Governance is often a top concern for project stakeholders with employees,
supervisors, administrators and elected officials all seeking an appropriate opportunity to be engaged in
the governance of the PSAP. Active governance is an ideal that is often difficult to achieve. Active
governance is achieved through an ongoing discourse that attempts to capture all considerations involved
in assuring that stakeholder interests are reasonably addressed and reflected in policy.
Good governance has several major characteristics. These characteristics define how governance should
be formed, what features should be considered essential, and how to achieve that vision in the governance
framework. Generally, governance should be "participatory, consensus oriented, accountable, transparent,
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MissionCriticalPartners 12
responsive, effective and efficient, equitable and inclusive, and should follow the rule of law."2 Good
governance is responsive to its stakeholders and the needs of the organization, exercises vision in policy-
setting and decision-making, and ensures the best interests of all stakeholders are considered.
It is not unusual for governance documents to renew without review and overtime resulting in antiquated
information, conflicting policies, and challenge leadership to maintain good governance.
To promote both active and good governance MCP will review existing inter-governmental agreements
(IGAs)that reference governance to evaluate them against current models and make recommendations
regarding updating and modernizing them for the County.
Funding and Cost Sharing
Another top concern for stakeholders is a fair and equitable cost-sharing and funding plan across member
and contract jurisdictions. MCP staff members have experience as senior managers and executives within
PSAP organizations and as such are familiar with all aspects of PSAP funding.
Many different factors can be considered when developing cost-sharing and funding plans. Capital impact
costs are vital to the informed decision-making process during consolidation planning. Accordingly, MCP
will identify high-level costs.
The need for a cost-sharing model that is recognized and mutually accepted is critical. MCP will review
existing IGAs that reference funding and cost sharing to evaluate them against current models and make
recommendations regarding updating and modernizing them for the County.
MCP will define an equitable sharing of fiscal responsibilities and explore the feasible models for shared
emergency communications funding by assessing the opportunities using formulas based on activity,
resources, and population. Examples include calls dispatched, number of personnel, number of apparatus,
assessed property values, or combinations thereof.
The conclusion of this analysis would involve the documenting of spaces, approximate square footage
requirements for a future facility, including rough order of magnitude costs and timelines. Applicable best
practices and standards will be included in the final report.
Deliverable(s):
■ Review of report outline with client
Task 4: Draft and Final Assessment Report
At the conclusion of the interviews, PSAP observation sessions and data collection, MCP will develop a
draft report outline and review it remotely to promote continued alignment of expected items and sections
2"Eight Elements of Good Governance."Creating a Culture of Board Excellence. Governance Pro.
http://www.governancepro.com/news/.
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MissionCriticalPartners 13
of report to be covered. Also, any remedial data collection will be scheduled/completed as the outline is
reviewed and revised.
MCP will take the approved outline and draft a report, cataloging data collected and highlighting
preliminary findings and initial recommendations. MCP reviews preliminary findings with the REDO team.
A remote review of the draft report provides a discussion opportunity, while allowing the REDO team to
provide additional agency comments, input, and/or direction to MCP, or to further clarify the data upon
which the report is based.
MCP anticipates that that there could be up to two additional calls with the REDO to complete the draft
report review. MCP captures all comments and provides an edited copy to the REDO quickly, typically
within 15 business days of receipt of all final comments.
The final PSAP Assessment Report will provide a foundation upon which the REDO can make decisions to
adopt included recommendations for future action.
The report will be prepared using the following methodology:
Table 1: Report Process
• Compile and submit the draft report for REDO review and feedback
Draft Report • The REDO will provide consolidated questions for MCP to answer and clarify
recommendations and findings
• MCP will complete any necessary revisions to the report
Final Report • Incorporate the REDC's changes or clarifications into the report
• Provide to the REDO the final version of the report
Presentation
• Make one on-site presentation to the REDO
• Address any final questions or clarifications
Mission Critical Partners' experience in completing other similar assessments indicates that a several step
process is most successful in creating and reviewing reports and findings and maturing recommendations.
MCP appreciates a commitment by the REDO to provide full access to the REDO team, materials, and the
facility to provide for assessment of the identified scope. This commitment, together with facilitation of
meetings with stakeholders, will provide us with efficient data collection to include interviews and
observations.
Deliverable(s):
• Draft and Final PSAP Assessment Report
•
MissionCriticalPartners 14
If approved, prior to Task 5 initiation, scope changes based on the outcomes of the PSAP Assessment
Report will be made and presented to the County along with pricing for approval.
Task 5: Strategic Planning (Optional)
The modern public safety communications ecosystem is a technologically sophisticated environment that is
essential to effective emergency response operations. The more complex the ecosystem gets and the
faster it expands, the harder it is to maintain clarity of direction and keep everybody in alignment. It is not
uncommon for organizations to have strategic plans consisting of numerous pages of wordy narrative,
combined with appendices and supporting memorandums, policies, and e-mails each claiming to provide
direction and clarity regarding the organization's vision, mission, and strategy.
Historically, the problem is that these plans are not actionable. The staff does not have the time to read—
let alone develop—pages and pages of information which experience has shown us will most likely sit
unopened on a shelf. Additionally, many traditional strategic plans often include numerous unclear and
even contradictory statements about who the organization is, what it does, and how.
To become and remain effective an organization needs three things:
• A framework that identifies and supports the organizational strategy
• A common language in which to express strategy
• A well-developed habit of using the framework and language to continually evaluate the
organization's strategic progress
Most importantly a strategic plan needs to be kept simple. Strategic insight needs and can be concentrated
into a powerful, useable, and post-able format. This is why MCP offers clients strategic plan deliverables in
one of two formats; a traditional format or a one-page format.
The traditional format is most familiar to clients, however; MCP's approach maintains an eye on efficiency
and reducing the content to the necessary information that makes it practical. The one-page strategic
planning approach is proposed as an option in this scope of work, as a simple yet powerful tool that helps
edit a vision and strategy down to a single, action-oriented page.
Our proposed approach supports the development and maintenance of an effective and executable
strategic plan that is intended to help improve public safety emergency response outcomes.
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MissionCriticalPartners 15
The proposed strategic plan phase involves two primary tasks:
Primary Project Tasks •
1. Alignment for the structure and components of the strategic plan.
2. Conduct two-day facilitator-led workshop (strategic visioning sessions)for the identified key
stakeholders to develop all components of the plan related to the County's values, purpose, vision,
and goals along with the core functions.
a. Provide a draft traditional strategic plan or one-page strategic plan
b. Provide the final plan
MCP will take the feedback received and create a draft strategic plan. MCP will review preliminary findings
with the County and designated stakeholders. A remote review of the draft strategic plan will provide
discussion and dialog and allow the County team an opportunity to receive agency comments/input and to
provide additional direction to the MCP team or to further clarify the information upon which the plan is
based. MCP anticipates that that there could be up to two additional calls with the County to complete the
draft plan review. MCP will capture all comments and to provide an edited copy to the County for
documentation and review.
Building on the feedback and directional guidance provided by those that participate in the workshop and
draft review sessions, MCP will subsequently produce a final strategic plan with anticipated delivery of
either a traditionally formatted strategic plan or a one-page formatted strategic plan.
MCP will prepare and conduct an on-site presentation of the final strategic plan to stakeholders as
determined with the County. MCP will stress and communicate the value and importance of the strategic
plan to the staff and stakeholders and will present strategic planning concepts to the County staff.
(Optional) One Year Strategic Support
A key component of this approach to strategic planning is the rhythm for quarterly planning sessions.
Established during each quarterly session, this component breaks down the annual goals into a series of
12-week action steps that lead to achieving the organization's annual goals. These action steps are the
priorities that need to stay out in front, ahead of the issues that arise and are required on a day-to-day
basis. Pricing can be provided for continued support if the County would like to pursue.
Scope of Work Expectations (Tasks 1 through 5)
Based on the current MCP understanding of what is to be accomplished, the SOW identified is based upon
the following expectations.
• A step-by-step review of the SOW will be conducted during the task kickoff meeting. Any updates or
changes from the initial SOW outlined in this proposal will be documented for mutual agreement and to
allow for clarification of expectations to be addressed in the deliverables. In the event the requested
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MissionCriticalPartners 16
changes increase the level of effort originally agreed upon, if the parties agree the changes cannot be
absorbed in the original pricing, MCP will provide the REDC with pricing for those changes.
• MCP has provided an estimated project schedule and will develop a detailed project schedule for
review and modification during the kickoff meeting.
• The MCP team proposes to be on-site over a two-day period to conduct project kickoff, data collection,
and conduct user interviews and observations
- If on-site is not feasible this time may be distributed across additional days to accommodate the
more complicated task of remote data collection.
• Bi-weekly, remote 30-minute project status calls with MCP's project manager through the original
project schedule end date.
• MCP will submit an initial draft report in electronic (Word)format, to be delivered to the REDO for
review and approval
- Two 1-hour remote report review sessions with MCP's project manager and applicable SMEs to
conduct review.
• The MCP PM will provide an on-site presentation for the key stakeholders as applicable during a
regularly scheduled or special meeting.
Extension of the level of effort beyond these assumptions not resulting from the actions of MCP will result
in a conversation between MCP and the REDO to evaluate the level of effort and cost to the project. MCP
uses a risk management matrix to identify and monitor risks that can impact scope, schedule, budget and
deliverables quality. If risks to the project are identified MCP will initiate discussions with the REDO to
establish if a change order is required and develop the content if so determined.
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MissionCriticalPartners 17
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With more than 150 staff members, MCP's specialized professionals are integral members of our team:
M ' s pecia ize• 'ro essiona s
• Former public safety managers, directors and executives
• Quality assurance evaluators
• Former certified training officers
• Project Management Professionals (PMPs)
• Emergency Number Professionals (ENPs)
MCP has identified in the figure below the key team members from our staff that we plan to assign to this
important project.
Organizational Chart
PITKIN COUNTY,
COLORADO
Bret HubbardL 1 Bonnie Maney
Client Manager Lead Consultant
Stacy Banker, ENP, RPL
Project Manager and
Operations and Facilities SME
[ - _
Jason Malloy, ENP, RPL Other MCP SMEs
Technology SME As Required
Figure 3: Project Team
Resumes
Resumes highlighting our qualifications and experience performing PSAP assessments are included on
the following pages.
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MissionCritical Partners 19
Bret Hubbard
Business Development Manager, Mission Critical Partners
Bret uses his knowledge and skills to foster customer driven solutions that delights his
clients. He is goal-driven and customer focused to provide and deliver paths to success.
Bret is a management professional with extensive experience serving tech clients in both
the public and private sectors. His proven record of successful strategies and
implementation meets the needs of mission critical agencies. Bret delivers complex
high-end solutions to satisfied public safety, military and commercial customers. He has
high integrity, strong work ethic, golden rule philosophy, constant enthusiasm and the
ability to listen, understand and negotiate all levels of customer needs. Bret has excellent
communication skills and the ability to deliver solutions while working through adverse Industry Experience
condition. 34 years
Representative Experience Education
Chief Executive Officer B.S. Marketing, Management
• Developed technology that became the standard for dash-mounted, airbag safe, Information Systems,
sunlight-visible touchscreen computers in vehicles University of Arizona
Led revenue generating product and services business development
Utilized successful organizational and team building skills
• President
Created exclusive supplier contract with Motorola for in-vehicle public safety mobile
computer systems
Created and implemented multiple nationwide field service programs resulting in
98% product uptime
Leader of product and services business development
Conducted product-to-market research and deployment
• Vice President of Sales and Marketing
Championed and built brand recognition across the United States and Canada
Monitored national device and ergonomic trends
Conducted trending and metrics to develop projections and product directions
Developed, sold and maintained the first-ever commercial grade sunlight visible car
and truck touchscreen computer system and communications software for
government, public safety agencies and fleet vehicles
Fostered long term relationships with existing clients
Identified and remedied clients' pain points
Achieved long-term relationships with customers and channel partners
•
MissionCriticalPartners 20
Bonnie B. Maney
Enterprise Client Manager, Mission Critical Partners
Bonnie is an executive-level leader that understands and represents clients to ensure that
services are pertinent to their exact needs. She is a public safety communications SME
with extensive experience in PSAP operations, emergency management, project
management, information sharing and training for federal, state and local public safety
agencies. Bonnie is skilled in organizing and facilitating diverse workgroups to define user
needs and requirements, as well as interoperability planning and investment justifications.
She is responsible for creating MCP's public safety communications leadership coaching
and training program.
Industry Experience
Representative Experience 29 years
Federal Experience
• Developed and managed the delivery of contracted services under the U.S. Education
Department of Homeland Security Emergency Communications Division (formerly M.S. Emergency
Office of Emergency Communications)Interoperable Communications Technical Management,Jacksonville
Assistance Program (ICTAP) State University,AL
• Developed and delivered public safety communications courses for the National
Emergency Communications Institute (NECI) B.S. Business Administration,
State Experience Northwood University, FL
• Arizona—FirstNet planning activities
Coordinated stakeholder workgroups, developed state and tribal education and Association
outreach plan National Public Safety
Completed PSAP data collection; helped execute Homeland Security Exercise and Telecommunications Council
Evaluation Program (HSEEP)compliant LTE exercise,facilitated FirstNet PSAP (NPSTC)
Readiness Assessment
• Virginia Department of Emergency Management(VDEM)—Assessed technology National Emergency Number
requirements to develop a strategic roadmap and report Association (NENA)
• Pennsylvania Emergency Management Agency(PEMA)—Developed NG911 training
requirements and curriculums for executive and support staff NENA,Agency Systems
• Nebraska—Assessed NG911 PSAP policies, procedures and training requirements Committee; NG911 PSAP
• New Jersey—FirstNet planning activities, including assessing education and outreach Systems Work
program to build strategic training program; completed a PSAP readiness analysis
City/County Experience Association of Public-Safety
• Broward County, FL—Needs assessment, procurement and implementation of P25 Communications Officials
radio, microwave,fire station alerting, and alphanumeric paging systems (APCO)
• El Paso Teller E911 Authority, CO—Provided operations support for PSAP
consolidation and ESlnet study
• Imperial County, CA—Supported consolidation feasibility study
• Charleston County, SC—Workforce optimization strategy planning
• Charlotte, NC—Collected data for operationalizing NC Tactical Interoperability
Communications Plan (TICP)and developed training to achieve goals
• Marion County, FL—Consolidation study
• O'Fallon and Fairview Heights, IL—Helped build governance and funding strategy for
PSAP consolidation efforts
• Palm Beach, FL—Managed all administrative, operational and technical aspects of the
town's communications unit including 800 MHz trunked and conventional radio
systems and upgrades
• West Palm Beach, FL—Supervised and performed call handling,emergency medical
dispatch, police/fire/EMS dispatcher, and teletype operator duties in a consolidated
PSAP
•
MissionCriticalPartners 21
Stacy Banker, ENP, RPL
Project Manager, Mission Critical Partners
Stacy is a dedicated, hands-on leader with diverse and progressive public safety
communications experience. She is versatile, experienced, personable and goal-oriented;
poised and competent under pressure with a demonstrated ability to manage projects,
ensure quality and best practices and work collaboratively with staff and stakeholders to
deliver critical public safety communication services. Stacy is well versed in all facets of
executive level leadership, including:
• Project Management • Oral and Written Communications Skills
• Business Strategies • Risk Management Industry Experience
• Strategic Thinking and Planning • Contract Negotiations and Maintenance 32 years
• Budget and Finance • Consolidation
Education
• Policies and Procedures • Public Safety Communications Master of Business
Development Technology Administration with focus in
Public Administration—Keller
Representative Experience Graduate School of
Regional Experience Management, IL
• Standards Program/Consulting Services Manager
Lead, manage, and coordinate all consulting projects from initial client contact to Master of Public
project close Administration—Columbia
Overall management of the projects and teams Southern University,AL
Develop project scope, methodology,deliverables, roles, responsibilities,timeline
Develop project budget and resources
Contract negotiations and execution Registered Public Safety
Develop and execute project plans related to public safety communications Leader(RPL)
Staffing and retention
Key performance indicators/benchmarking Emergency Number
Technology, infrastructure, cybersecurity,and other systems Professional (ENP)
Operations
Policies, procedures, protocols,workflows Center Management
Consolidation of facilities, technology, systems, and workforces Certification Program
Provides focused and purposeful leadership related to APCO International (CMCP)
standards development work
Primary project manager of all APCO standards development projects and Associations
initiatives Association of Public Safety
City/County Experience Communications Officials
• Emergency Communications (APCO) International
• Responsible for coordinating, planning, directing, controlling,organizing and managing
daily operations of consolidated 911 center serving 12 police and fire agencies and National Emergency Number
150,000 residents Association (NENA)
• Successful procurement and implementation of all technologies related to the 911
center National Incident
• Successfully executed expansion plan to bring on six additional police and fire Management System (NIMS)
department agencies
• Project manager for$1 million-dollar building renovation and water remediation project
• Lead of$1.3-million-dollar CAD procurement and implementation project
•
MissionCriticalPartners 22
Jason Malloy, ENP, RPL
Communications Consultant, Mission Critical Partners
Jason is a public safety professional with experience in various emergency response,
public safety communications and emergency management roles. He is very
knowledgeable concerning public safety and emergency management processes and I �M!
11
procedures, including mitigation, preparedness, response and recovery.Jason has direct t
operational and command experience in emergency situations, including public safety
communications,emergency management,firefighting, basic/advanced life-support,
extrications, technical rescue, confined space rescue, hazardous materials, building
collapse rescue and trench rescue. He is a certified Virginia DCJS Communications Officer
and general instructor and possesses international emergency medical dispatch instructor, Industry Experience
emergency medical,fire and police dispatch certifications.Jason's skills include 29 years
emergency medical, fire and police dispatch quality assurance certifications issued by the
International Academies of Emergency Dispatch. Education
M.S. Public Safety
Representative Experience Emergency Management
State/Regional Experience Capella University, MN
• Maryland—Eastern Shore ESlnet development and comparison
• Maryland—Statewide PSAP assessment(all 22 PSAPs statewide) B.S. Fire Science
• Massachusetts—Statewide first responder paging feasibility report University of Maryland
• Pennsylvania Emergency Management Agency (PEMA)—State-level NG911 training
development Certifications
• Pennsylvania—Southern Alleghany Counties: grant projects support, and ALI Server Center Manager Certification
Relocation Program (CMCP)
• Tennessee—Statewide PSAP technology pricing report
• National 911 Program Office—NG911 standards identification and analysis Emergency Number
City/County Experience Professional (ENP)
• City of Monterey, CA—Staffing and organizational study
• Humboldt County, CA—Staffing and organizational study Registered Public-Safety
• Orange County, CA—Staffing and organizational study Leader(RPL)
• Marion County, FL—PSAP consolidation feasibility study
• Glenview, IL—Staffing and organizational study Virginia Professional
• Homewood, IL—PSAP consolidation feasibility study Emergency Manager(VPEM)
• Lake County, IL—Staffing study
• River Forest, IL—Staffing and organizational study Criminal Justice Info System
• City of Baltimore, MD—PSAP consolidation and organizational study Security&Awareness, Level
• Howard County, MD—Staffing and organizational study 4 CJIS Security Training
• St. Mary's County, MD—Staffing and organizational study, and backup PSAP
grounding remediation support
• City of Lee's Summit, MO—PSAP consolidation feasibility study Association of Public Safety
• City of St. Louis, MO—PSAP consolidation feasibility study and facility programming Communication Officials
• Chatham County, NC—Grant support and facility programming (APCO)
• Fairfax County,VA—CAD Upgrade and implementation
• Town of Leesburg, VA—Secondary PSAP technology assessment National Emergency Number
• Shenandoah County, VA—NG911 transition and implementation, radio replacement, Association (NENA)
and facility construction and transition
• Milwaukee County,WI—Facility programming Virginia Emergency
Management Association
•
MissionCriticalPartners 23
- -- --*-" \-\ ---- , \ „„
\ `\\\
\ ` \\'`
/ N \ \
/ NNN \x\\ \
Qualifications and
Experience
/
, ,N, , .
/
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, / 1 INN 1. 1
\ 1 A 4
'
44 I
Relevant Project Experience
Adams County Communications Center, Inc. Adams County, Colorado
low ��
�. Service Provided: PSAP Assessment
EME FIRE
POUCE ' Contact: Joel Estes, Director,Adams County Communications Center, Inc., 303.289.2235,
911 jester@adcom911.org
40000 Project Dates: March 2016 to June 2016
Challenge: Adams County(County)lies within the city of Denver metropolitan area, and has experienced surging
population growth for more than the last decade and a half. Due to this growth, the Board of Directors of the Adam's
County Emergency Communications Center(ADCOM911),wanted to ensure that the center continues to serve the
citizenry, as well as the first responders who protect them and their property, at a high level.
Solution: Mission Critical Partners was retained to perform a thorough assessment of ADCOM911.The primary goal of
the project was to assess the 911 center's current technology, staffing levels, call-taking procedures, interactions with field
personnel, and funding mechanisms.The facility that houses ADCOM911 also was reviewed,to determine whether the
design and infrastructure could accommodate future expansion of the center's staff.
Key Result: MCP delivered a comprehensive report based on its assessment to the ADCOM911 Board of Directors that
offered the following key recommendations:
• While it has increased its staff over the last year,ADCOM911 needed to hire additional telecommunicators if it wanted
to continue staffing dedicated police dispatchers for each agency, and to staff the appropriate number of call-takers
on each shift.
• ADCOM911 should hire a training supervisor, create a training manual, and institute a structured quality
assurance/quality improvement program.
• The level of GIS and mapping data available to ADCOM911 telecommunicators needed to be enhanced.
• ADCOM911 should prioritize the development of a continuity of operations/disaster recovery plan.
• The center's operations floor should be reconfigured to maximize the use of physical space and to create an
environment that improves supervisory oversight of telecommunicators.
• ADCOM911 should seek a funding increase from the state's public utility commission to ensure that the center's
technology and staffing align with the additional burdens created by a significantly growing population, so the highest
level of service possible can provided to citizens and first responders.
•
MissionCriticalPartners 25
City of Denton, Texas
"litammenft Service Provided: Emergency Call Processing and Communication Center Staffing Analysis
I)E NT()N and Recommendations
0tunev Contact: Robin Paulsgrove, Fire Chief, City of Denton, 940.349.8830;
•W•
Robin.Paulsgrove@cityofdenton.com
(f(,
Project Dates: June 2015 to March 2017
Challenge: As part of its ongoing efforts to improve the efficiency of managing emergency calls for law,fire and
emergency medical services, the City of Denton (City)required and in-depth assessment of 911 Center operations,
technologies and staffing.
Solution: Mission Critical Partners observed PSAP operations and reviewed relevant processes and procedures at the
Denton Police Department's 911 Center.After conducting a series of user level and command staff stakeholder meetings,
MCP provided strategic recommendations to:
• Increase overall PSAP staffing levels, employee retention and minimum shift compliments
• Re-assign technical support and other non-mission critical tasks to qualified agency personnel outside the PSAP
• Repurpose the existing floor space while the City researches options for a new PSAP location
• Prioritize PSAP management activities toward improving standard operating procedures,training, recruitment and
quality assurance
Key Result: The project was addressed in several phases.The City of Denton updated procedures, increased staff and
reviewed the existing governance and management structure of the PSAP. Mission Critical Partners continues work with
public safety officials on initiatives to acquire new technology and identify a suitable and sustainable location for
emergency communications.
•
MissionCriticalPartners 26
\\,k's l':,�; , Shelby County Emergency Communications District, Tennessee
•• ¢r. • Service Provided: Staffing Analysis and Call Processing Services
• Contact: Raymond Chiozza, Executive Director, 901.380.3900,
2 . '' : rchiozza@shelbycounty911.org
�.
* * * Project Dates: November 2014 to October 2015
Challenge: The Shelby County Emergency Communications District(District)supports first responders in and around
Memphis,Tennessee and Shelby County, covering a population of approximately 936,000 citizens. The Memphis Police
Communications Center was understaffed and limited by outdated policies that affected its call processing services.The
District identified the need to review the delivery of calls to the PSAPs and the responsibility of answering those calls by
the agencies charged with staffing the PSAPs. The District sought professional consulting services to conduct a high-level
review of the PSAP operations and staffing needs of the Memphis Police Communications PSAP to deliver high quality
services to its citizens and first responders.
Solution: MCP was retained by the District to provide two 911 center staffing studies. MCP reviewed current staff
allocation, identified any existing inefficiencies and provided an assessment of:
• Call information/number of calls
— Wireline
— Wireless
— Abandoned
— Voice over internet protocol (VoIP)calls
— 7/10 digit calls
• Staffing
— Number of call takers/dispatchers/supervisors
— Shifts
— Benefits and turnover rates
— Training hours
• Demographics
— Population of communities serviced
— Future growth projections
• Incident Information
— National Crime Information Center(NCIC)/state queries
— Number of Police Department incidents
• Current policies and procedures related to minimum staffing
• Current performance metrics and alignment to national standards
Key Result: In October 2015, MCP delivered a staffing study to the City of Memphis with recommendations for
improvements to the delivery of call processing services based on the 911 centers call volume and National Emergency
Number Association (NENA)standards. MCP's recommendations covered several areas of the operations center
including staffing,the hiring process,operational configurations and training. MCP's final report providing a roadmap to
support the City's in improving call answering response times and to ensure the vital link between residents, businesses,
visitors, and public safety agencies is delivered efficiently.With new key roles in the City of Memphis administration,
recommendations were adopted and implemented in 2017 resulting in the Memphis Police Communications Center
meeting or exceeding national standards for call answer times and staffing recommendations.
•
MissionCriticalPartners 27
coati Erie County, Pennsylvania Department of Public Safety
dloE
Service Provided: 911 Staffing Analysis and Study
C
�' '`�
ti ,,,.. Contact: John R. Grappy, ENP, Director of Public Safety, 814.451.7920,
rY Gj� Igrappy a(�,ecdops.orq
"1/ OF Project Dates: April 2018 to July 2018
Challenge: With the planned consolidation of the East Erie County(County)Communications Center in January 2019,
along with the anticipated consolidation of Millcreek Police Communications within the next five years,the Erie County
Department of Public Safety(ECODPS)identified the need to refresh the 2012 staffing study conducted by Mission Critical
Partners. The ECODPS sought to analyze current and future staffing conditions and to ensure the County is staffed with
the appropriate number of personnel to follow through with the consolidation plans.
Solution: Mission Critical Partners was retained by the County to support the staffing study, define any limitations and
make recommendations to advance the overall performance of 911 operations.
MCP's staffing analysis used statistical calculations balanced with operational logistics to identify how many personnel are
needed for the County PSAP to meet its performance goals.This involved a multimodal approach taking into account
industry standards such from the National Emergency Number Association (NENA),the Association of Public Safety
Communications Officials(APCO), as well as workload, coverage of necessary operational positions, and performance
metrics. MCP's services included reviewing:
• Overall issues and concerns
• PSAP organization and chain of command
• Division of labor and span of control
• Quality of internal and external service delivery
• Algorithms, protocols, policies and procedures
• Current law enforcement,fire and emergency medical services call processing methodologies
• All tasks performed by personnel within the PSAP infrastructure
• Call volumes and 911 call transfer data
• Processes used to manage call dispatching and transfers to other public safety entities
• Training and quality assurance processes
• Service area demographic data
Key Result: In July 2018, MCP delivered a final staffing analysis report to the County highlighting the strengths in training,
quality assurance, standard operating procedures, technology and workflow that should be emphasized as the County
transitions into a more consolidated environment using next generation technology. MCP provided recommendations to
allow the County that addressed potential operational configuration changes to lessen the impact and urgency of staffing
changes. The ECODPS,with direct support from MCP,was able to present the analysis and recommendations to the
County's executive leadership in August 2018 which led to the approval and subsequent development of a strengthened
authorized staffing complement in 2019.
•
MissionCriticalPartners 28
aF taAL.7" City of Baltimore, Maryland
Service Provided: Staffing Study
U
, tsil • Contact: Captain Scott Brillman, Director,443.829.7958, scott.brillman@baltimorecity.gov.
.6_, Project Dates: August 2019 to Present
Challenge: The Maryland Association of Counties(MACo)Emergency Communications Committee (ECC)through the
City of Baltimore identified the need to assist all 24 counties with critical initiatives for day to day PSAP operations related
to enhanced NG911 capabilities and regional shared services environment, including a review of:
• Training
• Quality assurance
• Staffing
The City sought a statewide report that can be utilized by the PSAPs and that is based on the following national standards:
• Association of Public-Safety Communications Officials(APCO)
• National Emergency Number Association (NENA)
• National Fire Protection Association (NFPA)
• Other nationwide best practices
Solution: To support the City, MCP initiated the project in August 2019 with the City to create a baseline of the current
environment. MCP conducted regional kickoff meetings and stakeholder interviews to collect data and completed an
assessment to develop an initial draft statewide staffing study report.
MCP will continue to support the City with completing the following tasks:
• Develop a final statewide report
• Develop a staffing tool to assess each jurisdiction against identified standards
• Compile data from participating jurisdiction to develop a statewide scorecard
Key Result: MCP completed four regional kickoff meetings in October 2019 allowing the PSAP's an opportunity to
participate and conducted 20 stakeholder/PSAP interviews across the state to complete the data collection and
assessment process.
In December 2019, MCP delivered an initial draft statewide staffing study to the City. MCP continues to support the City in
achieving its goal of implementing NG911 in 2020.
•
MissionCriticalPartners 29
City of Charlotte, North Carolina
•
Service Provided: Communications Staff Analysis
(111111,1 M
Contact: Katrina Graue, Deputy Chief, Charlotte-Mecklenburg Police Department,
704.432.0429; kgraue@cmpd.org
PIIMPD
Project Dates: October 2013 to June 2014
Challenge: The City of Charlotte(City), specifically the Charlotte-Mecklenburg Police Department(CMPD)and Charlotte
Fire Department(CFD), sought professional services for a comprehensive review of their communications divisions. The
City needed documented recommendations and metrics to evaluate and improve performance of telecommunicators, and
identify potential opportunities for improvement in time savings and business processes.
Solution: Mission Critical Partners was retained to conduct a comprehensive review of the communications divisions of
the CMPD and CFD, providing analysis and insight to support and improve operating efficiencies.
MCP's approach includes:
• Conduct surveys,focus groups, on-site observation and interviews with
current and past employees of the communications divisions.
• Review staffing levels and associated call and incident information for the
last three years for each communications division and determine proper a -i kh
staffing.
• Review the application/hiring process to determine where efficiencies may �` '
be found. _
• Review all training materials for both new hires and tenured employees for ....
each communications division, and compare with state and national
training standards to determine any areas of deficiencies.
• Summarize observations and findings of research, options for
improvement of operations, provide assistance to reduce stressors and maximize work products and morale.
• Provide assessments of the information gathered and recommendations for changes, as appropriate,to support and
improve the efficiency of the communications divisions.
Key Result: Working with staff and stakeholders of the City of Charlotte, MCP conducted background research, employee
surveys and reviewed the current operations of the CMPD Communications Division and CFD Communications.A
comprehensive staffing analysis report was presented to the City of Charlotte on-time and within budget that presented
findings and recommendations for improved operating efficiencies for the City of Charlotte and the CMPD and CFD.
•
MissionCriticalPartners 30
Pricing
Professional services outlined in the above scope of work for Tasks 1-4 will be provided for a not to
exceed fee of$49,131, including expenses.
Fees for optional Task 5: Strategic Planning and One Year Strategic Support will be provided upon the
request of the County.
MCP recognizes that it is responsible for costs related to travel, housing, transportation, per diems,
communications devices, and computer equipment. Any additional services contracted in subsequent
years will be performed at MCP's then current fee schedule. Prior to initiating any such additional work,
MCP would require a formal letter of authorization from Pitkin County Regional Emergency Dispatch
Center. A current fee schedule is provided on the following page.
Invoices will be provided on a monthly basis and shall be reviewed and paid within 30 days of receipt.
Based on the current MCP understanding of what is to be accomplished, the pricing identified above
represents an estimate of the work anticipated for the project to be successful. MCP's priority is for this
project to be successful for Pitkin County Regional Emergency Dispatch Center.
Pricing Assumptions
After 120 days from the submittal date, MCP reserves the right to revisit pricing and scope with the REDC
to address any potential changes that may have occurred since submittal that could impact project
delivery.
M
MissionCriticalPartners 32
MISSION CRITICAL PARTNERS, LLC
2021 Rate Schedule— Including Expenses
Descripti• Rate/Hour
Support Specialist $89.00
Support Specialist I $96.00
Support Specialist II $120.00
Support Specialist Ill $125.00
Emergency Number Specialist $133.00
Policy Specialist/Technical Writer $159.00
Public Safety Specialist $159.00
Public Safety Specialist II $170.00
Communications Specialist $186.00
Planner $203.00
Assistant Project Manager $204.00
Technology Specialist I $214.00
Project Manager $222.00
Consultant $232.00
Technology Specialist II $232.00
Operations Specialist I $232.00
Lead Policy Consultant $240.00
Sr. Technology Specialist $246.00
Emergency Response Specialist $246.00
Operations Specialist II $246.00
Sr. Project Manager $253.00
Sr. Consultant $261.00
Sr. Services Specialist $261.00
Program Manager $268.00
Forensics Analyst $276.00
Consulting Manager $299.00
Sr. Program Manager $299.00
Principal $312.00
•
MissionCriticalPartners 33
Appendix A: The Public Safety Ecosystem
Since 911's inception in 1968, public safety officials have continued to leverage technology advancements
to make emergency response even more efficient and effective. The counterbalance is these
advancements occurred in distinct silos that developed within the emergency communications ecosystem
(enhanced 911 service, digital land mobile radio networks, and computer-aided dispatch systems).
Today, we stand on the precipice of another technology transformation like the advent of 911 service. As
public safety moves through this transformation over the next several years and beyond, it is critical that
the agencies begin thinking of the ecosystem as a holistic network, i.e., a network of networks.
The new public safety ecosystem will interconnect on many levels to enable the smooth flow of critical and
relevant data to provide emergency responders with the best information to perform their duties.
The Expanding Emergency
Communications Ecosystem
]cE A'. CJ.TA MI MI i,I iMTSCEM:.COVML4ICATIRNS C..F\TER SE CiIiCkfl CCMMUNICATIUNS 413TE1.13 PAATVIRAO?/i_IESi EMTTY!
.AIMM. • ' e 0 a
0 .,1, .
...___ :..
. ,Scht 7 r.ilL'ALV‘il 4
-4 R7OV+OEIi , e ®0
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• r
,1., et - AI.
0 ..
CI
... •�. _ ,
co
— air
V..., COMMUNITY YOKES DATA .. .Ba RESPONSE
•
.. + ` _ 1'R'I I LC 1 6 PREVENT
iiii
I,
COMMUNICATION ANALYSIS
•
Only MCP can provide the public safety, criminal justice, data integration, network and information
technology services required to help agencies start thinking of the ecosystem as a single entity, taking into
consideration how each piece will interconnect and interact with the others. With MCP's support, agencies
will transition from siloed communication environments to realizing significant improvements in emergency-
response outcomes.
M
MissionCriticalPartners 34
Appendix B: MCP's Areas of Specialization
Operations and Facilities Services
wAlWhen everything you do is considered mission-
critical, you require reliable systems to meet the
demands of your always-on operation. Our planning,
—_ designing and integration services improve the
" return on your technology investments, while
delivering project success. And our project
management expertise helps you complete your
initiatives on time and on budget.
MCP is passionate about creating environments, processes and systems that enable our clients to
experience greater success. We do this by bringing innovative ideas to every project with the end goal of
improving your operations. Our applications expertise spans all aspects of public safety communications
including emergency services studies, computer-aided dispatch (CAD), logging, records management
systems (RMS), geographic information systems (GIS), mobile data and more. We believe that the way in
which these applications combine with other systems and your agency's unique organization is
fundamental to success. Our specialized team of experts work shoulder to shoulder with our clients to align
requirements with their goals to implement the best possible solution.
Our operations and facilities services include operations consulting; technology procurement and
implementation; shared services and consolidation; strategic and executive-level consulting; facility
planning services; and professional development and mentoring.
Shared Services and Consolidation
In today's market, everyone is asking, "How can we do
more with less?" Communications centers are impacted
by this question as budgets become tighter, technology
matures, operational demands become more complex and
training needs increase. Many are finding that
consolidation is a solution to consider. The MCP team has
extensive experience with consolidation efforts in past
public-sector roles and as consultants.
We recognize that elected and public safety leaders strive to provide the most effective and efficient
emergency response system possible. Ultimately, the delivery of quality life-safety services is the
achievable objective. We develop a collaborative approach with our clients to assess the opportunity for
operational and administrative efficiencies through potential consolidation, colocation or organizational
change. Our professionals use an impartial and even-handed approach that has a proven track record of
success.
M
MissionCriticalPartners 35
Today's economic realities require a thorough program analysis to define a future path to economizing,
while effectively delivering service. Appropriately applied, consolidation or colocation can achieve
operational efficiencies through systemic interoperability via staffing, scheduling, technology, training and
reduction in system's costs.
We appreciate the necessary balance required of seemingly competing objectives with operations,
organizational, technology, fiscal, human resources and governance issues. The variables and constraints
associated with each are carefully weighed to develop an approach with a lasting solution. MCP is
sensitive to the sense of ownership and loyalty each community and agency has with a local
communications center. We honor the history of service while providing an independent view of how the
community is best served by advancing to the future. To ensure a comprehensive, yet smooth, transition,
we provide migration assistance and help address the challenges inherent in combining organization,
facility, technology and operational resources.
Facility and Technology Design and Integration
MCP is well-versed about the requirements of mission-critical facility architectural and engineering design
and we are highly qualified to manage the many complexities that arise with each building project. We also
apply our understanding of all elements of the facility construction—including site selection and
development, and implementation of electrical, mechanical, structural, security and other technology
systems—to coordinate systems installation, acceptance, training and operational transition.
The focus of every project is to optimize the functional use of the space for operational integrity. We work
closely with the client to develop technology solutions, migration schedules and a forward-looking
operations floor layout that scales as each client's needs grow. Our team has a profound passion for
results, an indefatigable work ethic, and a proven record of success; we utilize industry-leading intellectual
capital to provide highly responsive, customized, solutions and strategies for our clients
Radio Wireless Services
Our radio experts bring an average of 25 years of experience
to every project and have supported large municipal radio
•
system implementations in ten of the top Metropolitan
Statistical Areas. One hundred percent of our experts have
+ y ' hands-on experience using two-way radios. MCP's leadership
and support for your project means that your new system will
boost coverage and capacity, exceed the needs of the user
community and create maximum value.
Our team approaches your project with only one task in mind—helping you achieve your goals. This is
accomplished through our unique approach that determines your operational requirements and designs a
radio network around your needs and budget. Many agencies face constraints because of the design and
operation of their radio network. The network should serve public safety users, as well as be another tool
to keep our emergency responders and communities safe. The protection of life and property begins with a
M
MissionCriticalPartners 36
single dispatch. From there, the radio system is the link that connects and delivers your response and
services to your citizens. It is far too important to trust to anyone other than your partner, your advocate,
and your agent for innovative solutions—because the mission matters. Our professionals work tirelessly
to provide the necessary guidance for our clients to evolve to a radio communications system that is
capable, reliable and affordable—custom designed for their needs and budgets. Offerings include, but are
not limited to, operational and technical assessments, procurement support, Federal Communications
Commission (FCC) licensing, performance acceptance testing and First Responder Network Authority
(FirstNet) support.
Executive Consulting Services
' ' MCP partners with clients to develop customized technical
and operational solutions for public safety
communications—because the mission matters.
Our staff has extensive experience serving in public sector
and public safety management roles. We draw on our
real-world experience when advocating for our clients.
Through first-hand experience, we have earned the
reputation for being accountable, prudent, persistent,
progressive and reliable problem solvers and innovators.
We provide services that are initiated at a strategic level. An integral part of our executive-level consulting
is providing master planning services. Our team of policy specialists collaborates with clients to create
comprehensive plans that help direct decision-making in the public safety sector. When developing a
strategic plan, MCP incorporates master planning, organizational structuring, hiring assistance, fiscal
planning, operations and technology and policy solutions.
We first seek to gather insights into our client's unique organization. We then apply these insights with our
deep industry experience to formulate a strategy designed to serve as a guide to our client's future. We
focus on combining a comprehensive yet tactical approach that addresses every element of the client's
sphere of influence. Our team directs its collective energy on understanding the full scope of the client's
responsibilities and objectives. We uncover the unique challenges that stand in the way of achieving
success. Our goal is to mitigate those challenges by leveraging policy, technology, fiscal and human
assets to develop a sustainable solution.
Our clients are responsible for delivering reliable service 24 hours a day, seven days a week to emergency
responders and the public while operating with limited resources. In recognition of the need to achieve
more with less, we aim to put the client in a position to do more with more. This means structuring
organizations, programs and projects for available grant funding through policy development, technology
and appropriate fiscal planning.
M
MissionCriticalPartners 37
Network 911 Services
Our professionals have extensive experience with planning,
designing, procuring, negotiating and implementing all Next
Generation 911 (NG911) call delivery and processing elements.
- The public safety answering point (PSAP) environment
continually will evolve with new technologies, processes and
expectations. MCP's goal is to help our clients implement
poot resilient, effective and future-focused solutions that enhance
- ! emergency response and result in better outcomes for public
safety—because the mission matters.
The MCP approach considers funding models, system lifecycle analysis, objectives, incident processing,
network resources and governance opportunities to establish a thorough understanding of a client's unique
PSAP environment.
Our NG911 experts have extensive experience with incident processing in the PSAP, as well as incident
dispatch and data management. MCP can develop a comprehensive master plan for the agency or region
and a conceptual design for NG911 deployment. The master plan assesses all options and ensures timely
deployment by incrementally upgrading technology and recommending policy, funding and governance
modifications. Our offerings include, but are not limited to, master planning and design and procurement
support for a wide variety of communications networks, including Internet Protocol (IP)-based networks,
such as Emergency Services IP Networks (ESlnets).
Network and IT Support Services
We help our clients increase the reliability of their
network and IT environment long after implementation.
• • Our holistic IT and network support solution help our
.41-•-.• clients realize significant IT cost-savings, while
• }� remaining confident that their systems are running at
peak performance, protected by unplanned network
c..:t.. outages.
Clients partner with us so that they can focus on the strategic aspects of managing their public safety
operations while we provide expanded continuity, capacity, and capability. We provide solutions that
achieve our clients' goals, not their vendors, by applying a technology-independent approach.
With MCP's help maintaining their network environment, our clients have greater confidence that their IT
infrastructure and related systems are running smoothly. Our objective is to help our clients drive a greater
return from their maintenance investments while reducing their operating expenses. We provide a broad
portfolio of assessment, monitoring, and support solutions that improve network reliability and provide
agencies with a greater pulse on their IP network and IT enterprise.
M
MissionCriticalPartners 38
IT Network and Network Management Cybersecurity Additional
Support Solutions and Monitoring Solutions Solutions Offerings
Mission-Critical NetlnformsM Mission-Critical NetPulseSM Mission-Critical NetlnformsM On-request services
discovery services 24x7 network monitoring security assessments
IT helpdesk services
Mission-Critical NetlnformsM Mission-Critical NetPulsesM
enterprise IT assessments security monitoring Integrated vendor support
services
These support solutions can provide a holistic, end-to-end view into an agency's entire network and
supporting infrastructure with support available for the following networks and applications:
• CAD systems • ESlnets
• Call-handling equipment (CHE) • Telephony
• RMS • 911 and administrative networks
• Microwave and fiber optic backhaul systems • Environmental site networks
Data Integration Services
In the courts,justice and public safety arena, the business environment includes vendors, suppliers,
partners, community, private organizations, and various government agencies. MCP's Data Integration
Services team specializes in the planning and implementation of complex data exchange and integration
projects for the criminal justice market. Our successes include integration initiatives that span all major
entities within the criminal justice community, including:
• Law enforcement • Prosecution • Public defenders
• Courts • Probation • Adult/Juvenile Corrections
• State bureaus of investigation • Human and health services • Child support
• Social Services • Department of Motor Vehicles •
We've made it our business to help you facilitate, integrate, and improve your ability to work together—by
focusing on workflow integration—to achieve real-time accessibility to information that is relevant to the
business environment. This event-triggered information sharing has the benefit of reducing paper
dependencies, cutting costs and uncovering innovative revenue opportunities that exist in your ecosystem.
MCP has implemented large-scale, multi-year workflow integration projects at the state, City and local
level. The benefit to our clients is that our full range of system integration capabilities is augmented with
real-world experiences, proven methodologies, industry standards, and best practices that are
demonstrated in the breadth, depth, and realism of our strategic planning and implementation efforts.
Our court,justice, and public safety capabilities include, but are not limited to:
M
MissionCriticalPartners 39
• Strategic Planning and Governance
• Analysis
• Exchange Architecture
• Integration
• Project Management
• National Standards
• Product Solutions
MCP uses national standards, modeling tools, and open technologies day in and day out, including:
• Justice Information Exchange Model (JIEM)
• Service-Oriented Architecture (SOA) and Global Reference Architecture (GRA)
• Web Services Standards
• eXtensible Markup Language (XML) Standards and National Information Exchange Model (NIEM)
M
MissionCriticalPartners 40
DocuSign
Certificate Of Completion
Envelope Id: 17D46E0738E24B87A995A73ADD99C14E Status:Completed
Subject: Mission Critical Partners, LLC I Pitkin County Contract 107.21 for Review and Signature
Source Envelope:
Document Pages:68 Signatures:5 Envelope Originator:
Certificate Pages:5 Initials:0 Pitkin County Procurement
AutoNav: Enabled 530 East Main Street
Envelopeld Stamping: Disabled Suite 203
Time Zone: (UTC-07:00)Mountain Time(US&Canada) Aspen,CO 81611
Procurement@PitkinCounty.com
IP Address: 107.77.199.76
Record Tracking
Status:Original Holder:Pitkin County Procurement Location: DocuSign
5/12/2021 2:00:41 PM Procurement@PitkinCounty.com
Signer Events Signature Timestamp
Chris Davis Sent:5/12/2021 2:23:12 PM
chris.davis@pitkincounty.com G""`s Viewed:5/12/2021 2:24:11 PM
Procurement Manager Signed:5/12/2021 2:24:18 PM
Pitkin County
Security Level: Email,Account Authentication Signature Adoption: Pre selected Style
(None) Using IP Address: 107.77.199.76
Electronic Record and Signature Disclosure:
Not Offered via DocuSign
Brett Loeb Sent:5/12/2021 2:24:20 PM
brett.loeb@pitkin911.org bruft (4, Viewed:5/12/2021 2:24:54 PM
911 Commander Signed:5/12/2021 2:25:38 PM
Security Level: Email,Account Authentication
(None) Signature Adoption: Pre-selected Style
Using IP Address:50.226.82.242
Electronic Record and Signature Disclosure:
Accepted:5/29/2021 6:09:04 AM
ID:05d72e5a-55bf-427d-ab60-460092b182e8
Company Name:Pitkin County,Colorado
Alex Burchetta Sent:5/12/2021 2:25:40 PM
alex.burchetta@pitkinsheriff.com Resent:5/20/2021 6:26:39 AM
Chief Deputy of Operations Viewed:5/20/2021 7:35:38 AM
Signed:5/20/2021 7:37:24 AM
Pitkin County Sheriff's Office Signature Adoption: Uploaded Signature Image
Security Level: Email,Account Authentication Using IP Address:50.226.82.242
(None) Signed using mobile
Electronic Record and Signature Disclosure:
Accepted:5/19/2021 8:26:15 AM
ID:5d1f546f-aa49-4566-b15d-5e69ae1795e5
Company Name:Pitkin County,Colorado
Jon Peacock Sent:5/20/2021 7:37:27 AM
Jon.Peacock@PitkinCounty.com Viewed:5/26/2021 4:37:54 PM
County Manager Signed:5/26/2021 4:38:32 PM
Pitkin County
Security Level: Email,Account Authentication Signature Adoption: Drawn on Device
(None) Using IP Address:65.38.144.66
Electronic Record and Signature Disclosure:
Not Offered via DocuSign
In Person Signer Events Signature Timestamp
Editor Delivery Events Status Timestamp
Agent Delivery Events Status Timestamp
Intermediary Delivery Events Status Timestamp
Certified Delivery Events Status Timestamp
Carbon Copy Events Status Timestamp
Pitkin County Procurement COPIED Sent:5/26/2021 4:38:34 PM
procurement@pitkincounty.com Resent:5/26/2021 4:38:42 PM
Procurement Viewed:6/24/2021 11:43:11 AM
Pitkin County
Security Level: Email,Account Authentication
(None)
Electronic Record and Signature Disclosure:
Not Offered via DocuSign
Accounts Payable COPIED Sent:5/26/2021 4:38:36 PM
AP@pitkincounty.com
Accounts Payable
Pitkin County
Security Level: Email,Account Authentication
(None)
Electronic Record and Signature Disclosure:
Not Offered via DocuSign
Bret Hubbard COPIED Sent:5/26/2021 4:38:37 PM
brethubbard@missioncriticalpartners.com Viewed:5/26/2021 5:34:07 PM
Security Level: Email,Account Authentication
(None)
Electronic Record and Signature Disclosure:
Not Offered via DocuSign
Witness Events Signature Timestamp
Notary Events Signature Timestamp
Envelope Summary Events Status Timestamps
Envelope Sent Hashed/Encrypted 5/12/2021 2:23:12 PM
Certified Delivered Security Checked 5/26/2021 4:37:54 PM
Signing Complete Security Checked 5/26/2021 4:38:32 PM
Completed Security Checked 5/26/2021 4:38:37 PM
Payment Events Status Timestamps
Electronic Record and Signature Disclosure
Electronic Record and Signature Disclosure created on:3/20/2020 3:28:13 PM
Parties agreed to:Brett Loeb,Alex Burchetta
ELECTRONIC RECORD AND SIGNATURE DISCLOSURE
From time to time, Pitkin County(we, us or Pitkin County)may be required by law to provide
you with certain written notices or disclosures. Described below are the terms and conditions for
providing to you such notices and disclosures electronically when we send you documents for
electronic signature.
Acknowledging your Access, Intent, and Consent to Receive and Sign Materials
Electronically
To confirm that you can access this information electronically, which will be similar to other
electronic notices and disclosures that we will provide to you,please verify that you were able to
read this electronic disclosure and that you also were able to print on paper or electronically save
this page for your future reference and access or that you were able to e-mail this disclosure and
consent to an address where you will be able to print on paper or save it for your future reference
and access. Further, if you consent to receive notices and disclosures exclusively in electronic
format on the terms and conditions described above,please let us know by clicking the 'I agree'
button below.
By checking the 'I Agree' box, I confirm that:
• I am establishing my intent to be bound to the transaction, and indicating that I am fully
aware of the purpose for which the signature is being provided.
• I can access and read this Electronic CONSENT TO ELECTRONIC RECEIPT OF
ELECTRONIC RECORD AND SIGNATURE DISCLOSURES document; and
• I can print on paper the disclosure or save or send the disclosure to a place where I can
print it, for future reference and access; and
• Until or unless I notify Pitkin County as described above, I consent to receive from
exclusively through electronic means all notices, disclosures, authorizations,
acknowledgments, and other documents that are required to be provided or made
available to me by Pitkin County during the course of my relationship with you.
Signing Documents without a Pitkin County DocuSign Account:
Pitkin County may not require all document signers to be authorized users of the Pitkin County
DocuSign Account. Please read the information below carefully and thoroughly, and if you can
access this information electronically to your satisfaction and agree to these terms and
conditions, please confirm your agreement by clicking the 'I agree'button at the bottom of this
document. When you don't have a DocuSign account, you will be provided the opportunity to
agree to the Legal Disclosure each time you open an "envelope" for signing, at this time, you can
download and retain this disclosure. Pitkin County will forward completed documents that
you've reviewed, processed or signed via email. Should you require copies of these signed
documents (e.g., if they get deleted from your email account) you should request those
documents from Pitkin County under the Colorado Open Records Act by contacting the Pitkin
County custodian who sent you the document for signature.
Signing Documents with a Pitkin County DocuSign Account:
Please read the information below carefully and thoroughly, and if you can access this
information electronically to your satisfaction and agree to these terms and conditions,please
confirm your agreement by clicking the 'I agree'button at the bottom of this document.
Getting paper or electronic copies
At any time, you may request from us a paper or electronic copy of any record provided or made
available electronically to you by us. For such copies, as long as you are an authorized user of
the DocuSign system you will have the ability to download and print any documents we send to
you through your DocuSign user account for a limited period of time (usually 30 days) after such
documents are first sent to you. After such time, if you wish for us to send you paper or
electronic copies of any such documents from our office to you, you may be charged a per-page
fee. You may request delivery of such paper or electronic copies from us by following the
procedure described below.
Withdrawing your consent
If you are an authorized DocuSign Account holder, you can decide to receive notices and
disclosures from us electronically, you may at any time change your mind and tell us that
thereafter you want to receive required notices and disclosures only in paper format. Described
below is the process for informing us of your decision to receive future notices and disclosure in
paper format and also how to withdraw your consent to receive notices and disclosures
electronically.
Consequences of changing your mind
If you elect to receive required notices and disclosures only in paper format, it will slow the
speed at which we can complete certain steps in transactions with you and delivering services to
you because we will need first to send the required notices or disclosures to you in paper format,
and then wait until we receive back from you your acknowledgment of your receipt of such
paper notices or disclosures. To indicate to us that you are changing your mind, you must
withdraw your consent using the DocuSign'Withdraw Consent' form on the signing page of your
DocuSign account. This will indicate to us that you have withdrawn your consent to receive
required notices and disclosures electronically from us and you will no longer be able to use your
DocuSign user account to receive required notices and consents electronically from us or to sign
electronically documents from us.
All notices and disclosures will be sent to you electronically
Unless you tell us otherwise in accordance with the procedures described herein, we will provide
electronically to you through your DocuSign user account all required notices, disclosures,
authorizations, acknowledgments, and other documents that are required to be provided or made
available to you during the course of our relationship with you. To reduce the chance of you
inadvertently not receiving any notice or disclosure, we prefer to provide all of the required
notices and disclosures to you by the same method and to the same address that you have given
us. Thus, you can receive all the disclosures and notices electronically or in paper format through
the paper mail delivery system. If you do not agree with this process,please let us know as
described below. Please also see the paragraph immediately above that describes the
consequences of your electing not to receive delivery of the notices and disclosures
electronically from us.
How to contact Pitkin County:
You may contact us to let us know of your changes as to how we may contact you electronically,
to request paper copies of certain information from us, and to withdraw your prior consent to
receive notices and disclosures electronically as follows:
To contact us by email send messages to Helpdesk@provelocity.com
To advise Pitkin County of your new e-mail address
To let us know of a change in your e-mail address where we should send notices and disclosures
electronically to you, you must send an email message to us at Helpdesk@provelocity.com and
in the body of such request you must state: your previous e-mail address, your new e-mail
address .
In addition, you must notify DocuSign, Inc to arrange for your new email address to be reflected
in your DocuSign account by following the process for changing e-mail in DocuSign.
To request paper or electronic copies from Pitkin County
To request delivery from us of paper or electronic copies of the notices and disclosures
previously provided by us to you electronically, you should request those documents from Pitkin
County under the Colorado Open Records Act by contacting the Pitkin County custodian who
sent you the document for signature.
To withdraw your consent with Pitkin County
To inform us that you no longer want to receive future notices and disclosures in electronic
format you may:
i. decline to sign a document from within your DocuSign account, and on the subsequent
page, select the check-box indicating you wish to withdraw your consent, or you may;
ii. send us an e-mail to Helpdesk@provelocity.com and in the body of such a request, you
must state your e-mail, full name, Postal Address, telephone number, and account
number.