This is a service / maintenance or supply contract in Andover, Minnesota. Contact the soliciting agency for additional information.

The City of Andover invites qualified firms to submit a proposal for consulting services to prepare a comprehensive service study for the City of Andover Fire Department. A full copy of the Request for Proposals (RFP) with instructions is available below. Please contact Jake Griffiths, Associate Planner at j.griffiths@andovermn.gov or 763-767-5142 with any questions. Deadline to Submit Written Questions April 30, 2024 The following is a general description of the tasks to be required of the consultant. A final scope of services will be negotiated and finalized once a consultant is selected. In preparing a proposal, the consultant is free to modify, revise or otherwise amend the list of tasks to best satisfy the requirements of the plan. 1. Identification of current baseline fire department services, service levels and budgets, including response times, ISO rating, staffing, facilities, major equipment, and any other applicable factors (this should be a minor part of the final report and staff will be capable of providing data). 2. Description of impacts of the key findings and other factors (described in the background section above) will have on each of the baseline services identified in Task 1. 3. An analysis of all calls for service including response times for all priority calls for service and review and recommendations for responses to all current and future calls for service based on the impacts of the factors in the demographics section. 4. Define the expectations of service as identified by our community, our employees, and department mission, vision, and values as well as the City Council's vision and goals. This may include new services not currently provided, and expanded, reduced, joint or eliminated services. Include appropriate items that will meet the proposed standards of cover including response times and effective response force. a. Determine community expectations through community engagement, which could include surveys, focus groups, or open houses to be proposed by the consultant. 5. Recommend the optimal staffing model and leadership structure for the Fire Department including providing proposed organization chart(s). a. Consider city demographics, call volume, call structure, response model, and community expectations in identifying the needs of the department. b. Evaluate how leave time, training commitments and programs impact the department's ability to provide core services. c. Evaluate the value of dual role employees. Define the impact of dual roles on response, scheduling, staffing, budget, training, and job confidence and ability. Provide recommendations on the continuation of dual roles, expansion of dual roles and any changes to the department's dual role implementation now and into the future. d. Establish metrics for future staffing recommendations. e. Evaluate administration support provided by administrative professionals from other departments and if this support should be expanded or reduced in any future staffing models and the financial and facility impact on any changes. f. Provide a brief analysis of current ambulance services and opportunities for collaboration on ambulance services in the future. g. Provide a detailed analysis of the following staffing models: transitioning to a full-time department; a larger fire district or outsourcing/combining with a neighboring community if mutually beneficial and maintaining the current model or any other staffing model recommended by the consultants. i. Analysis of each scenario should include financial costing, potential staffing challenges, potential service impacts, timelines, or projections for change if applicable, facility and equipment needs. Any future cost or staffing differences, if applicable, would have a long-term impact on any changes made by the department. ii. Any challenges or opportunities, not included in those above, that would impact the decision-making process for City Council. iii. Identification of "trigger-events" that could influence the City's decision relative to staffing models (i.e. when X happens, the City should begin transition to X staffing model, etc.). h. For the recommended scenario, provide a detailed cost analysis, staffing analysis, capital and equipment analysis of any proposed changes and the timelines associated with the changes. 6. Conduct an inventory of the current fleet of apparatus, equipment and facilities and make recommendations regarding apparatus, equipment and facilities inventory and staffing. Provide analysis of any differences per each model/scenario. 7. An analysis of other Fire Department related programs such as Emergency Management, Minnesota State Fire Code enforcement, fire prevention education, conducting fire inspections of new and existing buildings, day care and foster care inspections, building and other plan reviews, burning permits and recreational fires, etc. and recommendations for determining efficiency opportunities, adequate staffing, and performance standards based on current and future service demands. 8. Identification of the barriers to achieving the desired service levels and other potential solutions. 9. Identification of any opportunities to better provide and achieve service goals, if any. 10. Provide recommendations on Fire Department ability to promote an optimal culture, which retains staff and supports the emotional and physical wellbeing of staff. As such, each recommendation should take into consideration how that recommendation might impact culture, retention, and the wellbeing of staff. 11. Provide recommendations on the Fire Department's ability to maintain efficient and effective operations. 12. Presentation of the analysis and recommendations to City Administration, City Council and Department Leadership, and Department, expected to be four (4) separate meetings minimum with a maximum of six (6), if necessary. The method of Contractor Selection has not been Determined at this time.