HomeMy WebLinkAboutCitygate Associates; 2008-12-09;AGREEMENT FOR MANAGEMENT CONSULTING SERVICES
CITYGATE ASSOCIATES, LLC
AGREEMENT is made and entered into as of the Q _ day of
. 200J , by and between the CITY OF CARLSBAD, a municipal_
corporation, ("City"), and Citygate Associates, a Limited Liability Company,
("Contractor").
RECITALS
A. City requires the professional services of a consultant that is experienced
in conducting comprehensive Fire Department Standards of Coverage Studies.
B. Contractor has the necessary experience in providing professional
services and advice related to Standard of Coverage Studies and fire department
reviews.
C. Selection of Contractor is expected to achieve the desired results in an
expedited fashion.
D. Contractor has submitted a proposal to City and has affirmed its
willingness and ability to perform such work.
NOW, THEREFORE, in consideration of these recitals and the mutual covenants
contained herein, City and Contractor agree as follows:
1. SCOPE OF WORK
City retains Contractor to perform, and Contractor agrees to render, those services (the
"Services") that are defined in attached Exhibit "A", which is incorporated by this
reference in accordance with this Agreement's terms and conditions.
2. STANDARD OF PERFORMANCE
While performing the Services, Contractor will exercise the reasonable professional
care and skill customarily exercised by reputable members of Contractor's profession
practicing in the Metropolitan Southern California Area, and will use reasonable
diligence and best judgment while exercising its professional skill and expertise.
3. TERM
The term of this Agreement will be effective for a period of one year from the date first
above written.
4. TIME IS OF THE ESSENCE
Time is of the essence for each and every provision of this Agreement.
5. COMPENSATION
The total fee payable for the Services to be performed during the initial Agreement term
will be not to exceed Seventy Two Thousand, Nine Hundred and Ninety dollars
($72,990). No other compensation for the Services will be allowed except for items
covered by subsequent amendments to this Agreement. The City reserves the right to
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withhold a ten percent (10%) retention until City has accepted the work and/or Services
specified in Exhibit "A".
Incremental payments, if applicable, should be made as outlined in attached Exhibit "A".
6. STATUS OF CONTRACTOR
Contractor will perform the Services in Contractor's own way as an independent
contractor and in pursuit of Contractor's independent calling, and not as an employee of
City. Contractor will be under control of City only as to the result to be accomplished,
but will consult with City as necessary. The persons used by Contractor to provide
services under this Agreement will not be considered employees of City for any
purposes.
The payment made to Contractor pursuant to the Agreement will be the full and
complete compensation to which Contractor is entitled. City will not make any federal or
state tax withholdings on behalf of Contractor or its agents, employees or
subcontractors. City will not be required to pay any workers' compensation insurance or
unemployment contributions on behalf of Contractor or its employees or subcontractors.
Contractor agrees to indemnify City within thirty (30) days for any tax, retirement
contribution, social security, overtime payment, unemployment payment or workers'
compensation payment which City may be required to make on behalf of Contractor or
any agent, employee, or subcontractor of Contractor for work done under this
Agreement. At the City's election, City may deduct the indemnification amount from any
balance owing to Contractor.
7. SUBCONTRACTING
Contractor will not subcontract any portion of the Services without prior written approval
of City. If Contractor subcontracts any of the Services, Contractor will be fully
responsible to City for the acts and omissions of Contractor's subcontractor and of the
persons either directly or indirectly employed by the subcontractor, as Contractor is for
the acts and omissions of persons directly employed by Contractor. Nothing contained
in this Agreement will create any contractual relationship between any subcontractor of
Contractor and City. Contractor will be responsible for payment of subcontractors.
Contractor will bind every subcontractor and every subcontractor of a subcontractor by
the terms of this Agreement applicable to Contractor's work unless specifically noted to
the contrary in the subcontract and approved in writing by City.
8. OTHER CONTRACTORS
The City reserves the right to employ other Contractors in connection with the Services.
9. INDEMNIFICATION
Contractor agrees to indemnify and hold harmless the City and its officers, officials,
employees and volunteers from and against all claims, damages, losses and expenses
including attorneys fees arising out of the performance of the work described herein
caused by any negligence, recklessness, or willful misconduct of the Contractor, any
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subcontractor, anyone directly or indirectly employed by any of them or anyone for
whose acts any of them may be liable.
The parties expressly agree that any payment, attorney's fee, costs or expense City
incurs or makes to or on behalf of an injured employee under the City's self-
administered workers' compensation is included as a loss, expense or cost for the
purposes of this section, and that this section will survive the expiration or early
termination of this Agreement.
10. INSURANCE
Contractor will obtain and maintain for the duration of the Agreement and any and all
amendments, insurance against claims for injuries to persons or damage to property
which may arise out of or in connection with performance of the services by Contractor
or Contractor's agents, representatives, employees or subcontractors. The insurance
will be obtained from an insurance carrier admitted and authorized to do business in the
State of California. The insurance carrier is required to have a current Best's Key Rating
of not less than "A-:VM". OR with a surplus line insurer on the State of California's List of
Eligible Surplus Line Insurers (LESLI) with a rating in the latest Best's Key Rating Guide
of at least "A:X".
10.1 Coverages and Limits.
Contractor will maintain the types of coverages and minimum limits indicated below,
unless City Attorney or City Manager approves a lower amount. These minimum
amounts of coverage will not constitute any limitations or cap on Contractor's
indemnification obligations under this Agreement. City, its officers, agents and
employees make no representation that the limits of the insurance specified to be
carried by Contractor pursuant to this Agreement are adequate to protect Contractor. If
Contractor believes that any required insurance coverage is inadequate, Contractor will
obtain such additional insurance coverage, as Contractor deems adequate, at
Contractor's sole expense.
10.1.1 Commercial General Liability Insurance. $1.000.000 combined
single-limit per occurrence for bodily injury, personal injury and property damage. If the
submitted policies contain aggregate limits, general aggregate limits will apply
separately to the work under this Agreement or the general aggregate will be twice the
required per occurrence limit.
10.1.2 Automobile Liability (if the use of an automobile is involved for
Contractor's work for City). $1,000,000 combined single-limit per accident for bodily
injury and property damage.
10.1.3 Workers' Compensation and Employer's Liability. Workers'
Compensation limits as required by the California Labor Code. Workers' Compensation
will not be required if Contractor has no employees and provides, to City's satisfaction, a
declaration stating this.
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10.1.4 Professional Liability. Errors and omissions liability appropriate to
Contractor's profession with limits of not less than $1,000,000 per claim. Coverage must
be maintained for a period of five years following the date of completion of the work.
10.2. Additional Provisions. Contractor will ensure that the policies of insurance
required under this Agreement contain, or are endorsed to contain, the following
provisions:
10.2.1 The City will be named as an additional insured on General
Liability.
10.2.2 Contractor will obtain occurrence coverage, excluding Professional
Liability, which will be written as claims-made coverage.
10.2.3 This insurance will be in force during the life of the Agreement and
any extensions of it and will not be canceled without thirty (30) days prior written notice
to City sent by certified mail pursuant to the Notice provisions of this Agreement.
10.3 Providing Certificates of Insurance and Endorsements. Prior to City's execution
of this Agreement, Contractor will furnish certificates of insurance and endorsements to
City.
10.4 Failure to Maintain Coverage. If Contractor fails to maintain any of these
insurance coverages, then City will have the option to declare Contractor in breach, or
may purchase replacement insurance or pay the premiums that are due on existing
policies in order to maintain the required coverages. Contractor is responsible for any
payments made by City to obtain or maintain insurance and City may collect these
payments from Contractor or deduct the amount paid from any sums due Contractor
under this Agreement.
10.5 Submission of Insurance Policies. City reserves the right to require, at anytime,
complete and certified copies of any or all required insurance policies and
endorsements.
11. BUSINESS LICENSE
Contractor will obtain and maintain a City of Carlsbad Business License for the term of
the Agreement, as may be amended from time-to-time.
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12. ACCOUNTING RECORDS
Contractor will maintain complete and accurate records with respect to costs incurred
under this Agreement. All records will be clearly identifiable. Contractor will allow a
representative of City during normal business hours to examine, audit, and make
transcripts or copies of records and any other documents created pursuant to this
Agreement. Contractor will allow inspection of all work, data, documents, proceedings,
and activities related to the Agreement for a period of three (3) years from the date of
final payment under this Agreement.
13. OWNERSHIP OF DOCUMENTS
All work product produced by Contractor or its agents, employees, and subcontractors
pursuant to this Agreement is the property of City. In the event this Agreement is
terminated, all work product produced by Contractor or its agents, employees and
subcontractors pursuant to this Agreement will be delivered at once to City. Contractor
will have the right to make one (1) copy of the work product for Contractor's records.
14. COPYRIGHTS
Contractor agrees that all copyrights that arise from the services will be vested in City
and Contractor relinquishes all claims to the copyrights in favor of City.
15. NOTICES
The name of the persons who are authorized to give written notices or to receive written
notice on behalf of City and on behalf of Contractor under this Agreement.
For City: For Contractor:
Name: Kevin Crawford Name: David C. DeRoos
Title: Fire Chief Title: President
Department: Fire Department Address: 2250 E. Bidwell St., #100
City of Carlsbad Folsom, CA 95630
Address: 2560 Orion Way Phone No. : (916) 458-5100
Carlsbad, CA 92010
Phone No.: (760) 931-2141
Each party will notify the other immediately of any changes of address that would
require any notice or delivery to be directed to another address.
16. CONFLICT OF INTEREST
City will evaluate Contractor's duties pursuant to this Agreement to determine whether
disclosure under the Political Reform Act and City's Conflict of Interest Code is required
of Contractor or any of Contractor's employees, agents, or subcontractors. Should it be
determined that disclosure is required, Contractor or Contractor's affected employees,
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agents, or subcontractors will complete and file with the City Clerk those schedules
specified by City and contained in the Statement of Economic Interests Form 700.
Contractor, for Contractor and on behalf of Contractor's agents, employees,
subcontractors and consultants warrants that by execution of this Agreement, that they
have no interest, present or contemplated, in the projects affected by this Agreement.
Contractor further warrants that neither Contractor, nor Contractor's agents, employees,
subcontractors and consultants have any ancillary real property, business interests or
income that will be affected by this Agreement or, alternatively, that Contractor will file
with the City an affidavit disclosing this interest.
17. GENERAL COMPLIANCE WITH LAWS
Contractor will keep fully informed of federal, state and local laws and ordinances and
regulations which in any manner affect those employed by Contractor, or in any way
affect the performance of the Services by Contractor. Contractor will at all times observe
and comply with these laws, ordinances, and regulations and will be responsible for the
compliance of Contractor's services with all applicable laws, ordinances and regulations.
Contractor will be aware of the requirements of the Immigration Reform and Control Act
of 1986 and will comply with those requirements, including, but not limited to, verifying
the eligibility for employment of all agents, employees, subcontractors and consultants
that the services required by this Agreement.
18. DISCRIMINATION AND HARASSMENT PROHIBITED
Contractor will comply with all applicable local, state and federal laws and regulations
prohibiting discrimination and harassment.
19. DISPUTE RESOLUTION
If a dispute should arise regarding the performance of the Services the following
procedure will be used to resolve any questions of fact or interpretation not otherwise
settled by agreement between the parties. Representatives of Contractor or City will
reduce such questions, and their respective views, to writing. A copy of such
documented dispute will be forwarded to both parties involved along with recommended
methods of resolution, which would be of benefit to both parties. The representative
receiving the letter will reply to the letter along with a recommended method of
resolution within ten (10) business days. If the resolution thus obtained is unsatisfactory
to the aggrieved party, a letter outlining the disputes will be forwarded to the City
Manager. The City Manager will consider the facts and solutions recommended by each
party and may then opt to direct a solution to the problem. In such cases, the action of
the City Manager will be binding upon the parties involved, although nothing in this
procedure will prohibit the parties from seeking remedies available to them at law.
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20. TERMINATION
In the event of the Contractor's failure to prosecute, deliver, or perform the Services,
City may terminate this Agreement for nonperformance by notifying Contractor by
certified mail of the termination. If City decides to abandon or indefinitely postpone the
work or services contemplated by this Agreement, City may terminate this Agreement
upon written notice to Contractor. Upon notification of termination, Contractor has five
(5) business days to deliver any documents owned by City and all work in progress to
City address contained in this Agreement. City will make a determination of fact based
upon the work product delivered to City and of the percentage of work that Contractor
has performed which is usable and of worth to City in having the Agreement completed.
Based upon that finding City will determine the final payment of the Agreement.
Either party upon tendering thirty (30) days written notice to the other party may
terminate this Agreement. In this event and upon request of City, Contractor will
assemble the work product and put it in order for proper filing and closing and deliver it
to City. Contractor will be paid for work performed to the termination date; however, the
total will not exceed the lump sum fee payable under this Agreement. City will make the
final determination as to the portions of tasks completed and the compensation to be
made.
21. COVENANTS AGAINST CONTINGENT FEES
Contractor warrants that Contractor has not employed or retained any company or
person, other than a bona fide employee working for Contractor, to solicit or secure this
Agreement, and that Contractor has not paid or agreed to pay any company or person,
other than a bona fide employee, any fee, commission, percentage, brokerage fee, gift,
or any other consideration contingent upon, or resulting from, the award or making of
this Agreement. For breach or violation of this warranty, City will have the right to annul
this Agreement without liability, or, in its discretion, to deduct from the Agreement price
or consideration, or otherwise recover, the full amount of the fee, commission,
percentage, brokerage fees, gift, or contingent fee.
22. CLAIMS AND LAWSUITS
By signing this Agreement, Contractor agrees that any Agreement claim submitted to
City must be asserted as part of the Agreement process as set forth in this Agreement
and not in anticipation of litigation or in conjunction with litigation. Contractor
acknowledges that if a false claim is submitted to City, it may be considered fraud and
Contractor may be subject to criminal prosecution. Contractor acknowledges that
California Government Code sections 12650 et seq.. the False Claims Act applies to
this Agreement and, provides for civil penalties where a person knowingly submits a
false claim to a public entity. These provisions include false claims made with deliberate
ignorance of the false information or in reckless disregard of the truth or falsity of
information. If City seeks to recover penalties pursuant to the False Claims Act, it is
entitled to recover its litigation costs, including attorney's fees. Contractor acknowledges
that the filing of a false claim may subject Contractor to an administrative debarment
proceeding as the result of which Contractor may be prevented to act as a Contractor
on any public work or improvement for a period of up to five (5) years. Contractor
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acknowledges debarment by another jurisdiction is grounds for City to terminate this
Agreement.
23. JURISDICTIONS AND VENUE
Any action at law or in equity brought by either of the parties for the purpose of
enforcing a right or rights provided for by this Agreement will be tried in a court of
competent jurisdiction in the County of San Diego, State of California, and the parties
waive all provisions of law providing for a change of venue in these proceedings to any
other county.
24. SUCCESSORS AND ASSIGNS
It is mutually understood and agreed that this Agreement will be binding upon City and
Contractor and their respective successors. Neither this Agreement or any part of it nor
any monies due or to become due under it may be assigned by Contractor without the
prior consent of City, which shall not be unreasonably withheld.
25. ENTIRE AGREEMENT
This Agreement, together with any other written document referred to or contemplated
by it, along with the purchase order for this Agreement and its provisions, embody the
entire Agreement and understanding between the parties relating to the subject matter
of it. In case of conflict, the terms of the Agreement supersede the purchase order.
Neither this Agreement nor any of its provisions may be amended, modified, waived or
discharged except in a writing signed by both parties.
26. AUTHORITY
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The individuals executing this Agreement and the instruments referenced in it on behalf
of Contractor each represent and warrant that they have the legal power, right and
actual authority to bind Contractor to the terms and conditions of this Agreement.
CONTRACTOR
Bv:
CITY OF CARLSBAD, a municipal
corporation of the State of California
(sign here)
Richard P. Carr, Vice-President
rcarr@citygateassociates.com
City Manager or Mayor
ATTEST:
, • o*'••«.*>*
ORRAIN
City Clerk
If required by City, proper notarial acknowledgment of execution by contractor
must be attached. If a Corporation. Agreement must be signed by one corporate
officer from each of the following two groups.
*Group A.
Chairman,
President, or
Vice-President
**Group B.
Secretary,
Assistant Secretary,
CFO or Assistant Treasurer
Otherwise, the corporation must attach a resolution certified by the secretary or
assistant secretary under corporate seal empowering the officers) signing to bind the
corporation.
APPROVED AS TO FORM:
puty City Attorney
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SECTION 1—WORK PLAN AND SCOPE OF WORK
OVERVIEW OF WORK PLAN ^
Citygate's Work Plan to conduct a Standards of Response Cover study for the City of Carlsbad is
presented in this section. Our work plan is integrated and comprised of five tasks and includes
all items requested in the City's RFP under Scope of Work on page #8. The presentation of our
Work Plan describes each of the tasks in more detail. The standard format includes:
^ Number and name of the Task
^ Sub-Tasks
^ Description of the work to be accomplished in the task (shown in Italicized type).
We intend to review our Work Plan and schedule with the Fire Department prior to beginning
work. After obtaining additional input, we will finalize our Work Plan and the accompanying
schedule.
Citygate's Work Plan has been developed consistent with our Project Team member's
experience in city management and fire administration. We utilize various National Fire
Protection Association (NFPA) publications as best practice guidelines as well as best practice
benchmarks from the self-assessment criteria of the Commission on Fire Accreditation
International. We do not use simple, nor one-size-fits-all measures, nor do we only recommend
to clients the published best practices. We use the best practices as advice along with our
professional experience to tailor solutions that have to fit the local and unique risk and services
challenges of each client.
A study of this breadth and depth must include not only the analysis of multiple facts and
variables, but is only as good as the professionals drawing conclusions from the data elements.
This is what sets the Citygate team apart, as current and recent practicing professionals in fire
administration, the Department is, in effect, getting the opinions of an external "seasoned
department head team," not the opinions of junior staff members or consultants who have spent
little time on the front lines managing in local government.
We pay close attention to the historic and current levels of community fire protection as
established by each City Council and for Carlsbad in particular, its Growth Management Plan.
Each study Executive Summary on page 1 reminds the elected officials and public that "there
are no mandatory Federal or State regulations directing the level of fire service response times
and outcomes. Thus, communities have the level of fire services that they can afford, which is not
always what they would desire. "
STANDARDS OF RESPONSE COVER REVIEW COMPONENTS
The scope of the envisioned Standards of Cover study will include the following elements:
+ This study will provide the City with revised draft response performance goals
from which it can adjust, if needed, the quantity, staffing and location of fire
stations with a clear understanding of the cost of changes.
Section 1—Work Plan and Scope of Work page 1
+ In Carlsbad, most if not all of the existing fire stations are well located. The
emphasis in the fire station location scope of work section will be to identify if
any significant service gaps exist and if so, if the addition of one or more stations
is cost effective. This element also will address the workload per fire and
ambulance crew and forecast the need, if any, for additional crews to existing
stations as Carlsbad continues to evolve.
+ While this is not a study of fire departments adjacent to the City, the study will
consider the impacts of the City's existing or potential mutual aid agreements on
the City's needs.
i + The performance goals will be consistent with national guidelines from the
National Fire Protection Association (NFPA), the Commission on Fire
Accreditation International (CFAI), the Insurance Services Office (ISO) and the
City of Carlsbad Growth Management Plan.
^ Citygate will use a fire department analysis geo-mapping software program called
FireView™ to analyze current and future fire station locations by driving time.
FireView adjusts output to conform with speed restrictions due to topography,
I curvature, speed limits, signals and traffic calming devices if the information is
• included in the base.
+ Citygate will use an incident response time analysis program called NFIRS 5
I Alive™ to review the statistics of prior actual historical performance.
I The core methodology used by Citygate in the scope of its deployment analysis work will be that
of the "Standards of Response Coverage" systems approach to fire department deployment as
' published by the Commission on Fire Accreditation International. This is a systems-based
i approach using local risk and demographics to determine the level of protection best fitting the
City's needs.
' The study will use the following components in the Commission on Fire Accreditation
i International Standards of Response Coverage process:
1. Existing deployment - each agency has something in place today
> The Citygate team would understand existing deployment strategies,
I performance measures and propose measures for use in this study to the
Department project team.
2. Community outcome expectations - what is expected of the response agency?
' > Through the interview process, Citygate will provide an analysis of
• elected official and community expectations for fire, EMS and special
hazard responses.
• 3. Community risk assessment - what assets are at risk in the community?
I > Citygate would work with the Department staff to deploy the U.S. Fire
Administration risk assessment program called RHAVE and use it to
• determine risk in the community at a zone level.
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> We would assist the Department in performing critical task analysis to
determine appropriate staffing to meet risk control expectations.
> Using the above, we would work with the Department leadership to
establish performance measures by risk type.
4. Distribution Study - the locating of first-due resources (typically engines).
^ Citygate will use the FireView software GIS mapping tool to study the
effectiveness of existing station locations to meet the developed
performance goals for first-due, all-risk units.
5. Concentration Study - first alarm assignment or effective response force studies.
6. Historical reliability - is there a multiple call frequency issue (call stacking)
problem?
> Citygate will analyze incident data to determine if multiple calls are
affecting performance.
7. Historical response effectiveness studies - what percent of compliance does the
existing system deliver?
8. Overall evaluation - with proposed Standard of Cover statements by risk type.
^ Citygate will advise the Department project staff on a revised Standard of
Cover set of policies by risk type for the Department.
^ Changes in deployment or relocated station(s) will be identified along with
timing.
We understand the deployment study must address at a minimum the following questions:
1. For current service demands, identify if any significant service gaps exist and if
so, is the addition of one or more fire stations cost effective?
2. For future service demands, how many fire stations should the Department have
and where should new stations be located to maximize the effectiveness of
existing the stations and to provide for the most cost-effective and efficient
services?
3. If the recommendation is for more than the current number of stations, what are
the specific benefits of each additional location (response time, increase in percent
of fire containment, decrease of station alarm volume, and other cost/service
benefits)?
4. Is the equipment adequate (quantity, size, location) for current service demands?
5. Is the equipment adequate, considering anticipated growth of the Department? If
not, what are the shortcomings and recommendations with a cost benefit analysis?
6. What other fire response options and strategies might be suitable for the
Department?
Section 1—Work Plan and Scope of Work page 3 0 u«
NON-RESPONSE FUNCTION REVIEW COMPONENTS
The study will use Commission on Fire Accreditation International and National Fire Protection
Association Standard 1201, Standard for Providing Emergency Services to the Public,
performance indicators and other NFPA standards as the basis for evaluating non-response
related services, such as fire prevention, training and administration. The study will identify the
current workload, staffing, and facilities and compare these current services to current and
forecasted workloads in the Department. The study will integrate findings from the Standards of
Response Cover study that generate impacts on non-response factors. This will be an in-depth
data and personnel interview driven study reviewing, at a minimum, the following typical fire
department functions:
1. Emergency Medical Services - A review of the operational and support needs of
the City's fire department based paramedic ambulance system.
2. Fire Prevention - are the legal authorities, established policies and procedures for
development, implementation and enforcement of relevant codes adequate for the
community's needs?
> Citygate will review the authorities, codes, policies and procedures as well
as interview staff.
> The review will include the impacts of new construction, downtown code
enforcement programs and urban-wildland interface code planning.
3. Investigations - does the program of investigation of fires and other emergencies
assist with the development of an effective hazard and risk prevention program?
4. Public Education - does the program work in concert with school systems,
community organizations, special interest groups, corporate partners and
government agencies in delivering public safety information regarding fire,
medical emergency, natural disaster, and other threats?
5. Disaster Preparedness - does the current Emergency Operations Plan and training
program adhere to best practices and meet the foreseeable needs of the City and
its inter-governmental partners?
6. Hazardous Materials - do the Hazardous Materials Response and Code
Enforcement programs provide for effective planning, enforcement, and
response?
7. Administrative Support Positions - are the office support positions and other
positions such as budget, training, emergency medical services adequately staffed
and designed to meet the needs of the Department?
8. Information Systems - are the current data systems able to support the
Department's service delivery programs, provide the management team the
needed information and to interface as appropriate with other City department
systems?
9. Capital Facilities and Apparatus - are the stations sized and designed to support
the equipment and personnel assigned? Do they meet current seismic and
essential facilities state requirements? Are the fire apparatus appropriately
Section 1—Work Plan and Scope of Work page 4
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designed to meet the City's needs and are they adequately maintained? Does a
fleet replacement plan and funding exist?
10. Fire Department Fees - does the Department have an appropriate and current fee
schedule for regulatory and emergency services? Does a new development
impact fee exist to assist with any needed new capital facilities and equipment
needs?
11. Regional Issues -what are the impacts on departmental operations from the
County Airport? Do any significant opportunities exist for coordinated and
shared services such as fire station locations and support programs like training?
WORK PLAN TASK SEQUENCE
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Initiate and Manage the Project
Subtasks:
The consultant team and the Department project representatives will hold a startup meeting to
refine the issues to be addressed by and the objectives of: schedule, budget, and methods of data
collection and analysis for this study.
+ Develop detailed Work Plan schedule for the project
> We will develop a detailed work schedule and final project schedule for
the project. These tools will assist both the consultants and Department
staff to monitor the progress of the study.
+ Meet with Department staff representatives to initiate study
^ A key to a successful consulting engagement is a mutual understanding of
the project's scope and objectives. The senior members of our team will
meet with the Department representatives to correlate our understandings
of the study's scope, and ensure that our Work Plan and project schedule
are mutually agreeable. This early effort to clearly define expectations,
roles and lines of communications should result in better focus on
substantive issues as the engagement progresses.
+ Obtain and review Department documentation
> At this juncture in the project we will develop and submit a list of all
documents relevant to this project, including the area's General Plan,
growth forecasts, and any appropriate prior studies: Fire Department
documentation including (as available) dispatch data, fleet inventory,
facility condition assessments, current personnel, equipment and other
operating costs and a myriad of other information. Once we receive the
requested documentation from the Department, we will review it prior to
conducting our interviews in the following subtask. We have found that
reviewing this information prior to our interviews improves the
Section 1—Work Plan and Scope of Work page 5
effectiveness and value of the interviews we conduct, since it results in
more specific questions and more definitive information.
Interview Department leadership and Fire Chief
> To enhance our understanding of the issues at stake in this project, we will
meet with, as appropriate and directed, the City Council members, City
Manager, Fire Chief, as well as members of the City staff who frequently
interact with or have an interdependent relationship with the Fire
Department.
Interview Fire Department staff
^ To enhance our understanding of the issues at stake in this project, we will
meet with, as appropriate and directed, the members of the Department.
Monitor engagement progress and completion of tasks
^ We have combined the initial task of starting the project with the ongoing
task of monitoring, directing and administering the project. We will hold
the appropriate initial meetings to collect information and provide
monthly written status reports and oral communications, as needed.
Task 2: Deployment Review of the Fire and Emergency Medical Services
Delivery System
Subtasks:
Conduct a full Standards of Response Cover (SOC) study, meeting the criteria of
the Commission on Fire Accreditation International.
> The deployment review will be conducted by Stewart Gary, with the
assistance of the Omega Group (GIS specialist) and Michael Fay
(statistical specialist).
^ City gate strongly encourages the Department to focus on the value of this
step as a "study within the study. " Citygate agrees with the Department
that a full geographical and statistical review of its deployment system
will provide a solid foundation for the facilities and equipment analysis
steps.
> When this step is complete, the findings and recommendations will be
presented to the Department as a draft Standards of Cover report. This
information will be integrated into the draft and final Master Plan
documents, which are presented in Tasks 4 and 5. Citygate will consider
any results of Task 2, such as a need for increased training that might
influence Task 3.
Section 1—Work Plan and Scope of Work page 6
^*^^^
Task 3: Stakeholder Meetings and Documentation Review to Analyze Non-
Deployment Issues
Subtasks:
In addition to the deployment (SOC) study, facilitate Department personnel
interviews, and an in-depth review of each non-response function in the
Department.
> We -will request considerable departmental documents and data
measurement records from the Department to enable an in-depth
understanding of current bureau staffing, workloads, costs and needs.
^ We will review Department area growth information and project future
expectations on the Department support services.
> We will then combine the current bureau performance capacities with the
change estimates to build a future service delivery plan and associated
costs.
^ We will examine the impacts of the age/retirement impacts on the system
and make recommendations for dealing with these impacts.
X We will integrate this assessment with the deployment study and staff
listening information with the integrated, draft Master Plan developed in
Task 4 below.
Task 4: Analyze Growth and Development; Forecast Resource Needs;
Conduct Final Deployment Models and Prepare Integrated Draft
Master Plan
Subtasks:
The Department has asked for a forecast of needs with service delivery
recommendations and alternatives. Given the depth of study Citygate has
proposed in its SOC (deployment study), and collection of stakeholder input,
there is already significant work accomplished in Citygate's proposal to be used
in this aspect of the study.
In this task, the entire Citygate team will prepare a comprehensive long-range
master plan Draft Report, including maps and statistical exhibits. In this report
we will:
> Summarize the strengths of the Department and opportunities for
improvement.
> Present a review of how our approach and analyses were conducted.
^ Describe major findings by departmental service delivery area.
Section 1—Work Plan and Scope of Work
> Present an explanation of improvements we identified and our integrated
recommendations for their resolution in order to improve operations.
> Describe an implementation plan for prescribed action showing
implementation responsibilities, schedules and expected benefits.
> Describe the costs of the implementation plan elements.
> Describe a methodology for monitoring implementation status.
Upon completion of the Draft Report, an electronic version in MS-Word will be
sent to the project manager for comments using the 'track changes' and 'insert
comments' tools in Word. Our normal practice is to review a draft of our report
with management personnel to ensure that the factual basis for our
recommendations is correct and to allow tune for a thorough review. In addition,
we take time to discuss any areas that require further clarification or
amplification. It is during this time that understandings beyond the written text
can be communicated.
We will schedule a meeting with the Department leadership to present the draft
findings, answer any questions and agree on elements for the Final Report.
Prepare and Deliver the Final Report with Executive Summary,
Recommendations and Long-Range Service Master Plan
Subtasks:
The process of Final Report preparation is an important one. Implicit in this
process is the need for a sound understanding of how our review was conducted,
what issues were identified, why our recommendations were made and how
implementation should be accomplished.
The Final Report will contain macro cost estimates of any major recommended
changes in current dollars.
The Final Report will contain a set of options and phasing over time on which the
elected officials and City Manager can make policy decisions.
Prepare Final Report and oral presentation
> Based on the results of our Draft Report review process, we will then
prepare an Executive Summary and a Final Report to the City Council,
City Manager, and Fire Department leadership. We also will make an
oral presentation using a PowerPoint presentation.
^ Our proposal and cost bid contemplates one draft report cycle. Additional
draft report cycles requested by the Department -would be billed
separately. We would prepare up to four (4) copies of our Final Report,
along with an electronic version of our Final Report on CD-ROM for the
Department's use in producing additional sets of the report, if so desired.
Section 1—Work Plan and Scope of Work page 8
FINAL REPORT COMPONENTS
As required by the Department, our final work product will include:
1 . An analysis of the effectiveness of current fire station locations;
2. An analysis of the efficiency of the current deployment scheme of resources
within the Department's fire stations;
3. An analysis of the Fire Department's ability to meet the listed standards;
4. As required, recommendations for changes in fire station locations to meet the
current needs of the Department and to optimize service delivery;
5. Recommendations for deployment of existing resources within the Department's
fire stations to optimize service delivery;
6. Recommendations for deployment of new resources to meet current and future
needs;
7. Provision of supporting data and rationale for all recommendations;
8. Provision of supporting colored maps and other visual data to fully illustrate the
current situation and consultant recommendations. This information shall be
provided in both hard copy format and computerized format with accompanying
Microsoft PowerPoint presentation;
9. A comprehensive analysis of current Department services and staffing in the
support bureau areas such as fire prevention, investigations, public education,
disaster preparedness and hazardous materials will be delivered;
10. The non-response bureau's analysis will be combined with a forecast of future
demands into a multi-year staffing and services plan for the headquarters
functions.
The Final Report, statistics, and maps will be provided in four (4) bound, hard copies, and it will
also be delivered electronically in Adobe Acrobat (.PDF) format.
STUDY COMPONENTS WITH WHICH THE DEPARTMENT MUST ASSIST _
Both Citygate and the Department understand the economic constraints on a study. The
Department has the capability to collect some internal data that can assist the Citygate study
where the Department is in the best position to prepare data elements within the Standards of
Response Coverage methodology. Therefore, the Department will assist Citygate with:
+ Providing electronic incident response data in a format requested by Citygate.
+ As directed by Citygate, using the Risk Hazard and Value Assessment tool
(RHAVE) published by the U.S. Fire Administration to prepare a risk assessment
determination by response areas.
^ Conducting critical task time measurement experiments to analyze crew
effectiveness and sizing issues.
+ Providing other Department data as requested by Citygate.
Section 1 — Work Plan and Scope of Work _ _ page 9 c -
Based upon Citygate's prior research, we have determined that Carlsbad does not have
sufficient GIS data for this study. Citygate will therefore have to purchase adequate GIS
information from Tele Atlas via the Omega Group, a public GIS data vendor, at a cost of $2,755,
which is already included in our pricing.
PROJECT/SITE VISIT SCHEDULE
The following is our schedule of on-site meetings to facilitate the gathering of information and
understanding for the project and explain/present the Master Plan's findings:
^ Task 1 - One day to start the project and begin information gathering and
construction of a final project schedule of events;
+ Task 3 - Two days to conduct in-depth interviews of key stakeholders;
+ Task 4 - One day to brief the Fire Chief and City Manager on the Draft Report;
^ Task 5 - One day to brief Department members and the City Council on the Final
Report.
Project Schedule
Citygate anticipates that the duration of this project will be 6 months, and is available to start the
project in July 2008. We have the capacity to accommodate additional services, typically within
the month in which they are requested. A detailed Work Plan schedule is presented on the
following page:
Section 1—Work Plan and Scope of Work page 10 ,
CITY OF CARLSBAD, CA
STANDARDS OF COVERAGE STUDY AND MASTER PLAN
PROJECT SCHEDULE
Months from Start of Project — *
Tasks
1 . Initiate and Manage the Project
2. Deployment Review of the Fire and
System
3. Stakeholder Meetings and
Documentation Review to Analyze
Non-Deployment Issues
4. Analyze Growth and Development;
Forecast Resource Needs; Conduct
Final Deployment Models and Prepare
Integrated Draft Master Plan
5. Prepare and Deliver the Final Report
Month 1
DJ
Month 2
m
Month 3
m
•
Month 4
m
Month 5
m
•#
Month 6
m
•*
KEY
( ] Final Work Plan and Schedule
Draft Report
On-site Meetings
Final Report
Monthly Status Report
Section 1—Work Plan and Scope of Work flPa9e11 aim,
Project Team Organization Chart
City of Carlsbad
Fire Department
I
David C. DeRoos, MPA, CMC
Citygate President
I
Stewart Gary, MPA
Project Director /
Fire Services Principal
1
William Sager, CFO
Fire Services Specialist
Michael Fay
Statistical Specialist
The Omega Group
Geo-Mapping Specialist
Section 2—Citygate Organization and Project Team
BBj
page 15 ., ,•,<,- fe.. i
SECTION 3—PROJECT COST
PROJECT COST/BILLING
Our charges are based on actual time spent by our consultants at their established billing rates,
plus reimbursable expenses incurred in conjunction with travel, printing, clerical, and support
services related to the engagement. We will undertake this study for a "not-to-exceed" total cost
based on our core Work Plan and Scope of Work outlined below.
Hourly Fees of Reimbursable Tele Atlas Administration Total Citygate
Project Team Expenses GIS (5% of Hourly Fees) Project Amount
$63,065 (333 hours)$3,997 $2,775 $3,153 $72.990
The price quoted above is effective for 90 days from the date of receipt for this proposal and
includes one (1) draft cycle as described in Task 4 of our Work Plan to be completed by Citygate
and the City within 30 calendar days. Additional Draft Report cycles or processing delays
requested by the City would be billed in addition to the contracted amount at our time and
materials rates. When changes are agreed upon, Citygate will provide up to four (4) bound color
copies of the Final Report document and a reproducible master copy on CD-ROM. The Draft
Report will be considered to be the Final Report if there are no suggested changes within thirty
(30) days of the delivery of the Draft Report.
If the City decides to delay the final presentation in Task #5 after acceptance of the final work
product, Citygate will accommodate such a request, but will charge two administrative hours per
month to keep the project in suspense until the presentation is delivered.
We anticipate four trips to the City throughout the study; one for both Chiefs Gary and Sager in
Tasks #1 and Task #3 and for Chief Gary in Tasks #4 and #5. The trip in Task #5 will be for the
final presentation.
Billing Schedule
We will bill for Task 1 (20 percent of the total project amount) at the execution of the contract.
Thirty days following the prior billing, we will bill 20 percent of the total amount for Task 2 and
Task 3, respectively. Task 4 will be billed at the beginning of month four of the project or upon
delivery of the Draft Report, whichever occurs later. Task 5 will be billed upon delivery of the
Final Report.
The billing amount shown below for each task includes reimbursable expenses and a five percent
(5%) administration fee calculated on fees in lieu of individual charges for copies, phone, etc.
The billing schedule is as follows:
Section 3—Project Cost page 16
% of Project Invoice
Task Total Amount
Task#1 - Upon Execution of the Contract
Task #2 - 30 days after Task #1
Task #3 - 30 days after Task #2
Task #4-30 days after Task #3 or delivery of the Draft Report,
whichever is later
Task #5 - Upon delivery of the Final Report
Total Project Amount
20%
20%
20%
20%
20%
100%
$14,598
$14,598
$14,598
$14,598
$14,598
$72,990
We request payment within 30 days of invoicing. Citygate's billing terms are net thirty (30)
days plus two percent (2%) for day thirty-one (31) and two percent (2%) per month thereafter.
STANDARD HOURLY BILLING RATES
Classification Rate Consultant
Citygate President
Fire Services Principal &
Project Director
Fire Services Specialist
Statistical Specialist
CIS/Mapping Specialist
Administrative
$ 210/perhour
$ 212/perhour
$ 170/perhour
$ 160/perhour
$ 165/per hour
$ 80/per hour
David DeRoos
Stewart Gary
William Sager
Michael Fay
The Omega Group
Various
Section 3—Project Cost page 17 n