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2014-01-28 Agenda Packet
ue. are under penalty of perjury that I am �,npioyed by the City of Chula Vista in the City of Chula Vist#ice of the City Clerk and that I posted this document on the bulletin board according to 3rown Act requirements. U LAVISfA Agenda Hated i Zu lK Signed Cheryl Cox, Mayor Patricia Aguilar, Councilmember James D. Sandoval, City Manager Pamela Bensoussan, Councilmember Glen R. Googins, City Attorney Rudy Ramirez, Councilmember Donna R. Norris, City Clerk Mary Salas, Councilmember Tuesday, January 28, 2014 2:00 PM Council Chambers 276 4th Avenue, Building A Chula Vista, CA 91910 REGULAR MEETING OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA CALL TO ORDER ROLL CALL: Councilmembers Aguilar, Bensoussan, Ramirez, Sa/as and Mayor Cox PLEDGE OF ALLEGIANCE TO THE FLAG AND MOMENT OF SILENCE SPECIAL ORDERS OF THE DAY A. UPDATE ON CITY NOW, THE CITY'S CONTINUOUS IMPROVEMENT PROGRAM: 6S IS A SUCCESS FOR PUBLIC WORKS OPERATIONS CONSENT CALENDAR (Items 1 - 7) The Council will enact the Consent Calendar staff recommendations by one motion, without discussion, unless a Councilmember, a member of the public, or staff requests that an item be removed for discussion. If you wish to speak on one of these items, please fill out a "Request to Speak" form (available in the lobby) and submit it to the City Clerk prior to the meeting. Items pulled from the Consent Calendar will be discussed immediately following the Consent Calendar. 1, WRITTEN COMMUNICATIONS Letter of resignation from Denise Yamagata, International Friendship Commission. Staff Recommendation: Council accept the resignation. City of Chula Vsfa Page 1 Printed on 112312014 City Council Agenda January 28, 2014 2. ORDINANCE OF THE CITY OF CHULA VISTA AMENDING CHULA VISTA MUNICIPAL CODE SECTION 2.05.010 RELATING TO THE ESTABLISHMENT OF UNCLASSIFIED POSITIONS TO REMOVE FISCAL AGENT NETWORK MANAGER AND ADD FISCAL AGENT INFORMATION SECURITY PROGRAM MANAGER (SECOND READING AND ADOPTION) Department: Police Department Staff Recommendation: Council adopt the ordinance. 3. RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA APPROPRIATING $80,000 TO THE ASSET SEIZURE FUND BASED ON UNANTICIPATED REVENUES (4/5 VOTE REQUIRED) Department: Police Department Staff Recommendation: Council adopt the resolution. 4. RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA APPROPRIATING TRANSPORTATION DEVELOPMENT ACT (TDA) ARTICLE 4.0 FUNDS IN THE AMOUNT OF $228,360 TO THE TRANSIT CAPITAL FUND FOR THE PURCHASE AND INSTALLATION OF A NATURAL GAS COMPRESSOR AND AWARDING A PURCHASE AGREEMENT TO TRUSTAR ENERGY (4/5 VOTE REQUIRED) Department: Public Works Department Staff Recommendation: Council adopt the resolution. 5. RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA ACCEPTING A GRANT FROM THE GREATER SAN DIEGO CITY TENNIS COUNCIL FOR THE REPAIR OF TENNIS COURTS AT EL RANCHO DEL REY PARK AND WAIVING RENTAL FEES FOR TENNIS PROGRAMS TO BE OFFERED BY THE SAN DIEGO DISTRICT TENNIS ASSOCIATION AT THE PARK Department: Public Works Department Staff Recommendation: Council adopt the resolution. City of Chula Vista Page 2 Printed on 112312014 City Council Agenda January 28, 2014 6. A. ORDINANCE OF THE CITY OF CHULA VISTA AMENDING CHULA VISTA MUNICIPAL CODE CHAPTER 17.10 (PARKLANDS AND PUBLIC FACILITIES) RELATING TO THE PARK ACQUISITION AND DEVELOPMENT FEE REQUIREMENT FOR HOTELS AND MOTELS (FIRST READING) B. RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA AMENDING CHAPTER 16 (DEVELOPMENT AND IN-LIEU FEES) OF THE CITY'S MASTER FEE SCHEDULE Department: Development Services Department - Land Development Staff Recommendation: Council place the ordinance on first reading and adopt the resolution. 7, RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA (A) CLOSING CAPITAL IMPROVEMENT PROJECT GG214 (THE MUNICIPAL STREET LIGHT RETROFIT PROJECT PHASE II), (B) APPROPRIATING THE PROJECT'S REMAINING $338,282 FUND BALANCE TO THE CAPITAL EXPENDITURES CATEGORY WITHIN THE AMERICAN RECOVERY & REINVESTMENT ACT FUND, AND (C) APPROVING A $338,000 DESIGN BUILD AGREEMENT BETWEEN THE CITY AND ALPHA MECHANICAL FOR THE SOUTH LIBRARY HVAC UPGRADES (4/5 VOTE REQUIRED) Department: Public Works Department Staff Recommendation: Council adopt the resolution. ITEMS REMOVED FROM THE CONSENT CALENDAR PUBLIC COMMENTS Persons speaking during Public Comments may address the Council on any subject matter within the Council's jurisdiction that is not listed as an item on the agenda. State law generally prohibits the Council from discussing or taking action on any issue not included on the agenda, but, if appropriate, the Council may schedule the topic for future discussion or refer the matter to staff. Comments are limited to three minutes. ACTION ITEMS The Item(s) listed in this section of the agenda will be considered individually by the Council and are expected to elicit discussion and deliberation. If you wish to speak on any item, please fill out a "Request to Speak" form (available in the lobby) and submit it to the City Clerk prior to the meeting. City of Chula Vista Page 3 Printed on 112312014 City Council Agenda January 28, 2014 8. CONSIDERATION OF A NEW FIRE FACILITY MASTER PLAN, FIRE FORCE RESPONSE STANDARD AND FULL-TIME FOUR-PERSON ENGINE CREWS RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA ADOPTING A NEW FIRE FACILITY MASTER PLAN WITH MODIFICATIONS, UPDATING THE FIRE DEPARTMENT EMERGENCY MEDICAL AND FIRE RESPONSE STANDARDS, ESTABLISHING AN EFFECTIVE FIRE FORCE RESPONSE STANDARD, AND APPROVING A POLICY FOR MOVING TO FULL-TIME FOUR-PERSON ENGINE CREWS Department: Fire Department Staff Recommendation: Council adopt the resolution. CITY MANAGER'S REPORTS MAYOR'S REPORTS 9. RATIFICATION OF APPOINTMENT OF ROSA MARIA ROBLES TO THE BOARD OF ETHICS COUNCILMEMBERS' COMMENTS 10. Councilmember Bensoussan: Request for consensus to agendize for City Council consideration at the next Council meeting the following items: A. Discussion of a potential November 2014 ballot measure to repeal or modify Prop G regarding City participation in Project Labor Agreements; and B. Discussion of a potential policy relating to prevailing wage, living wage, or minimum wage. CLOSED SESSION Announcements of actions taken in Closed Session shall be made available by noon on Wednesday following the Council Meeting at the City Attorney's office in accordance with the Ralph M. Brown Act (Government Code 54957.7). 11. CONFERENCE WITH LEGAL COUNSEL REGARDING EXISTING LITIGATION PURSUANT TO GOVERNMENT CODE SECTION 54956.9 (a) City of Chula Vista v. Bay & E, Inc., et al., San Diego Superior Court, Case No. 37-2013-00055103-CU-MC-CTL City of Chula Vista Page 4 Printed on 112312014 City Council Agenda January 28, 2014 ADJOURNMENT to the Regular City Council Meeting on February 4, 2014, at 2:00 p.m., in the Council Chambers. Materials provided to the City Council related to any open-session item on this agenda are available for public review at the City Clerk's Office, located in City Hall at 276 Fourth Avenue, Building A, during normal business hours. In compliance with the AMERICANS WITH DISABILITIES ACT The City of Chula Vista requests individuals who require special accommodations to access, attend, and/or participate in a City meeting, activity, or service, contact the City Clerk's Office at(619) 691-504 1(California Relay Service is available for the hearing impaired by dialing 711) at least forty-eight hours in advance of the meeting. City of Chula Vista Page 5 Printed on 112312014 _ City of Chula Vista QTR CHVIAVISTA Legislation Details (With Text) File#: 14-0007 Name: Type: Special Order Status: Agenda Ready File created: 1/6/2014 In control: City Council On agenda: 1/28/2014 Final action: Title: UPDATE ON CITY NOW, THE CITY'S CONTINUOUS IMPROVEMENT PROGRAM: 6S IS A SUCCESS FOR PUBLIC WORKS OPERATIONS Sponsors: Indexes: 1. Operational Excellence Code sections: Attachments: Date Ver. Action By Action Result UPDATE ON CITY NOW, THE CITY'S CONTINUOUS IMPROVEMENT PROGRAM: 6S IS A SUCCESS FOR PUBLIC WORKS OPERATIONS City of Chula Vista Page 1 of 1 Printed on 1/23/2014 powered by LegistarT"" _ City of Chula Vista CITE CHVIAVISTA Legislation Details (With Text) File#: 14-0025 Name: Type: Consent Item Status: Agenda Ready File created: 1/14/2014 In control: City Council On agenda: 1/28/2014 Final action: Title: WRITTEN COMMUNICATIONS Letter of resignation from Denise Yamagata, International Friendship Commission. Sponsors: Indexes: Code sections: Attachments: Item 1 - Resignation Letter Date Ver. Action By Action Result 1/28/2014 1 City Council WRITTEN COMMUNICATIONS Letter of resignation from Denise Yamagata, International Friendship Commission. RECOMMENDED ACTION Council accept the resignation. City of Chula Vista Page 1 of 1 Printed on 1/23/2014 powered by LegistarT"^ From: Denise Sent: Monday, January 13, 2014 5:07 PM To: Lilia Cesena Subject: Re; International Friendship Commission Meeting Agenda and November 20, 2013 Minutes for Approval Lily, I have some good news and bad news. Good news is that I was promoted at my job. Bad news is that it requires longer hours and more travel. I also have to coordinate with our Singapore offices on Wednesday evenings(their Thursday mornings) and cannot miss those coordination meetings. This will mean that I will be unable to attend any future IFC meetings. Due to the above, I feel it is only fair for me to resign from the IFC effective immediately. I apologize for the short notice, but the promotion just took effect after the new year, and I have only now realized the amount of work involved. I would not be an effective member of the IFC due to the demands of my schedule. I wish the best to all the other IFC commissioners. Denise Yamagata _ City of Chula Vista QTR CHVIAVISTA Legislation Details (With Text) File#: 14-0021 Name: SDLECC Reclassification Type: Consent Item Status: Agenda Ready File created: 1/10/2014 In control: City Council On agenda: 1/28/2014 Final action: Title: ORDINANCE OF THE CITY OF CHULA VISTA AMENDING CHULA VISTA MUNICIPAL CODE SECTION 2.05.010 RELATING TO THE ESTABLISHMENT OF UNCLASSIFIED POSITIONS TO REMOVE FISCAL AGENT NETWORK MANAGER AND ADD FISCAL AGENT INFORMATION SECURITY PROGRAM MANAGER (SECOND READING AND ADOPTION) Sponsors: Indexes: Code sections: Attachments: Item 2 - Ordinance Date Ver. Action By Action Result 1/28/2014 1 City Council ORDINANCE OF THE CITY OF CHULA VISTA AMENDING CHULA VISTA MUNICIPAL CODE SECTION 2.05.010 RELATING TO THE ESTABLISHMENT OF UNCLASSIFIED POSITIONS TO REMOVE FISCAL AGENT NETWORK MANAGER AND ADD FISCAL AGENT INFORMATION SECURITY PROGRAM MANAGER (SECOND READING AND ADOPTION) RECOMMENDED ACTION Council adopt the ordinance. City of Chula Vista Page 1 of 1 Printed on 1/23/2014 powered by LegistarT"" ORDINANCE NO. ORDINANCE OF THE CITY OF CHULA VISTA AMENDING CHULA VISTA MUNICIPAL CODE SECTION 2.05.010 RELATING TO THE ESTABLISHMENT OF UNCLASSIFIED POSITIONS TO REMOVE FISCAL AGENT NETWORK MANAGER AND ADD FISCAL AGENT INFORMATION SECURITY PROGRAM MANAGER WHEREAS, the Human Resources Department has created new classifications to better reflect the needs of the City's workforce and to provide greater service to the community; and WHEREAS, Chula Vista City Charter Section 500(a) requires that all new unclassified management level positions be adopted by ordinance and a four-fifths vote of the Council. NOW, THEREFORE, the City Council of the City of Chula Vista does ordain as follows: Section L That Section 2.05.010 of the Chula Vista Municipal Code is hereby amended to read as follows: 2.05.10 Unclassified positions established. In addition to those unclassified positions specifically delineated in Section 500 of the Charter of the City, there are established the unclassified positions entitled: Administrative Services Manager, Advanced Planning Manager, Animal Care Facility Administrator, Animal Care Facility Manager, Assistant Chief of Police, Assistant Director of Development Services, Assistant Director of Engineering, Assistant Director of Human Resources, Assistant Director of Information Technology, Assistant Director of Finance, Assistant Director of Public Works, Assistant Director of Recreation, Assistant to the City Manager/Continuous Improvement Manager, Budget and Analysis Manager, Building Official/Code Enforcement Manager, California Border Alliance Group (CBAG) Deputy Executive Director, CBAG Director — IV LECC, CBAG Executive Director, Chief Service Officer, City Engineer, Constituent Services Manager, Deputy City Manager, Deputy Fire Chief, Development Services Department Director, Director of Conservation and Environmental Services, Director of Economic Development, Fire Division Chief, FA Accounting Technician, FA Administrative Analyst I, FA Administrative Analyst II, FA Analyst, FA Director of San Diego Law Enforcement Coordination Center, FA Executive Assistant, FA Geospatial Intelligence Analyst , FA Graphics Designer/Webmaster, FA Information Security Program Manager, FA Law Enforcement Coordination Center Information Technology Manager, FA Management Assistant, FA Microcomputer Specialist, FA Network Administrator I, FA Network Administrator II, FA '`Te*wofk " a*age-, FA Program Analyst, FA Program Manager, FA Public Safety Analyst, FA Network Engineer, FA Senior Public Safety Analyst, Fiscal Operations Manager, Housing Manager, Human Resources Operations Manager, Information Technology Manager, Law Office Manager, Office Specialist (Mayor's Office), Police Captain, Purchasing Agent, Real Property Manager, Redevelopment and Housing Manager, Risk Manager, Senior Council Assistant, Traffic Engineer, Transit Coordinator, Transit Manager, and Treasury Manager. 2014-01-14 Agenda Packet Page 94 Ordinance No. Page No. 2 Section IL Severability If any portion of this Ordinance, or its application to any person or circumstance, is for any reason held to be invalid, unenforceable or unconstitutional, by a court of competent jurisdiction, that portion shall be deemed severable, and such invalidity, unenforceability or unconstitutionality shall not affect the validity or enforceability of the remaining portions of the Ordinance, or its application to any other person or circumstance. The City Council of the City of Chula Vista hereby declares that it would have adopted each section, sentence, clause or phrase of this Ordinance, irrespective of the fact that any one or more other sections, sentences, clauses or phrases of the Ordinance be declared invalid, unenforceable or unconstitutional. Section III. Construction The City Council of the City of Chula Vista intends this Ordinance to supplement, not to duplicate or contradict, applicable state and federal law and this Ordinance shall be construed in light of that intent. Section IV. Effective Date This Ordinance shall take effect and be in force on the thirtieth day after its final passage. Section V. Publication The City Clerk shall certify to the passage and adoption of this Ordinance and shall cause the same to be published or posted according to law. Presented by Approved as to form by David Bejarano Glen R. Googins Police Chief City Attorney 2014-01-14 Agenda Packet Page 95 _ City of Chula Vista CITE CHVIAVISTA Legislation Details (With Text) File#: 13-0206 Name: Asset Seizure Appropriation Type: Consent Item Status: Agenda Ready File created: 12/23/2013 In control: City Council On agenda: 1/28/2014 Final action: Title: RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA APPROPRIATING $80,000 TO THE ASSET SEIZURE FUND BASED ON UNANTICIPATED REVENUES (4/5 VOTE REQUIRED) Sponsors: Indexes: 4. Strong & Secure Neighborhoods Code sections: Attachments: Item 3 - Resolution Date Ver. Action By Action Result 1/28/2014 1 City Council RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA APPROPRIATING $80,000 TO THE ASSET SEIZURE FUND BASED ON UNANTICIPATED REVENUES (4/5 VOTE REQUIRED) RECOMMENDED ACTION Council adopt the resolution. SUMMARY The Police Department is requesting to appropriate $80,000 to the supplies and services category of the Asset Seizure Fund for law enforcement equipment. ENVIRONMENTAL REVIEW This proposed activity has been reviewed for compliance with the California Environmental Quality Act (CEQA) and it has been determined that the activity is not a "Project" as defined under Section 15378 of the State CEQA Guidelines because it will not result in a physical change in the environment; therefore, pursuant to Section 15060(c)(3) of the State CEQA Guidelines, the activity is not subject to CEQA. Thus, no environmental review is necessary. BOARD/COMMISSION RECOMMENDATION Not Applicable. DISCUSSION The Comprehensive Crime Control Act of 1984 authorized federal officials to implement a national asset forfeiture program. The Department of Justice Asset Forfeiture Program is a nationwide law enforcement initiative that removes the tools of crime from criminal organizations, deprives wrongdoers of the proceeds of their crimes, recovers property that may be used to compensate victims, and deters crime. The most important objective of the Asset Forfeiture Program is law enforcement. Equitable sharing further enhances this law enforcement objective by fostering cooperation among federal, state and local law enforcement agencies. Any state or local law City of Chula Vista Page 1 of 2 Printed on 1/23/2014 powered by LegistarT"" File #: 13-0206, Version: 1 enforcement agency that directly participates in an investigation or prosecution that results in a federal forfeiture may request an equitable share of the net proceeds of the forfeiture. The City has a separate fund to monitor revenues and expenditures relating to asset forfeitures. Department of Justice (DOJ) policy requires shared monies and property to be used for law enforcement purposes only. The Asset Forfeiture and Money Laundering Section of the U.S. DOJ outlined directives that state and local law enforcement agencies must follow to obtain and use equitably shared funds. As listed in the "Guide to Equitable Sharing for State and Local Law Enforcement Agencies" by the DOJ Asset Forfeiture and Money Laundering Section, one of the permissible uses of equitably shared funds is law enforcement equipment. The Police Department is requesting to appropriate $80,000 to the supplies and services category of the Asset Seizure Fund for miscellaneous law enforcement equipment and to fund a consultant to assist with the implementation of the Departments Mobile Data Computer (MDC) replacement. This consultant will coordinate the replacement of MDC's which will also involve assisting City Information Technology staff on appropriate network security as well as installation of a new Automatic Vehicle Location (AVL) system for all patrol vehicles. Funding for MDC replacement as well as AVL installation has already been identified and is not part of this proposal. DECISION-MAKER CONFLICT Staff has reviewed the decision contemplated by this action and has determined that it is not site specific and consequently the 500-foot rule found in California Code of Regulations section 18704.2 (a)(1) is not applicable to this decision. Staff is not independently aware, nor has staff been informed by any City Councilmember, of any other fact that may constitute a basis for a decision maker conflict of interest in this matter. LINK TO STRATEGIC GOALS The City's Strategic Plan has five major goals: Operational Excellence, Economic Vitality, Healthy Community, Strong and Secure Neighborhoods and a Connected Community. Funds earned by the Asset Forfeiture Program supports the goal of Strong and Secure Neighborhoods by equipping law enforcement personnel with necessary resources in support of its primary focus of community policing. CURRENT YEAR FISCAL IMPACT Approval of this resolution will result in a one-time appropriation of $80,000 to the supplies and services category of the Asset Seizure Fund. The unanticipated revenues earned through the Asset Forfeiture Program will completely offset these costs, resulting in no net fiscal impact to the General Fund. ONGOING FISCAL IMPACT There is no ongoing fiscal impact. Purchases made from this appropriation action are one time expenditures. City of Chula Vista Page 2 of 2 Printed on 1/23/2014 powered by LegistarT"" RESOLUTION NO. RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA APPROPRIATING $80,000 TO THE ASSET SEIZURE FUND BASED ON UNANTICIPATED REVENUES WHEREAS, the City has a separate fund to monitor revenues and expenditures relating to asset forfeitures; and WHEREAS, the Asset Forfeiture and Money Laundering Section of the U.S. Department of Justice outlined directives that state and local law enforcement agencies must follow to obtain and use asset forfeiture funds; and WHEREAS, as listed in the "Guide to Equitable Sharing for State and Local Law Enforcement Agencies" by the Asset Forfeiture and Money Laundering Section, one of the permissible uses of asset forfeiture funds is law enforcement equipment; and WHEREAS, the Police Department is requesting to appropriate $80,000 to the supplies and services category of the Asset Seizure Fund for miscellaneous law enforcement equipment. NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Chula Vista does hereby appropriate $80,000 to the supplies and services category of the Asset Seizure Fund based on unanticipated revenues. Presented by: Approved as to form by: David Bejarano Glen R. Googins Police Chief City Attorney _ City of Chula Vista CITE CHVIAVISTA Legislation Details (With Text) File#: 13-0171 Name: Appropriating TDA funds for Natural Gas Compressor Type: Consent Item Status: Agenda Ready File created: 12/9/2013 In control: City Council On agenda: 1/28/2014 Final action: Title: RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA APPROPRIATING TRANSPORTATION DEVELOPMENT ACT (TDA) ARTICLE 4.0 FUNDS IN THE AMOUNT OF $228,360 TO THE TRANSIT CAPITAL FUND FOR THE PURCHASE AND INSTALLATION OF A NATURAL GAS COMPRESSOR AND AWARDING A PURCHASE AGREEMENT TO TRUSTAR ENERGY (4/5 VOTE REQUIRED) Sponsors: Indexes: Code sections: Attachments: Item 4 - Resolution Item 4 -Agreement Date Ver. Action By Action Result 1/28/2014 1 City Council RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA APPROPRIATING TRANSPORTATION DEVELOPMENT ACT (TDA) ARTICLE 4.0 FUNDS IN THE AMOUNT OF $228,360 TO THE TRANSIT CAPITAL FUND FOR THE PURCHASE AND INSTALLATION OF A NATURAL GAS COMPRESSOR AND AWARDING A PURCHASE AGREEMENT TO TRUSTAR ENERGY (4/5 VOTE REQUIRED) RECOMMENDED ACTION Council adopt the resolution. SUMMARY The City's Compressed Natural Gas (CNG) fueling station has been in operation since the middle of 2002. The station was built subsequent the direction of Council in 1998 to convert the Chula Vista Transit (CVT) fleet to 100% CNG fuel. This goal of having a 100% CNG fleet was reached in November 2009. The station also supports the City's CO 2 reduction plan by fueling the City's growing CNG vehicle fleet. The two original CNG station compressors are now eleven (11) years old and in need of replacement. Since the two existing compressors are still in working order, Transit staff's plan is to replace one compressor, rebuild the one being replaced and keep it as a spare. ENVIRONMENTAL REVIEW The Environmental Review Coordinator has reviewed the proposed activity for compliance with the California Environmental Quality Act (CEQA) and has determined that the activity is not a "Project as defined under Section 15378 of the State CEQA Guidelines because the proposed action involves continuing administrative/maintenance activities by the City of Chula Vista. Therefore, pursuant to Section 15060(c)(3) of the State CEQA Guidelines the activity is not subject to CEQA. Thus, no environmental review is necessary. City of Chula Vista Page 1 of 3 Printed on 1/23/2014 powered by LegistarT"" File #: 13-0171, Version: 1 BOARD/COMMISSION RECOMMENDATION Not applicable. DISCUSSION The City of Chula Vista maintains control of pre-consolidation, prior-year, Transportation Development Act funds. These funds are available to the City for operational and capital transit projects. The current available balances amount to approximately $667,000. These balances consist of $239,000 that is available in the Transit Capital Fund and $428,000 of funding from the County of San Diego . City Transit staff is recommending the use of these funds for the purchase and installation of a new CNG compressor. CVT uses 96% percent of the fuel compressed by the City's CNG station. The reliable and dependable operation of the equipment involved in the compression of the natural gas and fueling process is critical to the current and future provision of transit services; consequently, improving the City's CNG station's equipment becomes crucial to transit operations and to the City's goal of reducing CO 2 emissions. For this reason, the Purchasing Division and Transit staff issued a Request for Proposals to replace an existing natural gas compressor. The upgrade consists of the following: • Removal and replacement of one compressor; and • Removal and replacement of electric motor On November 17, 2013 a mandatory pre-bid meeting was held. The below mentioned firms attended, but only one submitted a bid proposal. Transit staff reviewed the proposal and made the necessary reference calls to verify TruStar's experience. Staff found TruStar to be a responsible firm. Below are the bid results for the equipment upgrade: Firm Equipment Upgrade TruStar Energy $228,359.77 NGI Energy Systems No Bid Clean Energy No Bid Trillium CNG No Bid Although TruStar Energy's bid was the only bid received it was lower than Transit Staff's estimated cost, $265k-$285k for the project. DECISION-MAKER CONFLICT Staff has reviewed the property holdings of the City Councilmembers and has found no property holdings within 500 feet of the boundaries of the property, which is the subject of this action. LINK TO STRATEGIC GOALS The City's Strategic Plan has five major goals: Operational Excellence, Economic Vitality, Healthy City of Chula Vista Page 2 of 3 Printed on 1/23/2014 File #: 13-0171, Version: 1 Community, Strong and Secure Neighborhoods and a Connected Community. The replacement of the CNG compressor supports various City Strategic Goals. Making sure that the CNG equipment remains operational and reliable supports the Operational Excellence goal, by implementing domestic, inexpensive and viable energy source to fuel the Transit buses. Fueling the Natural Gas bus fleet will contribute to the Connectivity of the Community and increase the Economic Vitality of the City by providing Transit trips that meet the shopping, medical, educational and employment needs of the residents and visitor of City. Additionally natural gas is lower in hydrocarbon emissions and contributes to a Healthy Community. CURRENT YEAR FISCAL IMPACT No General Fund impact - Approval of this recommendation will result in an appropriation in the amount of $228,360 from the available balance of Transit Capital Fund to the capital expenditure category of the Transit Capital Fund budget. ONGOING FISCAL IMPACT No ongoing fiscal impact - Ongoing operating and maintenance costs will be funded by San Diego Metropolitan Transit System MTS, TDA Article 4.0 funds. City of Chula Vista Page 3 of 3 Printed on 1/23/2014 powered by LegistarT"" RESOLUTION NO. RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA APPROPRIATING TRANSPORTATION DEVELOPMENT ACT (TDA) ARTICLE 4.0 FUNDS IN THE AMOUNT OF $228,360 TO THE TRANSIT CAPITAL FUND FOR THE PURCHASE AND INSTALLATION OF A NATURAL GAS COMPRESSOR AND AWARDING A PURCHASE AGREEMENT TO TRUSTAR ENERGY (4/5 VOTE REQUIRED) WHEREAS, the City of Chula Vista's Compressed Natural Gas (CNG) fueling station was built subsequent the direction of the City Council in 1998 to convert the Chula Vista Transit (CVT) fleet to 100% CNG fuel and the station has been in operation since the middle of 2002; and WHEREAS, the station also supports the City's CO2 reduction plan by fueling the City's growing CNG vehicle fleet; and WHEREAS, the two CNG station compressors are now eleven years old and in need of replacement; and WHEREAS, since the two existing compressors are still in working order, Transit staff recommends replacing one compressor and rebuilding the one being replaced and keeping as a spare, which would extend the life of the CNG station; and WHEREAS, for this reason, the Purchasing Division and Transit staff issued a Request for Proposals to replace one of the existing natural gas compressors; and WHEREAS, a bid in the amount of $228,359.77 was received from TruStar Energy, which was lower than Transit staff's estimated cost; and WHEREAS, a purchase agreement with TruStar Energy has been prepared using the City's standard two-party agreement format; and WHEREAS, the City currently has approximately $239,000 available in the Transit Capital and approximately $428,000 of funding from the County of San Diego that can be used for the purchase and installation of the new CNG compressor. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Chula Vista, that it approve the purchase agreement to purchase and install a new CNG compressor between the City and TruStar Energy in the form presented, as may have been modified by the Council prior to its approval and with such minor modifications as may be required or approved by the City Attorney, a copy of which shall be kept on file in the Office of the City Clerk, and authorizes and directs the City Manager to execute same. Resolution No. Page 2 BE IT FURTHER RESOLVED by the City Council of the City of Chula Vista, that it appropriates $228,360 from the available balance of the Transit Capital Fund to the fiscal year 2013-14 Capital expense budget of the Transit Capital Fund for the purchase and installation of a new CNG compressor. Presented by Approved as to form by Richard A. Hopkins Glen R. Googins Director of Public Works City Attorney PARTIES AND RECITAL PAGE(S) Agreement between City of Chula Vista and TruStar Energy, To Purchase and Install Compressed Natural Gas (CNG) Compressor This agreement ("Agreement"), dated ,2014 for the purposes of reference only, and effective as of the date last executed unless another date is otherwise specified in Exhibit A to this Agreement ("Exhibit A"), Paragraph 1, is between the City-related entity whose name and business form is indicated on Exhibit A, Paragraph 2, ("City"), and the entity whose name, business form, place of business and telephone numbers are indicated on Exhibit A, Paragraphs 4 through 6, ("Consultant"), and is made with reference to the following facts: Recitals WHEREAS, Contractor agrees to Purchase and Install Compressed Natural Gas (CNG) Compressor in accordance with the terms and conditions of City of Chula Request for Proposal RFP P01-13/14 and, WHEREAS, Consultant warrants and represents that it is experienced and staffed in a manner such that it can deliver the services required of Consultant to City in accordance with the time frames and the terms and conditions of this Agreement. Page 1 \\10.176.2.252\granicus_nas\insite\files\CHUL\Attachments\89cfa662-4043-4c8c-b8e 1-f803db37342b.doc OBLIGATORY PROVISIONS PAGES NOW, THEREFORE, BE IT RESOLVED that the City and Consultant do hereby mutually agree as follows: All of the Recitals above are incorporated into this Agreement by this reference. ARTICLE I. CONSULTANT'S OBLIGATIONS A. General 1. General Duties. Consultant shall perform all of the services described on Exhibit A, Paragraph 7 ("General Duties"). 2. Scope of Work and Schedule. In performing and delivering the General Duties, Consultant shall also perform the services, and deliver to City the "Deliverables" described in Exhibit A, Paragraph 8, entitled "Scope of Work and Schedule," according to, and within the time frames set forth in Exhibit A, Paragraph 8, time being of the essence of this agreement. The General Duties and the work and Deliverables required in the Scope of Work and Schedule shall be referred to as the "Defined Services." Failure to complete the Defined Services by the times indicated does not, except at the option of the City, terminate this Agreement. a. Reductions in Scope of Work. City may independently, or upon request from Consultant, from time to time, reduce the Defined Services to be performed by the Consultant under this Agreement. Upon doing so, City and Consultant agree to meet in good faith and confer for the purpose of negotiating a corresponding reduction in the compensation associated with the reduction. b. Additional Services. In addition to performing the Defined Services, City may require Consultant to perform additional consulting services related to the Defined Services ("Additional Services"), and upon doing so in writing, if they are within the scope of services offered by Consultant, Consultant shall perform same on a time and materials basis at the rates set forth in the "Rate Schedule" in Exhibit A, Paragraph 10(C), unless a separate fixed fee is otherwise agreed upon. All compensation for Additional Services shall be paid monthly as billed. 3. Standard of Care. The Consultant expressly warrants that the work to be performed pursuant to this Agreement, whether Defined Services or Additional Services, shall be performed in accordance with the standard of care ordinarily exercised by members of the profession currently practicing under similar conditions and in similar locations. a. No Waiver of Standard of Care. Where approval by City is required, it is understood to be conceptual approval only and does not relieve the Consultant of responsibility for complying with all laws, codes, industry standards, and liability for damages caused by negligent acts, errors, omissions, noncompliance with industry standards, or the willful misconduct of the Consultant or its subcontractors. Page 2 \\10.176.2.252\granicus_nas\insite\files\CHUL\Attachments\89cfa662-4043-4c8c-b8e 1-f803db37342b.doc B. Application of Laws. Should a federal or state law pre-empt a local law, or regulation, the Consultant must comply with the federal or state law and implementing regulations. No provision of this Agreement requires the Consultant to observe or enforce compliance with any provision, perform any other act, or do any other thing in contravention of federal, state, territorial, or local law, regulation, or ordinance. If compliance with any provision of this Agreement violates or would require the Consultant to violate any law, the Consultant agrees to notify City immediately in writing. Should this occur, the City and the Consultant agree that they will make appropriate arrangements to proceed with or, if necessary, amend or terminate this Agreement, or portions of it, expeditiously. 1. Subcontractors. Consultant agrees to take appropriate measures necessary to ensure that all participants utilized by the Consultant to complete its obligations under this Agreement, such as subcontractors, comply with all applicable laws, regulations, ordinances, and policies, whether federal, state, or local, affecting Project implementation. In addition, if a subcontractor is expected to fulfill any responsibilities of the Consultant under this Agreement, the Consultant shall ensure that the subcontractor carries out the Consultant's responsibilities as set forth in this Agreement. C. Insurance 1. General. Consultant must procure and maintain, during the period of performance of this Agreement, and for twelve months after completion, policies of insurance from insurance companies to protect against claims for injuries to persons or damages to property that may arise from or in connection with the performance of the work under this Agreement and the results of that work by the Consultant, his agents, representatives, employees or subcontractors, and provide documentation of same prior to commencement of work. 2. Minimum Scope of Insurance. Coverage must be at least as broad as: a. CGL. Insurance Services Office Commercial General Liability coverage (occurrence Form CG0001). b. Auto. Insurance Services Office Form Number CA 0001 covering Automobile Liability, Code 1 (any auto). c. WC. Workers' Compensation insurance as required by the State of California and Employer's Liability Insurance. d. E&O. Professional Liability or Errors & Omissions Liability insurance appropriate to the Consultant's profession. Architects' and Engineers' coverage is to be endorsed to include contractual liability. 3. Minimum Limits of Insurance. Consultant must maintain limits no less than those included in the table below: Page 3 \\10.176.2.252\granicus_nas\insite\files\CHUL\Attachments\89cfa662-4043-4c8c-b8e 1-f803db37342b.doc i. General Liability: $1,000,000 per occurrence for bodily injury,personal injury, (Including (including death), and property damage. If Commercial General operations, Liability insurance with a general aggregate limit is used, either products and the general aggregate limit must apply separately to this completed Project/location or the general aggregate limit must be twice the operations, as required occurrence limit. applicable) ii. Automobile $1,000,000 per accident for bodily injury, including death, and Liability: property damage. iii. Workers' Statutory Compensation $1,000,000 each accident Employer's $1,000,000 disease-policy limit Liability: $1,000,000 disease-each employee iv. Professional $1,000,000 each occurrence Liability or Errors & Omissions Liability: 4. Deductibles and Self-Insured Retentions. Any deductibles or self-insured retentions must be declared to and approved by the City. At the option of the City, either the insurer will reduce or eliminate such deductibles or self-insured retentions as they pertain to the City, its officers, officials, employees and volunteers; or the Consultant will provide a financial guarantee satisfactory to the City guaranteeing payment of losses and related investigations, claim administration, and defense expenses. 5. Other Insurance Provisions. The general liability, automobile liability, and where appropriate, the worker's compensation policies are to contain, or be endorsed to contain, the following provisions: a. Additional Insureds. City of Chula Vista, its officers, officials, employees, agents, and volunteers are to be named as additional insureds with respect to all policies of insurance, including those with respect to liability arising out of automobiles owned, leased, hired or borrowed by or on behalf of the Consultant, where applicable, and, with respect to liability arising out of work or operations performed by or on behalf of the Consultant, including providing materials, parts or equipment furnished in connection with such work or operations. The general liability additional insured coverage must be provided in the form of an endorsement to the Consultant's insurance using ISO CG 2010 (11/85) or its equivalent. Specifically, the endorsement must not exclude Products/Completed Operations coverage. b. Primary Insurance. The Consultant's General Liability insurance coverage must be primary insurance as it pertains to the City, its officers, officials, employees, agents, and volunteers. Any insurance or self-insurance maintained by the City, its officers, officials, employees, or volunteers is wholly separate from the insurance of the Page 4 \\10.176.2.252\granicus_nas\insite\files\CHUL\Attachments\89cfa662-4043-4c8c-b8e 1-t803db37342b.doc Consultant and in no way relieves the Consultant from its responsibility to provide insurance. c. Cancellation. The insurance policies required by this Agreement shall not be canceled by either party, except after thirty days' prior written notice to the City by certified mail, return receipt requested. The words "will endeavor" and "but failure to mail such notice shall impose no obligation or liability of any kind upon the company, its agents, or representatives" shall be deleted from all certificates. d. Active Negligence. Coverage shall not extend to any indemnity coverage for the active negligence of the additional insureds in any case where an agreement to indemnify the additional insured would be invalid under Subdivision (b) of Section 2782 of the Civil Code. e. Waiver of Subrogation. Consultant's insurer will provide a Waiver of Subrogation in favor of the City for each required policy providing coverage for the term required by this Agreement. 6. Claims Forms. If General Liability, Pollution and/or Asbestos Pollution Liability and/or Errors & Omissions coverage are written on a claims-made form: a. Retro Date. The"Retro Date" must be shown, and must be before the date of the Agreement or the beginning of the work required by the Agreement. b. Maintenance and Evidence. Insurance must be maintained and evidence of insurance must be provided for at least five years after completion of the work required by the Agreement. c. Cancellation. If coverage is canceled or non-renewed, and not replaced with another claims-made policy form with a "Retro Date" prior to the effective date of the Agreement, the Consultant must purchase "extended reporting" coverage for a minimum of five years after completion of the work required by the Agreement. d. Copies. A copy of the claims reporting requirements must be submitted to the City for review. 7. Acceptability of Insurers. Insurance is to be placed with licensed insurers admitted to transact business in the State of California with a current A.M. Best's rating of no less than A V. If insurance is placed with a surplus lines insurer, insurer must be listed on the State of California List of Eligible Surplus Lines Insurers ("LESLI") with a current A.M. Best's rating of no less than A X. Exception may be made for the State Compensation Fund when not specifically rated. 8. Verification of Coverage. Consultant shall furnish the City with original certificates and amendatory endorsements effecting coverage required by Section I.C. of this Agreement. The endorsements should be on insurance industry forms, provided those endorsements Page 5 \\10.176.2.252\granicus_nas\insite\files\CHUL\Attachments\89cfa662-4043-4c8c-b8e 1-f803db37342b.doc or policies conform to the requirements of this Agreement. All certificates and endorsements are to be received and approved by the City before work commences. The City reserves the right to require, at any time, complete, certified copies of all required insurance policies, including endorsements evidencing the coverage required by these specifications. 9. Subcontractors. Consultant must include all subconsultants as insureds under its policies or furnish separate certificates and endorsements for each subconsultant. All coverage for subconsultants is subject to all of the requirements included in these specifications. 10. Not a Limitation of Other Obligations. Insurance provisions under this Article shall not be construed to limit the Consultant's obligations under this Agreement, including Indemnity. D. Security for Performance 1. Performance Bond. In the event that Exhibit A, at Paragraph 18, indicates the need for Consultant to provide a Performance Bond (indicated by a check mark in the parenthetical space immediately preceding the subparagraph entitled "Performance Bond"), then Consultant shall provide to the City a performance bond, in the amount indicated at Exhibit A, Paragraph 18, in the form prescribed by the City and by such sureties which are authorized to transact such business in the State of California, listed as approved by the United States Department of Treasury Circular 570, http://www.fms.treas.gov/c570, and whose underwriting limitation is sufficient to issue bonds in the amount required by the Agreement, and which also satisfy the requirements stated in Section 995.660 of the Code of Civil Procedure, except as provided otherwise by laws or regulations. All bonds signed by an agent must be accompanied by a certified copy of such agent's authority to act. Surety companies must be duly licensed or authorized in the jurisdiction in which the Project is located to issue bonds for the limits so required. Form must be satisfactory to the Risk Manager or City. 2. Letter of Credit. In the event that Exhibit A, at Paragraph 18, indicates the need for Consultant to provide a Letter of Credit (indicated by a check mark in the parenthetical space immediately preceding the subparagraph entitled "Letter of Credit"), then Consultant shall provide to the City an irrevocable letter of credit callable by the City at its unfettered discretion by submitting to the bank a letter, signed by the City Manager, stating that the Consultant is in breach of the terms of this Agreement. The letter of credit shall be issued by a bank, and be in a form and amount satisfactory to the Risk Manager or City Attorney which amount is indicated in the space adjacent to the term, "Letter of Credit," in Exhibit A, Paragraph 18. 3. Other Security. In the event that Exhibit A, at Paragraph 18, indicates the need for Consultant to provide security other than a Performance Bond or a Letter of Credit (indicated by a check mark in the parenthetical space immediately preceding the subparagraph entitled "Other Security"), then Consultant shall provide to the City such Page 6 \\10.176.2.252\granicus_nas\insite\files\CHUL\Attachments\89cfa662-4043-4c8c-b8e 1-f803db37342b.doc other security therein listed in a form and amount satisfactory to the Risk Manager or City Attorney. E. Business License. Consultant agrees to obtain a business license from the City and to otherwise comply with Title 5 of the Chula Vista Municipal Code. ARTICLE IL CITY OBLIGATIONS A. Consultation and Cooperation. City shall regularly consult the Consultant for the purpose of reviewing the progress of the Defined Services and Schedule, and to provide direction and guidance to achieve the objectives of this Agreement. The City shall allow Consultant access to its office facilities, files and records, as deemed necessary and appropriate by the City, throughout the term of this Agreement. In addition, City agrees to provide the materials identified at Exhibit A, Paragraph 9, with the understanding that delay in the provision of those materials beyond thirty days after authorization to proceed, shall constitute a basis for the justifiable delay in the Consultant's performance. B. Compensation. 1. Following Receipt of Billing. Upon receipt of a properly prepared bill from Consultant, submitted to the City as indicated in Exhibit A, Paragraph 17, but in no event more frequently than monthly, on the day of the period indicated in Exhibit A, Paragraph 17, City shall compensate Consultant for all services rendered by Consultant according to the terms and conditions set forth in Exhibit A, Paragraph 10, adjacent to the governing compensation relationship indicated by a "checkmark" next to the appropriate arrangement, subject to the requirements for retention set forth in Paragraph 18 of Exhibit A, and shall compensate Consultant for out of pocket expenses as provided in Exhibit A, Paragraph 11. 2. Supporting Information. Any billing submitted by Consultant shall contain sufficient information as to the propriety of the billing, including properly executed payrolls, time records, invoices, contracts, or vouchers describing in detail the nature of the charges to the Project in order to permit the City to evaluate that the amount due and payable is proper, and such billing shall specifically contain the City's account number indicated on Exhibit A, Paragraph 17(C)to be charged upon making such payment. 3. Exclusions. In determining the amount of the compensation City will exclude any cost: 1) incurred prior to the effective date of this Agreement; or 2) arising out of or related to the errors, omissions, negligence or acts of willful misconduct of the Consultant, its agents, employees, or subcontractors. a. Errors and Omissions. In the event that the City Administrator determines that the Consultant's negligence, errors, or omissions in the performance of work under this Agreement has resulted in expense to City greater than would have resulted if there were no such negligence, errors, omissions, Consultant shall Page 7 \\10.176.2.252\granicus_nas\insite\files\CHUL\Attachments\89cfa662-4043-4c8c-b8e 1-f803db37342b.doc reimburse City for any additional expenses incurred by the City. Nothing in this paragraph is intended to limit City's rights under other provisions of this Agreement. 4. Payment Not Final Approval. The Consultant understands and agrees that payment to the Consultant for any Project cost does not constitute a City final decision about whether that cost is allowable and eligible for payment under the Project and does not constitute a waiver of any violation of Consultant of the terms of the Agreement. The Consultant acknowledges that City will not make a final determination about the eligibility of any cost until the final payment has been made on the Project or the results of an audit of the Project requested by the City has been completed, whichever occurs latest. If City determines that the Consultant is not entitled to receive any portion of the compensation due or paid, City will notify the Consultant in writing, stating its reasons. The Consultant agrees that Project closeout will not alter the Consultant's responsibility to return any funds due City as a result of later refunds, corrections, or other similar transactions; nor will Project closeout alter the right of City to disallow costs and recover funds provided for the Project on the basis of a later audit or other review. a. Consultant's Obligation to Pay. Upon notification to the Consultant that specific amounts are owed to City, whether for excess payments or disallowed costs, the Consultant agrees to remit to City promptly the amounts owed, including applicable interest. ARTICLE III. ETHICS A. Financial Interests of Consultant 1. Consultant is Designated as an FPPC Filer. If Consultant is designated on Exhibit A, Paragraph 14, as an "FPPC filer," Consultant is deemed to be a "Consultant" for the purposes of the Political Reform Act conflict of interest and disclosure provisions, and shall report economic interests to the City Clerk on the required Statement of Economic Interests in such reporting categories as are specified in Paragraph 14 of Exhibit A, or if none are specified, then as determined by the City Attorney. 2. No Participation in Decision. Regardless of whether Consultant is designated as an FPPC Filer, Consultant shall not make, or participate in making or in any way attempt to use Consultant's position to influence a governmental decision in which Consultant knows or has reason to know Consultant has a financial interest other than the compensation promised by this Agreement. 3. Search to Determine Economic Interests. Regardless of whether Consultant is designated as an FPPC Filer, Consultant warrants and represents that Consultant has diligently conducted a search and inventory of Consultant's economic interests, as the term is used in the regulations promulgated by the Fair Political Practices Commission, and has determined that Consultant does not, to the best of Consultant's knowledge, have an economic interest which would conflict with Consultant's duties under this Agreement. Page 8 \\10.176.2.252\granicus_nas\insite\files\CHUL\Attachments\89cfa662-4043-4c8c-b8e 1-t803db37342b.doc 4. Promise Not to Acquire Conflicting Interests. Regardless of whether Consultant is designated as an FPPC Filer, Consultant further warrants and represents that Consultant will not acquire, obtain, or assume an economic interest during the term of this Agreement which would constitute a conflict of interest as prohibited by the Fair Political Practices Act. 5. Duty to Advise of Conflicting Interests. Regardless of whether Consultant is designated as an FPPC Filer, Consultant further warrants and represents that Consultant will immediately advise the City Attorney if Consultant learns of an economic interest of Consultant's that may result in a conflict of interest for the purpose of the Fair Political Practices Act, and regulations promulgated thereunder. 6. Specific Warranties Against Economic Interests. Consultant warrants, represents and agrees that: a. Neither Consultant, nor Consultant's immediate family members, nor Consultant's employees or agents ("Consultant Associates") presently have any interest, directly or indirectly, whatsoever in any property which may be the subject matter of the Defined Services, or in any property within 2 radial miles from the exterior boundaries of any property which may be the subject matter of the Defined Services, ("Prohibited Interest"), other than as listed in Exhibit A, Paragraph 14. b. No promise of future employment, remuneration, consideration, gratuity or other reward or gain has been made to Consultant or Consultant Associates in connection with Consultant's performance of this Agreement. Consultant promises to advise City of any such promise that may be made during the Term of this Agreement, or for twelve months thereafter. c. Consultant Associates shall not acquire any such Prohibited Interest within the Term of this Agreement, or for twelve months after the expiration of this Agreement, except with the written permission of City. d. Consultant may not conduct or solicit any business for any party to this Agreement, or for any third party that may be in conflict with Consultant's responsibilities under this Agreement, except with the written permission of City. IV. LIQUIDATED DAMAGES A. Application of Section. The provisions of this section apply if a Liquidated Damages Rate is provided in Exhibit A, Paragraph 13. 1. Estimating Damages. It is acknowledged by both parties that time is of the essence in the completion of this Agreement. It is difficult to estimate the amount of damages resulting from delay in performance. The parties have used their judgment to arrive at a reasonable amount to compensate for delay. Page 9 \\10.176.2.252\granicus_nas\insite\files\CHUL\Attachments\89cfa662-4043-4c8c-b8e 1-f803db37342b.doc 2. Amount of Penalty. Failure to complete the Defined Services within the allotted time period specified in this Agreement shall result in the following penalty: For each consecutive calendar day in excess of the time specified for the completion of the respective work assignment or Deliverable, the Consultant shall pay to the City, or have withheld from monies due, the sum of Liquidated Damages Rate provided in Exhibit A, Paragraph 13 ("Liquidated Damages Rate"). 3. Request for Extension of Time. If the performance of any act required of Consultant is directly prevented or delayed by reason of strikes, lockouts, labor disputes, unusual governmental delays, acts of God, fire, floods, epidemics, freight embargoes, or other causes beyond the reasonable control of the Consultant, as determined by the City, Consultant shall be excused from performing that act for the period of time equal to the period of time of the prevention or delay. In the event Consultant claims the existence of such a delay, the Consultant shall notify the City's Contract Administrator, or designee, in writing of that fact within ten calendar days after the beginning of any such claimed delay. Extensions of time will not be granted for delays to minor portions of work unless it can be shown that such delays did or will delay the progress of the work. ARTICLE V. INDEMNIFICATION A. Defense, Indemnity, and Hold Harmless. 1. General Requirement. Except for liability for Design Professional Services covered under Article V., Section A.2. Consultant shall defend, indemnify, protect and hold harmless the City, its elected and appointed officers, agents and employees, from and against any and all claims, demands, causes of action, costs, expenses, liability, loss, damage or injury, in law or equity, to property or persons, including wrongful death, in any manner arising out of or incident to any alleged acts, omissions, negligence, or willful misconduct of Consultant, its officials, officers, employees, agents, and contractors, arising out of or in connection with the performance of the Defined Services or this Agreement. This indemnity provision does not include any claims, damages, liability, costs and expenses (including without limitations, attorneys fees) arising from the sole negligence, active negligence or willful misconduct of the City, its officers, employees. Also covered is liability arising from, connected with, caused by or claimed to be caused by the active or passive negligent acts or omissions of the City, its agents, officers, or employees which may be in combination with the active or passive negligent acts or omissions of the Consultant, its employees, agents or officers, or any third party. 2. Design Professional Services. If Consultant provides design professional services, as defined by California Civil Code section 2782.5, as may be amended from time to time, Consultant shall defend, indemnify and hold the City, its officials, officers, employees, volunteers, and agents free and harmless from any and all claims, demands, causes of action, costs, expenses, liability, loss, damage or injury, in law or equity, to property or persons, including wrongful death, in any manner arising out of, pertaining to, or relating to the negligence, recklessness, or willful misconduct of Consultant, its officials, officers, Page 10 \\10.176.2.252\granicus_nas\insite\files\CHUL\Attachments\89cfa662-4043-4c8c-b8e 1-f803db37342b.doc employees, agents, consultants, and contractors arising out of or in connection with the performance of Consultant's services. Consultant's duty to defend, indemnify, and hold harmless shall not include any claims or liabilities arising from the sole negligence, active negligence or willful misconduct of the City, its agents, officers or employees. This section in no way alters, affects or modifies the Consultant's obligations and duties under this Agreement. 3. Costs of Defense and Award. Included in the obligations in Sections A.1 and A.2, above, is the Consultant's obligation to defend, at Consultant's own cost, expense and risk, any and all suits, actions or other legal proceedings, that may be brought or instituted against the City, its directors, officials, officers, employees, agents and/or volunteers, subject to the limitations in Sections A.1. and A.2. Consultant shall pay and satisfy any judgment, award or decree that may be rendered against City or its directors, officials, officers, employees, agents and/or volunteers, for any and all related legal expenses and costs incurred by each of them, subject to the limitations in Sections A.1. and A.2. 4. Insurance Proceeds. Consultant's obligation to indemnify shall not be restricted to insurance proceeds, if any, received by the City, its directors, officials, officers, employees, agents, and/or volunteers. 5. Declarations. Consultant's obligations under Article V shall not be limited by any prior or subsequent declaration by the Consultant. 6. Enforcement Costs. Consultant agrees to pay any and all costs City incurs enforcing the indemnity and defense provisions set forth in Article V. 7. Survival. Consultant's obligations under Article V shall survive the termination of this Agreement. ARTICLE VI. TERMINATION OF AGREEMENT A. Termination for Cause. If, through any cause, Consultant shall fail to fulfill in a timely and proper manner Consultant's obligations under this Agreement, or if Consultant shall violate any of the covenants, agreements or stipulations of this Agreement, City shall have the right to terminate this Agreement by giving written notice to Consultant of such termination and specifying the effective date thereof at least five (5) days before the effective date of such termination. In that event, all finished or unfinished documents, data, studies, surveys, drawings, maps, reports and other materials prepared by Consultant shall, at the option of the City, become the property of the City, and Consultant shall be entitled to receive just and equitable compensation, in an amount not to exceed that payable under this Agreement and less any damages caused City by Consultant's breach, for any work satisfactorily completed on such documents and other materials up to the effective date of Notice of Termination,. B. Termination of Agreement for Convenience of City. City may terminate this Agreement at any time and for any reason, by giving specific written notice to Consultant of such termination and specifying the effective date thereof, at least thirty (30) days before the Page 11 \\10.176.2.252\granicus_nas\insite\files\CHUL\Attachments\89cfa662-4043-4c8c-b8e 1-f803db37342b.doc effective date of such termination. In that event, all finished and unfinished documents and other materials described hereinabove shall, at the option of the City, become City's sole and exclusive property. If the Agreement is terminated by City as provided in this paragraph, Consultant shall be entitled to receive just and equitable compensation, in an amount not to exceed that payable under this Agreement, for any satisfactory work completed on such documents and other materials prior to the effective date of such termination. Consultant hereby expressly waives any and all claims for damages or compensation arising under this Agreement except as set forth in this section. ARTICLE VII. RECORD RETENTION AND ACCESS A. Record Retention. During the course of the Project and for three (3) years following completion, the Consultant agrees and to maintain, intact and readily accessible, all data, documents,reports,records, contracts, and supporting materials relating to the Project as City may require. B. Access to Records of Consultant and Subcontractors. The Consultant agrees to permit, and require its subcontractors to permit City or its authorized representatives, upon request, to inspect all Project work, materials, payrolls, and other data, and to audit the books, records, and accounts of the Contractor and its subcontractors pertaining to the Project. C. Project Closeout. The Consultant agrees that Project closeout does not alter the reporting and record retention requirements of this Agreement. ARTICLE VIII. PROJECT COMPLETION, AUDIT, AND CLOSEOUT A. Project Completion. Within ninety (90) calendar days following Project completion or termination by City, Consultant agrees to submit a final certification of Project expenses and audit reports, as applicable. B. Audit of Consultants. Consultant agrees to perform financial and compliance audits the City may require. The Consultant also agrees to obtain any other audits required by City. Consultant agrees that Project closeout will not alter Consultant's audit responsibilities. Audit costs are allowable Project costs. C. Project Closeout. Project closeout occurs when City notifies the Consultant that City has closed the Project, and either forwards the final payment or acknowledges that the Consultant has remitted the proper refund. The Consultant agrees that Project closeout by City does not invalidate any continuing requirements imposed by the Agreement or any unmet requirements set forth in a written notification from City ARTICLE IX. MISCELLANEOUS PROVISIONS A. Assignability. The services of Consultant are personal to the City, and Consultant shall not assign any interest in this Agreement, and shall not transfer any interest in the same (whether by assignment or notation), without prior written consent of City. Page 12 \\10.176.2.252\granicus_nas\insite\files\CHUL\Attachments\89cfa662-4043-4c8c-b8e 1-f803db37342b.doc 1. Limited Consent. City hereby consents to the assignment of the portions of the Defined Services identified in Exhibit A, Paragraph 16 to the subconsultants identified as "Permitted Subconsultants". B. Ownership, Publication, Reproduction and Use of Material. All reports, studies, information, data, statistics, forms, designs, plans, procedures, systems and any other materials or properties produced under this Agreement shall be the sole and exclusive property of City. No such materials or properties produced in whole or in part under this Agreement shall be subject to private use, copyrights or patent rights by Consultant in the United States or in any other country without the express written consent of City. City shall have unrestricted authority to publish, disclose (except as may be limited by the provisions of the Public Records Act), distribute, and otherwise use, copyright or patent, in whole or in part, any such reports, studies, data, statistics, forms or other materials or properties produced under this Agreement. C. Independent Contractor. City is interested only in the results obtained and Consultant shall perform as an independent contractor with sole control of the manner and means of performing the services required under this Agreement. City maintains the right only to reject or accept Consultant's work products. Consultant and any of the Consultant's agents, employees or representatives are, for all purposes under this Agreement, independent contractors and shall not be deemed to be employees of City, and none of them shall be entitled to any benefits to which City employees are entitled including but not limited to, overtime, retirement benefits, worker's compensation benefits, injury leave or other leave benefits. Therefore, City will not withhold state or federal income tax, social security tax or any other payroll tax, and Consultant shall be solely responsible for the payment of same and shall hold the City harmless with regard to them. 1. Actions on Behalf of City. Except as City may specify in writing, Consultant shall have no authority, express or implied, to act on behalf of City in any capacity whatsoever, as an agent or otherwise. Consultant shall have no authority, express or implied, to bind City or its members, agents, or employees, to any obligation whatsoever, unless expressly provided in this Agreement. 2. No Obligations to Third Parties. In connection with the Project, Consultant agrees and shall require that it's agents, employees, subcontractors agree that City shall not be responsible for any obligations or liabilities to any third party, including its agents, employees, subcontractors, or other person or entity that is not a party to this Agreement. Notwithstanding that City may have concurred in or approved any solicitation, subagreement, or third party contract at any tier, City shall have no obligation or liability to any person or entity not a party to this Agreement. D. Administrative Claims Requirements and Procedures. No suit or arbitration shall be brought arising out of this Agreement, against City unless a claim has first been presented in writing and filed with City and acted upon by City in accordance with the procedures set forth in Chapter 1.34 of the Chula Vista Municipal Code, as same may from time to time be Page 13 \\10.176.2.252\granicus_nas\insite\files\CHUL\Attachments\89cfa662-4043-4c8c-b8e 1-f803db37342b.doc amended, the provisions of which are incorporated by this reference as if fully set forth herein, and such policies and procedures used by City in the implementation of same. Upon request by City, Consultant shall meet and confer in good faith with City for the purpose of resolving any dispute over the terms of this Agreement. E. Administration of Contract. Each party designates the individuals ("Contract Administrators") indicated on Exhibit A, Paragraph 12, as that party's contract administrator who is authorized by the party to represent it in the routine administration of this Agreement. F. Term. This Agreement shall terminate when the parties have complied with all executory provisions hereof. G. Attorney's Fees. Should a dispute arising out of this Agreement result in litigation, it is agreed that the prevailing party shall be entitled to a judgment against the other for an amount equal to reasonable attorneys' fees and court costs incurred. The "prevailing party" shall be deemed to be the party who is awarded substantially the relief sought. H. Statement of Costs. In the event that Consultant prepares a report or document, or participates in the preparation of a report or document in performing the Defined Services, Consultant shall include, or cause the inclusion of, in the report or document, a statement of the numbers and cost in dollar amounts of all contracts and subcontracts relating to the preparation of the report or document. L Consultant is Real Estate Broker and/or Salesman. If the box on Exhibit A, Paragraph 15 is marked, the Consultant and/or is principals is/are licensed with the State of California or some other state as a real estate broker or salesperson. Otherwise, Consultant represents that neither Consultant, nor its principals are licensed real estate brokers or salespersons. J. Notices. All notices, demands or requests provided for or permitted to be given pursuant to this Agreement must be in writing. All notices, demands and requests to be sent to any party shall be deemed to have been properly given or served if personally served or deposited in the United States mail, addressed to such party, postage prepaid, registered or certified, with return receipt requested, at the addresses identified in this Agreement as the places of business for each of the designated parties. K. Integration. This Agreement, together with any other written document referred to or contemplated in it, embody the entire Agreement and understanding between the parties relating to the subject matter hereof. Neither this Agreement nor any provision of it may be amended, modified, waived or discharged except by an instrument in writing executed by the party against which enforcement of such amendment, waiver or discharge is sought. L. Capacity of Parties. Each signatory and party to this Agreement warrants and represents to the other party that it has legal authority and capacity and direction from its principal to enter into this Agreement, and that all necessary resolutions or other actions have been taken so as to enable it to enter into this Agreement. Page 14 \\10.176.2.252\granicus_nas\insite\files\CHUL\Attachments\89cfa662-4043-4c8c-b8e 1-f803db37342b.doc M. Governing LawNenue. This Agreement shall be governed by and construed in accordance with the laws of the State of California. Any action arising under or relating to this Agreement shall be brought only in the federal or state courts located in San Diego County, State of California, and if applicable, the City of Chula Vista, or as close thereto as possible. Venue for this Agreement, and performance under it, shall be the City of Chula Vista. (End of page. Next page is signature page.) Page 15 \\10.176.2.252\granicus_nas\insite\files\CHUL\Attachments\89cfa662-4043-4c8c-b8e 1-f803db37342b.doc Signature Page to Agreement between City of Chula Vista and TruStar Energy To Purchase and Install Compressed Natural Gas (CNG) Compressor IN WITNESS WHEREOF, City and Contractor have executed this Agreement, indicating that they have read and understood same, and indicate their full and complete consent to its terms: Dated: City of Chula Vista By: Cheryl Cox Mayor City of Chula Vista Attest: Donna Norris, City Clerk Approved as to form: Glen Googins, City Attorney Dated: TruStar Energy By: Jeff Lucero Vice President, Construction Page 16 \\10.176.2.252\granicus_nas\insite\files\CHUL\Attachments\89cfa662-4043-4c8c-b8e 1-f803db37342b.doc Exhibit List to Agreement (X) Exhibit A. Exhibit A to Agreement between City of Chula Vista And TruStar Energy 1. Effective Date of Agreement: January 28, 2014 2. City-Related Entity: (x) City of Chula Vista, a municipal chartered corporation of the State of California ( ) Redevelopment Agency of the City of Chula Vista, a political subdivision of the State of California O Industrial Development Authority of the City of Chula Vista, a O Other: , a [insert business form] (11Cit,l?) 3. Place of Business for City: City of Chula Vista 1800 Maxwell Road Chula Vista, CA 91911 4. Consultant: TruStar Energy 7970 Cherry Avenue, Suite 301 Fontana, CA 92336 5. Business Form of Consultant: ( ) Sole Proprietorship ( )Partnership (X) Corporation Page 17 \\10.176.2.252\granicus_nas\insite\files\CHUL\Attachments\89cfa662-4043-4c8c-b8e 1-f803db37342b.doc 6. Place of Business, Telephone and Fax Number of Consultant: 909-217-0990 7. General Duties: Purchase and install natural gas compressor for the CNG station at the City of Chula Vista's Public Works Center. These services will include all necessary equipment, material and testing as required by the manufacturer to insure the performance of the equipment. 8. Scope of Work and Schedule: See Attachment 1 to Exhibit A 9. Materials Required to be Supplied by City to Consultant: N/A 10. Compensation: A. (X) Single Fixed Fee Arrangement. For performance of all of the Defined Services by Consultant as herein required, City shall pay a single fixed fee in the amounts and at the times or milestones or for the Deliverables set forth below: Single Fixed Fee Amount: $228,359.77 , payable as follows: Milestone or Event or Deliverable Amount or Percent of Fixed Fee O 1. Interim Monthly Advances. The City shall make interim monthly advances against the compensation due for each phase on a percentage of completion basis for each given phase such that, at the end of each phase only the compensation for that phase has been paid. Any payments made hereunder shall be considered as interest free loans that must be returned to the City if the Phase is not satisfactorily completed. If the Phase is satisfactorily completed, the City shall receive credit against the compensation due for that phase. The retention amount or percentage set forth in Paragraph 18 is to be applied to each interim payment such that, at the end of the phase, the full retention has been held back from the compensation due for that phase. Percentage of completion of a phase shall be assessed in the sole and unfettered discretion by the Contracts Administrator designated herein by the City, or such other person as the City Manager shall designate, but only upon such proof demanded by the City that has been provided, but in no event shall such interim advance payment be made unless the Contractor shall have represented in writing that said percentage of completion of the phase has been performed by the Contractor. Page 18 \\10.176.2.252\granicus_nas\insite\files\CHUL\Attachments\89cfa662-4043-4c8c-b8e 1-f803db37342b.doc The practice of making interim monthly advances shall not convert this agreement to a time and materials basis of payment. B. (X)Phased Fixed Fee Arrangement. For the performance of each phase or portion of the Defined Services by Consultant as are separately identified below, City shall pay the fixed fee associated with each phase of Services, in the amounts and at the times or milestones or Deliverables set forth. Consultant shall not commence Services under any Phase, and shall not be entitled to the compensation for a Phase, unless City shall have issued a notice to proceed to Consultant as to said Phase. Phase Fee for Said Phase I. Full Payment After Completion $ $228,359.77 O 1. Interim Monthly Advances. The City shall make interim monthly advances against the compensation due for each phase on a percentage of completion basis for each given phase such that, at the end of each phase only the compensation for that phase has been paid. Any payments made hereunder shall be considered as interest free loans that must be returned to the City if the Phase is not satisfactorily completed. If the Phase is satisfactorily completed, the City shall receive credit against the compensation due for that phase. The retention amount or percentage set forth in Paragraph 18 is to be applied to each interim payment such that, at the end of the phase, the full retention has been held back from the compensation due for that phase. Percentage of completion of a phase shall be assessed in the sole and unfettered discretion by the Contracts Administrator designated herein by the City, or such other person as the City Manager shall designate, but only upon such proof demanded by the City that has been provided, but in no event shall such interim advance payment be made unless the Contractor shall have represented in writing that said percentage of completion of the phase has been performed by the Contractor. The practice of making interim monthly advances shall not convert this agreement to a time and materials basis of payment. C. O Monthly Rate/Hourly Rate Arrangement per bid: Contract Base Year: Per Month Rate: For performance of the Defined Services by Contractor as herein required, City shall pay Contractor for the productive hours of time spent by Consultant in the performance of said Services, at the rates or amounts set forth in the Rate Schedule herein below according to the following terms and conditions: Page 19 \\10.176.2.252\granicus_nas\insite\files\CHUL\Attachments\89cfa662-4043-4c8c-b8e 1-f803db37342b.doc (1) (X)Not-to-Exceed Limitation on Time and Materials Arrangement Notwithstanding the expenditure by Consultant of time and materials in excess of said Maximum Compensation amount, Consultant agrees that Consultant will perform all of the Defined Services herein required of Consultant for $_228,359.77 , including all Materials, and other "reimbursables" ("Maximum Compensation"). (2) ( ) Limitation without Further Authorization on Time and Materials Arrangement At such time as Consultant shall have incurred time and materials equal to $ ("Authorization Limit"), Consultant shall not be entitled to any additional compensation without further authorization issued in writing and approved by the City. Nothing herein shall preclude Consultant from providing additional Services at Consultant's own cost and expense. See Exhibit B for wage rates. ( )Hourly rates may increase by 6% for services rendered after if delay in providing services is caused by City. (3) ( ) Additional Services Rates: Contractor shall perform Additional work identified through the maintenance inspection with prior City consent. See chart and notes below. 11. Materials Reimbursement Arrangement For the cost of out of pocket expenses incurred by Consultant in the performance of services herein required, City shall pay Consultant at the rates or amounts set forth below: (X) None, the compensation includes all costs. Cost or Rate ( ) Reports, not to exceed $ $ ( ) Copies, not to exceed$ $ O Travel, not to exceed $ $ O Printing,not to exceed $ $ O Postage, not to exceed $ $ O Delivery, not to exceed$ $ O Outside Services: $ O Other Actual Identifiable Direct Costs: $ not to exceed $ $ not to exceed $ $ 12. Contract Administrators: City: Andy Trujillo Transit CVT Transit Manager Page 20 \\10.176.2.252\granicus_nas\insite\files\CHUL\Attachments\89cfa662-4043-4c8c-b8e 1-f803db37342b.doc Tel: 619-397-6061 Consultant: Jeff Lucero V.P. Construction TruStar Energy 909-793-3700 13. Liquidated Damages Rate: ( ) $ per day. (X) Other: Per Scope of Work, Attachment 1 "Liquidated Damages for Construction Delays" 14. Statement of Economic Interests, Consultant Reporting Categories, per Conflict of Interest Code (Chula Vista Municipal Code chapter 2.02): (X) Not Applicable. Not an FPPC Filer. ( ) FPPC Filer O Category No. 1. Investments, sources of income and business interests. O Category No. 2. Interests in real property. O Category No. 3. Investments, business positions, interests in real property, and sources of income subject to the regulatory, permit or licensing authority of the department administering this Agreement. O Category No. 4. Investments and business positions in business entities and sources of income that engage in land development, construction or the acquisition or sale of real property. O Category No. 5. Investments and business positions in business entities and sources of income that, within the past two years, have contracted with the City of Chula Vista or the City's Redevelopment Agency to provide services, supplies, materials, machinery or equipment. O Category No. 6. Investments and business positions in business entities and sources of income that, within the past two years, have contracted with the department administering this Agreement to provide services, supplies, materials, machinery or equipment. Page 21 \\10.176.2.252\granicus_nas\insite\files\CHUL\Attachments\89cfa662-4043-4c8c-b8e 1-f803db37342b.doc O List "Consultant Associates" interests in real property within 2 radial miles of Project Property, if any: 15. O Consultant is Real Estate Broker and/or Salesman 16. Permitted Subconsultants: None 17. Bill Processing A. Consultant's billing to be submitted for the following period of time: ( ) Monthly O Quarterly O Other: B. Day of the Period for submission of Consultant's Billing: O First of the Month O 15th Day of each Month O End of the Month (X) Other: After Completion C. City's Account Number: 40300 18. Security for Performance O Performance Bond, $ O Letter of Credit, $ O Other Security: Type: Amount: $ O Retention. If this space is checked, then notwithstanding other provisions to the contrary requiring the payment of compensation to the Consultant sooner, the City shall be entitled to retain, at their option, either the following "Retention Percentage" or "Retention Amount" until the City determines that the Retention Release Event, listed below, has occurred: O Retention Percentage: % Page 22 \\10.176.2.252\granicus_nas\insite\files\CHUL\Attachments\89cfa662-4043-4c8c-b8e 1-f803db37342b.doc ( ) Retention Amount: $ Retention Release Event: ( ) Completion of All Consultant Services ( ) Other: 1. Bill Processing: Payments are made to the contractor on a monthly basis. Each payment period is from second Friday to second Friday, with a thirty(30) day processing period. Page 23 \\10.176.2.252\granicus_nas\insite\files\CHUL\Attachments\89cfa662-4043-4c8c-b8e 1-t803db37342b.doc Scope of Work Attachment 1 Purchase and Replacement Of Chula Vista CNG Compressor Proposed work: 1. Remove existing compressor, purchase and install new CNG two-throw Ariel compressor per the minimum specification on Attachment 1 a. General Construction Requirements (As Applicable) Application. These construction requirements shall apply to all capital construction work performed by the Contractor during the term of the contract. This includes alternate work described in the project requirements, as well as any elective work implemented by the Contractor at its discretion and any other modifications made in the future under the direction of the City. Design-Build. Work shall be developed on a design-build basis, where the Contractor shall prepare the construction drawings per these requirements and per the City approval and then construct the specified system per the Contractor's approved drawings. Trench Work. Open trenches shall be protected from personnel traffic and shall be covered with steel plates suitable for heavy-vehicle traffic, unless open trenches are blocked to through traffic, and approved in advance by the City. Concrete Demolition and Repair. All concrete pavement that is excavated shall be saw cut in neat and straight lines. Repairs shall be made to match pre-demolition conditions and documented by photographs. Contractor shall repair concrete excavation with depth to match adjacent paving, steel dowels and other design details as approved by the City. Contractor shall warrant all concrete repairs, patches and trenches for the duration of the Contract. Operations Disruption. During removal and installation, the Contractor shall communicate with the City to minimize disruptions and interference with the on-going operation of the various Public Works' Divisions. An effort by the contractor shall be made to keep the compressor not being replaced operational during the duration of the project. New Equipment. All equipment furnished by the Contractor for the systems shall be new, unless otherwise specified or allowed in writing by the City. Page 24 \\10.176.2.252\granicus_nas\insite\files\Cf UL\Attachments\89cfa662-4043-4c8c-b8e1-t803db37342b.doc Seismic Design. All new or modified equipment, foundations and supports and shall be suitable for Seismic Zone IV. Manufacturer-Rated Pressures. All new components downstream of compressor discharge shall have a maximum allowable working pressure of at least 5000 PSIG, except for the CT-5000 nozzles, and design safety factors in compliance with ANSI/ASME B31.3. Gas Velocities. New or modified piping systems shall be designed to generate a gas velocity of less than 50 ft. per second at 80% of the normal operating pressure for a given piping system or segment, unless a higher velocity is specified or allowed in writing by the City. Piping Corrosion Protection. Any buried steel pipe not continuously protected by PE sleeve or duct shall be protected by an engineered cathodic protection system. The system shall include factory-applied pipe coating, sacrificial anodes and test stations. The cathodic protection system shall include test stations at each anode and be designed by a California- registered engineer, experienced in the field of cathodic protection. Piping not buried shall be painted with industrial-grade paint suitable for all- weather exposure and for the temperatures to which it will be exposed. Grounding. All new equipment shall be grounded and bonded using copper grounding anodes and bonded using 2/0 stranded BCW. Signage. Provide and maintain all safety and warning signs as required by NFPA 52 for the new compressor. Signs shall be constructed of UV- resistant all-weather material. Drawings and Information. 1.1.1.1. General. For all construction and capital-improvement work procured by the City, Contractor shall provide construction drawings with the following information, as required for the work and as applicable: Civil, structural and foundation designs, including supporting calculations. Equipment plan, including bill of materials. Piping plan, including bill of materials. Piping and instrumentation diagram/mechanical flow schematic. Electrical one-line diagram, with load schedules, panel schedules and supporting calculations. Electrical plan, including conduit, cable and trench schedules, as well as bill of materials. Hazardous area and equipment ground-bonding plan. Cathodic protection of buried pipe with test stations. Safety and warning sign plan. Page 25 \\10.176.2.252\granicus_nas\insite\files\Cf UL\Attachments\89cfa662-4043-4c8c-b8e1-t803db37342b.doc Actual schedule of drawings is subject to concurrence by the City and approval by jurisdictions having authority. 1.1.1.2. Drawing Format. Drawing format, including borders, title blocks, etc., shall be coordinated under the City's direction. Drawings shall show existing systems on drawings in gray-screened color and new work in 100% black color as applicable. 1.1.1.3. Requirements and Approvals. A California-licensed professional engineer shall seal all drawings with specialty that is appropriate for each drawing. The City of Chula Vista Fire Department, Building Services, and other jurisdictions having authority shall approve drawings for construction. 1.1.1.4. As-Built Drawings. Contractor shall provide the City with a complete set of as-built drawings of the Facility within 28 days following acceptance of the Facility as being complete by the City. As-built drawings shall be reviewed by the City and shall reflect the design of the Facility at the time of final acceptance and a California-licensed Professional Engineer shall stamp each drawing. The as-built drawings shall be submitted electronically in AutoCAD 2006 format, as well as (2) complete printed sets in "D"-size sheets. Any modifications to the Facility made by the Contractor during the term of the O&M services, either at its own direction or under direction from the City, shall also be subsequently documented on as-built drawings within 2 weeks of completion of such work. Geotechnical Conditions. Engineered and approved design for structural foundations of the vessel upgrade required at CV, including consideration of geotechnical conditions, are provided as part of the drawings for that work. Geotechnical reports and recommendations for any structural foundations beyond that work shall be the responsibility of the Contractor. Sound Emissions. Any new equipment beyond that required under article 1.3 that is provided and operated by the Contractor shall be designed to minimize sound emissions, including the use of low-speed fans, sound- attenuated louvers, high-efficiency enclosure construction and hospital- grade muffler for genset as applicable. Operating and Maintenance (O&M) Manuals. 1.1.1.5. General. This section applies to any new or substantially modified equipment or system at any of the CNG facilities, including improvements that are required by the City, and other improvements desired by the Contractor. Contractor shall provide the City with (3) identical bound sets of O&M manuals for the new or changed equipment, including repair, maintenance and parts bulletins for all major components and systems, Page 26 \\10.176.2.252\granicus_nas\insite\files\Cf UL\Attachments\89cfa662-4043-4c8c-b8e1-t803db37342b.doc such as vessels, compressors, gas dryer, motors and motor starters, actuated valves, PLC, filters, dispensers and hoses, air compressor, and instrument air dryer. Include recommended spare parts list (RSPL) for all listed components. The O&M manual shall also be provided in PDF format on CDR, including content and organization that matches the bound set. PDF shall include a text-searchable index that is subject to approval by the City 60 days prior to planned Facility startup. 1.1.1.6. Summary Manufacturer Data. Include listing of manufacturers and serial numbers for all compressor frames and cylinders, compressor skids, gas dryer, buffer vessels, and dispensers. 1.1.1.7. Updates. During the contract term, the Contractor shall provide the City with incremental Maintenance-manual updates for any equipment or components that are replaced or added and that are not listed in the original manuals, with updated content provided in both bound and text- searchable PDF/CDR formats. Proprietary Hardware and Software. Systems and equipment provided the Contractor shall not include any proprietary or `sole source' hardware or software, unless the City so provides permission to do in advance and in writing. 1.2 Time for Construction of Base and Alternate Improvements. Contractor shall complete the work required as elected by the City, following receipt of NTP from the City, including compliance with any throughput-performance testing. Calendar-day allowances for each improvement are as follows: • Install new compressor at CV: 180 days. Delays. In case the Contractor can demonstrate delays in completion that are beyond the reasonable control of the Contractor, the City, at its discretion, may extend the allowed time for completion. Liquidated Damages for Construction Delays. The Contractor shall pay to the City as liquidated damages, $250.00 per calendar day per listed work element required to achieve substantial completion beyond the dates stated in article 1.2 above, and any authorized extension thereof, for the first thirty (30) days. If the Contractor is delayed in completing the Work by reason of any change made by the City, the time for completion of the Work may be extended by a period commensurate with such delay, without additional compensation. In such case, Contractor shall not be subject to liquidated damages for the extension. No extension of time will be granted for Change Orders that, in the opinion of the City, do not affect the critical path of project completion. Page 27 \\10.176.2.252\granicus_nas\insite\files\Cf UL\Attachments\89cfa662-4043-4c8c-b8e1-t803db37342b.doc Applicable Codes and Standards 1.3 General. The design and construction of the Facility shall be subject to the codes, regulations and requirements listed below, as adopted by local jurisdictions and the City. It is the Contractor's responsibility to identify all applicable jurisdictions, applicable editions and codes. Compliance with codes or standards that come into force or are modified following commencement of this Contract shall be the responsibility of the Contractor, subject to negotiation with the City over any additional costs to the Contractor required to meet compliance. The Contractor shall make all required filings for certifications, permits and licenses, and pay all related fees. 1.4 National Fire Protection Association (NFPA). NFPA 52: Compressed Natural Gas (CNG) Vehicular Fuel Systems Code (2006). NFPA 70: National Electric Code with City of San Diego amendments. 1.5 Uniform Building Code with City of San Diego amendments. 1.6 Uniform Fire Code with City of San Diego amendments. UFC 5201. UFC 5204. 1.7 California Title 8: Safety Orders for Unfired Pressure Vessels. 1.8 Occupational Safety and Health Act (work area sound-level limits). 1.9 ANSI/ASME B31.3-2002 Process Piping. 1.10 American Society of Mechanical Engineers (ASME) Boiler and Pressure Vessel Code, 2004 Edition. Section V: Nondestructive Examination. Section VIII: Pressure Vessels - Division 1. Section VI 11: Pressure Vessels - Division 2 —Alternative Rules. 1.11 American Society for Testing and Materials (ASTM). 1.12 American Welding Society (AWS) D1.1-88: Structural Welding Code - Steel. 1.13 International Standards Organization (ISO) 12944-5:1998 - Paints and varnishes -- Corrosion protection of steel structures by protective paint systems -- Part 5: Protective paint systems. Page 28 \\10.176.2.252\granicus_nas\insite\files\Cf UL\Attachments\89cfa662-4043-4c8c-b8e1-t803db37342b.doc 1.14 National Electrical Manufacturers Association (NEMA) NEMA 250 - Enclosures for Electrical Equipment (1000 Volts Maximum). New CNG Compressor General. Compressor gas shall be fed from the existing gas dryer. If requires provide new or modified suction piping to feed the new compressor. Gas-velocity shall be calculated based on an MSA-supply pressure of 55 PSIG and the two compressors running at full load simultaneously. Provide controls and piping that will allow the two compressors to run and discharge CNG to the dispensing system simultaneously. Area of Work. Compressor shall be located within the existing equipment compound, as shown on drawing Attachment H4.3. Electrical Power for New Compressor. Provide power to the new compressor from the existing electrical distribution panel located as shown on drawing Attachment H4.3. The panel has 600A/480V of unallocated power that is available for the work. Provide circuit breakers, programmable electronic soft start for the compressor prime mover, FVNR starters for cooling fan and pre-lube pump, conduit and wiring as required. New electrical equipment located outside of a hazardous area shall be housed in a NEMA 3R enclosure. CNG Compressor System. 1.14.1.1. General. These requirements apply to a system consisting of one new CNG compressor and related equipment, intended for vehicular-use natural gas only, and outdoor installation. The design MSA-supply pressure is 150 PSIG, with a full range of 125 to 170 PSIG. Compressor vibration shall comply with API 618. 1.14.1.2. Compressor. Provide the same Ariel JGP 2-throw, 4-stage compressor as the one being replaced. Cylinders shall be optimized to fully load the 200 HP prime mover at a design 1St-stage suction pressure of 50 PSIG. 1.14.1.3. Discharge Pressure. Control-stop pressure for compressor discharge shall be 4500 PSIG. 1.14.1.4. Backflow Prevention. A check valve shall be included immediately upstream of the suction connection to the new compressor, to protect the existing compressor and the gas dryer. Also provide a discharge-check valve. 1.14.1.5. Additional Requirements. • Lights to indicate main power is energized, condition light for the compressor indicating "running" or "standby". Lights shall be visible in bright daylight from outside of the CNG-equipment compound. Page 29 \\10.176.2.252\granicus_nas\insite\files\CF UL\Attachments\89cfa662-4043-4c8c-b8e1-t803db37342b.doc • First-out (fault) annunciation. • Hour meter. Compressor shall have a non-resettable hour meter to record cumulative time of operation and may be part of a multi-functional digital display with a backup battery. • Controls shall be integrated with the existing compressor, so that a master controller can control lead-lag starts. Start of 1 or 2 or-3 compressors shall be based on conditions of both buffer pressure and dispenser starts, and shall be adjustable. Compressor-Skid Enclosure. Compressor shall be installed within existing enclosure. Motors and Motor Starters. 1.14.1.6. General. Motor for compressor prime mover shall be rated at 125 HP and have a service factor of 1.15 and shall be labeled NEMA Premium Efficiency. 1.14.1.7. Compressor Motor. Prime mover shall be 125 HP 3-phase electric motor rated NEMA Premium Efficiency with a 1.15 service factor, shall be driven by electronic soft starters, and shall include thermostatically controlled heater. Motors shall also include GFI protection. 1.14.1.8. Starters. Electronic soft start (ESS) unit for compressor prime mover shall be programmable and include TVSS hardware. Starters for cooler fan and pre-lube pump shall be FVNR type. All starters shall be located in a common MCC lineup protected by a NEMA 3R, unless approved otherwise. Piping. 1.14.1.9. General. All new piping shall be fabricated and tested per ASTM/ANSI B31.3. For 2-inch or under nominal pipe size with maximum operation pressure greater than 15 PSIG, the connections shall be socket welded, with five (5) percent random dye-penetrant examination and fifty (50) percent random visual examination. For over 2-inch nominal pipe size with maximum operation pressure greater than 15 PSIG, the connections shall be butt welded with five (5) percent random-sample radiographic examination and fifty (50) percent random visual examination. 1.14.1.10. Routing. All piping in the equipment compound shall be routed above ground and shall have engineered pipe supports. 1.14.1.11. Depressurization. All pipe runs and system components shall include a means to isolate them and bleed to atmospheric pressure. Page 30 \\10.176.2.252\granicus_nas\insite\files\CF UL\Attachments\89cfa662-4043-4c8c-b8e1-t803db37342b.doc 1.14.1.12. Pre-Startup Pipe Cleaning. Contractor shall clean and protect pipe inside of sections from dirt and liquids during field fabrication, and thoroughly clean out all pipe sections prior to startup, and shall take all means necessary to ensure that piping contaminants do not damage CNG equipment or buses. Emergency Shutdown System. 3.1.8.1 General. An emergency shutdown system shall be provided that, when activated, shall stop all compressor motors at the facility, shut off the gas supply to all compressors, shut off the discharge of CNG, and shut off the flow of CNG from the buffer and to all CNG dispensers. The system shall be integrated with the existing ESD system at the facility. 3.1.9 General Requirements 3.1.9.1 Storage. Once removed the existing compressor shall be prepared for long- term storage. It shall be wrapped and placed on a pallet and stored at a location designated by City's Project Manager. 3.1.9.2 Warranty. New compressor shall have a minimum of one year warranty including parts and labor. Page 31 \\10.176.2.252\granicus_nas\insite\files\Cf UL\Attachments\89cfa662-4043-4c8c-b8e1-t803db37342b.doc Minimum Specifications CNG Compressor Attachment 1 a The new compressor shall meet the same specification as the compressor being replaced. • Ariel JGP/2, 4 Stage Reciprocating Compressor • 255 scfm capacity @ 40 psi Inlet Pressure (125hp) • — 180 scfm Flow Capacity @ 25 psig Compressor Inlet — Minimum • — 305 scfm Flow Capacity @ 50 psig Compressor Inlet — Maximum • 4500 psig Discharge • 125 Bhp, 480VAC, 1800 RPM TEFC Electric Motor Page 32 \\10.176.2.252\granicus_nas\insite\files\Cf UL\Attachments\89cfa662-4043-4c8c-b8e1-t803db37342b.doc _ City of Chula Vista CITE CHVIAVISTA Legislation Details (With Text) File#: 14-0017 Name: Tennis Council Grant Acceptance Type: Consent Item Status: Agenda Ready File created: 1/9/2014 In control: City Council On agenda: 1/28/2014 Final action: Title: RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA ACCEPTING A GRANT FROM THE GREATER SAN DIEGO CITY TENNIS COUNCIL FOR THE REPAIR OF TENNIS COURTS AT EL RANCHO DEL REY PARK AND WAIVING RENTAL FEES FOR TENNIS PROGRAMS TO BE OFFERED BY THE SAN DIEGO DISTRICT TENNIS ASSOCIATION AT THE PARK Sponsors: Indexes: Code sections: Attachments: Item 5 - Resolution Date Ver. Action By Action Result 1/28/2014 1 City Council RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA ACCEPTING A GRANT FROM THE GREATER SAN DIEGO CITY TENNIS COUNCIL FOR THE REPAIR OF TENNIS COURTS AT EL RANCHO DEL REY PARK AND WAIVING RENTAL FEES FOR TENNIS PROGRAMS TO BE OFFERED BY THE SAN DIEGO DISTRICT TENNIS ASSOCIATION AT THE PARK RECOMMENDED ACTION Council adopt the resolution. SUMMARY The tennis courts at El Rancho Del Rey Park are in significant need of repair and face potential closure. The Greater San Diego City Tennis Council has awarded a grant of $7,340 for repair of the tennis courts. This action, if approved, would authorize acceptance of the grant and waiving rental fees through fiscal year 2015 for tennis programs to be offered by San Diego District Tennis Association at the park to support youth tennis. ENVIRONMENTAL REVIEW The Development Services Director has reviewed the proposed project for compliance with the California Environmental Quality Act (CEQA) and has determined that the project qualifies for a Class 1(d) categorical exemption pursuant to Section 15301 (Existing Facilities) of the State CEQA Guidelines because the proposed acceptance and appropriation of funding will result in the repair of tennis courts at a City public park with no expansion of an existing use. Thus, no further environmental review is required. BOARD/COMMISSION RECOMMENDATION The Parks and Recreation Commission supported the grant submittal. City of Chula Vista Page 1 of 3 Printed on 1/23/2014 powered by LegistarT"" File #: 14-0017, Version: 1 DISCUSSION The two tennis courts located at El Rancho Del Rey Park are in disrepair and need significant resurfacing and re-caulking or face potential closure. In September, the City Council authorized submittal of a grant application to the Greater San Diego City Tennis Council (GSDCTC) for repairs of the tennis courts. The GSDCTC has awarded a grant of$7,340 for the repairs, with a $2,000 match from the City. The courts will be water blasted and pop-outs patched and cracks filled and then resurfaced with an acrylic system for true ball bounce. In addition, the centerline will be re-caulked, the net posts painted, and the tennis nets and center straps replaced. The GSDCTC has also applied for a grant from the national tennis association to add 10 and under shadow lines for youth tennis. In awarding the grant, the GSDCTC has requested that the City waive rental fees for the following events and clinics supporting youth tennis: 1) The San Diego District Tennis Association (SDDTA) will hold one Family Tennis Day at the Park at a mutually convenient date in the spring. The SDDTA will provide insured instructors, prizes, racquets, balls, etc. for the event and there will be no charge to the participants. 2) The SDDTA will hold follow-up free tennis clinics (9 hours total) at mutually convenient times with all costs to be incurred by the SDDTA. 3) Youth Tennis San Diego (the junior arm of the SDDTA) will hold After School Tennis programs (up to 80 hours total through fiscal year 2015) at mutually convenient times. The fee for participation is nominal and 80% of the children who participate in the program have scholarships. No child that wants to participate will be turned away. This action, if approved, would authorize acceptance of the grant and waiving rental fees for the events and clinics to be offered at the park. The SDDTA will not profit from the programs and the standard need for liability insurance and indemnification will still apply. DECISION-MAKER CONFLICT Staff has reviewed the property holdings of the City Council and has found no property holdings within 500 feet of the boundaries of the property which is the subject of this action. Staff is not independently aware, and has not been informed by any City Councilmember, of any other fact that may constitute a basis for a decision maker conflict of interest in this matter. LINK TO STRATEGIC GOALS The City's Strategic Plan has five major goals: Operational Excellence, Economic Vitality, Healthy Community, Strong and Secure Neighborhoods and a Connected Community. This action supports the goal of providing Healthy Communities by improving a neighborhood facility and by increasing the opportunity for youth to participate in recreational activities. CURRENT YEAR FISCAL IMPACT The Public Works Department fiscal year 2013-14 supplies and services budget for Park Operations has sufficient funds budgeted for the $2,000 grant match. ONGOING FISCAL IMPACT There is no ongoing fiscal impact as this is a one-time grant and there is no increase in ongoing maintenance and operating costs as it involves the repair of an existing facility. ATTACHMENTS City of Chula Vista Page 2 of 3 Printed on 1/23/2014 powered by LegistarT"" File M 14-0017, Version: 1 None City of Chula Vista Page 3 of 3 Printed on 1/23/2014 powered by LegistarT" RESOLUTION NO. 2014- RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA ACCEPTING A GRANT FROM THE GREATER SAN DIEGO CITY TENNIS COUNCIL FOR THE REPAIR OF TENNIS COURTS AT EL RANCHO DEL REY PARK AND WAIVING RENTAL FEES FOR TENNIS PROGRAMS TO BE OFFERED BY THE SAN DIEGO DISTRICT TENNIS ASSOCIATION AT THE PARK WHEREAS, the City of Chula Vista believes that access to nearby public tennis facilities is important to the residents of northeast Chula Vista; and WHEREAS, the two tennis courts at El Rancho Del Rey Park are in disrepair and need significant resurfacing and re-caulking; and WHEREAS, on September 10, 2013, the City Council authorized the submittal of a grant application to the Greater San Diego City Tennis Council for repairs of the tennis courts that are available to the public and provide opportunities for youth to become more involved in tennis; and WHEREAS, the Greater San Diego City Tennis Council has awarded a grant of$7,340 for the repairs, with a $2,000 match from the City, and in awarding the grant has requested that the City waive rental fees for the following events and clinics supporting youth tennis: 1) The San Diego District Tennis Association (SDDTA) will hold one Family Tennis Day at the Park at a mutually convenient date in the spring. The SDDTA will provide insured instructors, prizes, racquets, balls, etc. for the event and there will be no charge to the participants. 2) The SDDTA will hold follow-up free tennis clinics (9 hours total) at mutually convenient times with all costs to be incurred by the SDDTA. 3)Youth Tennis San Diego (the junior arm of the SDDTA)will hold After School Tennis programs (up to 80 hours total through fiscal year 2015) at mutually convenient times. The fee for participation is nominal and 80% of the children who participate in the program have scholarships. No child that wants to participate will be turned away; and WHEREAS, The SDDTA will not profit from the programs and the standard need for liability insurance and indemnification will still apply. NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Chula Vista does hereby: 1. Authorize the acceptance of the grant from the Greater San Diego City Tennis Council for repairs of the two tennis courts; and 2. Authorize the City Manager or his designee to waive rental fees for the events and clinics to be offered by the San Diego District Tennis Association at the park. Resolution No. Page 2 Presented by Approved as to form by Richard A. Hopkins Glen R. Googins Director of Public Works City Attorney _ City of Chula Vista CITE CHVIAVISTA Legislation Details (With Text) File#: 13-0227 Name: PAD fee exemption for Hotels Type: Consent Item Status: Agenda Ready File created: 12/27/2013 In control: City Council On agenda: 1/28/2014 Final action: Title: A. ORDINANCE OF THE CITY OF CHULA VISTA AMENDING CHULA VISTA MUNICIPAL CODE CHAPTER 17.10 (PARKLANDS AND PUBLIC FACILITIES) RELATING TO THE PARK ACQUISITION AND DEVELOPMENT FEE REQUIREMENT FOR HOTELS AND MOTELS (FIRST READING) B. RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA AMENDING CHAPTER 16 (DEVELOPMENT AND IN-LIEU FEES) OF THE CITY'S MASTER FEE SCHEDULE Sponsors: Indexes: 2. Economic Vitality Code sections: 17.10 - Parklands and Public Facilities Attachments: Item 6 - Ordinance Attachment A Item 6 - Ordinance Item 6 - Resolution Item 6 - Resolution Exhibit 1 Date Ver. Action By Action Result 1/28/2014 1 City Council A. ORDINANCE OF THE CITY OF CHULA VISTA AMENDING CHULA VISTA MUNICIPAL CODE CHAPTER 17.10 (PARKLANDS AND PUBLIC FACILITIES) RELATING TO THE PARK ACQUISITION AND DEVELOPMENT FEE REQUIREMENT FOR HOTELS AND MOTELS (FIRST READING) B. RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA AMENDING CHAPTER 16 (DEVELOPMENT AND IN-LIEU FEES) OF THE CITY'S MASTER FEE SCHEDULE RECOMMENDED ACTION Council place the ordinance on first reading and adopt the resolution. SUMMARY Chapter 17.10 of the Chula Vista Municipal Code requires the dedication of land or payment of fees in-lieu thereof (or a combination of both) for park purposes. The in-lieu fees, known as Park Acquisition and Development (PAD) fees are collected from all residential development, including single-family, multifamily, mobile homes and hotels/motels. The proposed action would eliminate the assessment of PAD fees on hotel/motel projects. ENVIRONMENTAL REVIEW The Development Services Director has reviewed the proposed activity for compliance with the City of Chula Vista Page 1 of 3 Printed on 1/23/2014 powered by LegistarT"" File #: 13-0227, Version: 1 California Environmental Quality Act (CEQA) and has determined that the activity is not a "Project"as defined under Section 15378 of the State CEQA Guidelines because the proposal consists of a fiscal action that will not result in a potentially significant physical impact on the environment. Therefore, pursuant to Section 15060(c)(3) of the State CEQA Guidelines, the activity is not subject to CEQA. Thus, no Environmental review is required. BOARD/COMMISSION RECOMMENDATION Not Applicable DISCUSSION The Chula Vista Parkland Dedication Ordinance (PDO), first adopted in 1971 , details requirements for land dedication, park improvements and in-lieu fees. The PDO requires the dedication of parklands or payment of in-lieu fees equivalent to three acres per 1 ,000 new residents. All residential development, including single-family, multifamily, mobile homes and hotels/motels are subject to the requirements of the PDO. The Parkland Acquisition and Development (PAD) fee program provides the mechanism for collecting in-lieu fees, as provided for in the PDO. Developers may pay PAD fees in lieu of dedicating land and installing parkland improvements. The PAD fee calculation is based upon the three acres per 1 ,000 resident standard required by the PDO, ensuring the collection of fees sufficient to acquire and construct the facilities necessary to serve new development. In addition to the PDO, the City also considers parkland levels of service through the Growth Management Oversight Commission (GMOC). The GMOC was created to monitor threshold standards for several quality of life indicators, including parks and recreation. The GMOC threshold standard for parks and recreation is three acres of public parkland per 1 ,000 residents. The calculation of threshold performance considers residential development only; hotels/motels are not included as they do not generate permanent changes in population. In order to bring consistency between the PDO, the PAD fee, and the GMOC, staff recommends removing hotels/motels from the PDO and PAD fee. This change also brings the City's PAD fee program into alignment with other San Diego County jurisdictions, none of whom assess park fees on hotel/motel development. The changes to the PAD fee are outlined in the table below: Table 1 - Comparison of Current and Proposed Fees Geographic Area Current Amount Proposed Amount per room per room Hotel/Motel East Chula Vista $7,607 $0 Hotel/Motel West Chula Vista $4,320 $0 DECISION-MAKER CONFLICT Staff has reviewed the decision contemplated by this action and has determined that it is not site City of Chula Vista Page 2 of 3 Printed on 1/23/2014 powered by LegistarT"" File #: 13-0227, Version: 1 specific and consequently, the 500-foot rule found in California Code of Regulations section 18704.2 (a)(1), is not applicable to this decision. Staff is not independently aware, and has not been informed of any other fact that may constitute a basis for a decision maker conflict of interest in this matter. LINK TO STRATEGIC GOALS The City's Strategic Plan has five major goals: Operational Excellence, Economic Vitality, Healthy Community, Strong and Secure Neighborhoods and a Connected Community. The PAD fee change addresses the Economic Vitality goal as more hotels will find it attractive to locate in the City of Chula Vista, providing more Transient Occupancy Tax ("TOT") to fund City services. CURRENT YEAR FISCAL IMPACT Currently, there are three pending hotel projects that will be impacted by the outcome of this ordinance. No hotel PAD fees would be generated by these projects with the passage of this ordinance; however, the Parks Program did not anticipate these revenues and will still be able to provide 3 acres per thousand population with or without the hotels. ONGOING FISCAL IMPACT All hotels/motels in Chula Vista collect a 10% Transient Occupancy Tax (TOT)from their guests and remit those funds to the City. The TOT taxes generated by hotels/motels are discretionary revenues, supporting general City services. New hotels/motels would generate additional TOT revenues to the City; the actual amount generated will vary based on hotel room rates, occupancy rates, and total room counts. ATTACHMENTS Ordinance Attachment "A", Modified Municipal Code Resolution Exhibit 1 , Modified Master Fee Schedule City of Chula Vista Page 3 of 3 Printed on 1/23/2014 powered by LegistarT"" Chapter 17.10 PARKLANDS AND PUBLIC FACILITIES* Sections: 17.10.010 Dedication of land and development of improvements for park and recreational purposes. 17.10.020 Determination of park and recreational requirements benefiting regulated subdivisions. 17.10.030 Application. 17.10.040 Area to be dedicated—Required when—Amounts for certain uses. 17.10.050 Park development improvements — Specifications. 17.10.060 Criteria for area to be dedicated. 17.10.070 In-lieu fees for land dedication and/or park development improvements. 17.10.080 Limitation on use of land and/or fees. 17.10.090 Commencement of park development. 17.10.100 Collection and distribution of fees. 17.10.110 Periodic review and amendment authorized. 17.10.120 Geographical distribution of in-lieu fees for land dedication. * Prior legislation: Ords. 1668, 1806, 1858, 1961, 2243, 2506, 2592 and 2616. 17.10.010 Dedication of land and development of improvements for park and recreational purposes. ....................................................................................................................................................................................................................................................................................................................................... Pursuant to the authority granted by Section 66477 of the Government Code of the state, every subdivider, or developer of new residential developments, shall, for the purpose of providing neighborhood and community park and recreational facilities directly benefiting and serving the residents of the regulated subdivision, or in the case of a development not requiring a subdivision of land, benefiting and serving the residents of those new developments, dedicate a portion of the land and develop improvements thereon or in lieu thereof pay fees for each dwelling unit in the subdivision or residential development, or do a combination thereof, as required by the city in accordance with this chapter. The dedication, improvement, or payment of fees in lieu thereof or combination thereof shall be applicable to all residential subdivisions and new residential developments not required to file a subdivision plan of any type allowed under the various and several residential zones of the city and shall be in addition to any residential construction tax required to be paid pursuant to Chapter 3.32 CVMC. (Ord. 2945 § 1, 2004; Ord. 2886 § 1, 2002). 17.10.020 Determination of park and recreational requirements benefiting regulated subdivisions. ....................................................................................................................................................................................................................................................................................................................................... The park and recreational facilities for which dedication of land and improvements thereon and/or payment of a fee is required by this chapter shall be those facilities as herein set forth in CVMC 17.10.050 and as generally set forth in the park and recreation master plan and in the park and recreational element of the general plan of the city adopted by Resolution No. 3519 on September 22, 1964, and as thereafter amended. (Ord. 2886 § 1, 2002). 17.10.030 Application. ....................................................................................................................................................................................................................................................................................................................................... The provisions of this chapter shall apply to all subdivisions and divisions created by parcel maps and residential developments not requiring final subdivision or parcel maps, excepting therefrom industrial and completely commercial subdivisions and those subdivisions or divisions of land for which tentative subdivision or parcel maps have been filed within 30 days after the effective date of this chapter. (Ord. 2945 § 2, 2004; Ord. 2886 § 1, 2002). 17.10.040 Area to be dedicated—Required when—Amounts for certain uses. ....................................................................................................................................................................................................................................................................................................................................... The amount of parkland dedication required, in accordance with CVMC 17.10.010 through 17.10.110, is based on a standard of three acres per 1,000 people and shall be offered at the time of filing of the final map, or in the case of a residential development that is not required to submit a final map, at the time of the first building permit application. The area to be dedicated shall be as follows: A. Single-family dwelling units, including single-family detached homes and detached condominiums, 3.52 persons per dwelling unit, 460 square feet per unit, or one acre per 95 units; B. Multiple-family dwelling units, including attached condominiums, townhouses, duplexes, triplexes and apartments, 2.61 persons per dwelling unit, 341 square feet per unit, or one acre per 128 units; C. Mobilehomes, 1.64 persons per dwelling unit, 214 square feet per unit, or one acre per 203 units; Development projects which have received tentative map approval as of November 12, 2002, shall not be required to contribute additional acreage based on the revised persons per dwelling factors as set forth above. (Ord. 2945 § 3, 2004; Ord. 2886 § 1, 2002). 17.10.050 Park development improvements— Specifications. ....................................................................................................................................................................................................................................................................................................................................... In addition to the dedication of land as required in CVMC 17.10.040, it shall be the responsibility of the subdivider or building permit applicant to develop all or a portion of such land for neighborhood or community park purposes to the satisfaction of the director of recreation and the director of general services. All parks shall include, to the satisfaction of the city, the following elements; meet the following minimum standards; and will be designed, developed, and maintained in accordance with the requirements of the city landscape manual and the Chula Vista parks and recreation master plan: A. Grading shall be in accordance with the grading ordinance, street design manual, the Chula Vista parks and recreation master plan, and the city landscape manual. B. Improvements that may be required by the city may include: 1. Drainage system. 2. Street improvements. 3. Parking lot with lighting. 4. Concrete circulation system. 5. Security lighting system. 6. Park fixtures, including, but not limited to, identification and informational signage, picnic tables, benches, trash receptacles, hot ash containers, drinking fountains and bike racks, shall be provided and installed. 7. Landscaping, including trees, shrubs, ground cover, and turf. 8. Automatic irrigation system. 9. Restroom/maintenance facility. 10. Play areas, with equipment for preschoolers and primary school-age children, shall be installed. Disabled individual accessible surfacing shall be installed. 11. One picnic table shall be provided for every 600 people. Half of required number of picnic tables shall be provided under a shelter. 12. The following sports facilities (night lighting may be required for all of the following): a. One tennis court shall be provided for every 3,200 people. b. One baseball (organized adult) field shall be provided for every 12,200 people. c. One baseball field (organized youth) shall be provided for every 4,400 people. d. One baseball (practice/informal) field shall be provided for every 3,300 people. e. One softball (organized adult) field shall be provided for every 7,900 people. f One softball (organized youth) field shall be provided for every 12,700 people. g. One softball (practice/informal) field shall be provided for every 2,850 people. h. One basketball court shall be provided for every 2,150 people. i. One soccer field(organized games) shall be provided for every 5,400 people. j. One soccer field(practice/informal) shall be provided for every 2,450 people. C. All utilities shall be extended to the property line. (Ord. 2945 § 4, 2004; Ord. 2886 § 1, 2002). 17.10.060 Criteria for area to be dedicated. ....................................................................................................................................................................................................................................................................................................................................... Acceptance of land for parkland is at the city council's discretion, and in exercising its discretion, the council may consider the following criteria, in addition to any other the council considers relevant: A. Topography, soils, soil stability, and drainage location of land in subdivision available for dedication. B. Size and shape of the subdivision and land available for dedication. C. Physical relationship of the site to the surrounding neighborhood. D. Location of the site with regard to accessibility to the residents of the neighborhood and its contribution to neighborhood security. E. The amount, usability, and location of publicly owned property available for combination with dedicated lands in the formation of public park and recreation facilities. F. Recommendation of the parks and recreation commission. An offer of dedication may be accepted or rejected by the city council. G. Consistency with the goals and policies contained in the Chula Vista parks and recreation master plan. (Ord. 2886 § 1, 2002). 17.10.070 In-lieu fees for land dedication and/or park development improvements. ....................................................................................................................................................................................................................................................................................................................................... A. In-Lieu Fees for Land Dedication. If, in the judgment of the city, suitable land does not exist within the subdivision or within the development if it is not part of a subdivision, or for subdivisions containing 50 lots or less, the payment of fees in lieu of land shall be required. In such cases, the required fee(s) shall be based on the area to be dedicated as set forth in CVMC 17.10.040. However, when a condominium project, stock cooperative or community apartment project exceeds 50 dwelling units, dedication of land may be required notwithstanding that the number of parcels may be less than 50. Where the city deems that a combination of dedication and payment, as provided in this chapter, would better serve the public and the park and recreation needs of the future residents of a particular subdivision or residential development, it may require such combination; provided, however, the city council may, by resolution, waive all or any portion of said dedication or in- lieu fee requirements in the interests of stimulating the construction of housing for low- and moderate-income families. B. In-Lieu Fees for Park Development Improvements. If, in the judgment of the city, suitable land does not exist within the subdivision or within the development if it is not part of a subdivision, or for subdivisions containing 50 lots or less, the payment of fees in lieu of developing improvements shall be required. In such cases, the amount of the required fee(s) shall be based on the improvements required in CVMC 17.10.050. However, when a condominium project, stock cooperative or community apartment project exceeds 50 dwelling units, improvements may be required notwithstanding that the number of parcels may be less than 50. Where the city deems that a combination of improvements and payment, as provided in this chapter, would better serve the public and the park and recreation needs of the future residents of a particular subdivision or residential development, it may require such combination; provided, however, the city council may, by resolution, waive all or any portion of said improvements or in-lieu fee requirements in the interests of stimulating the construction of housing for low- and moderate-income families. In the event the city determines that the improvement of the parkland shall be delayed for a substantial period of time after the parkland has been dedicated, the subdivider or building permit applicant shall not be required to install such improvements, but instead shall pay the required fee(s) for the value of improvements required in CVMC 17.10.050. 17.10.080 Limitation on use of land and/or fees. ....................................................................................................................................................................................................................................................................................................................................... The amount of land, improvements or in-lieu fees, or combination thereof, received under this chapter shall be used for the purpose of providing neighborhood and community park and recreational facilities to serve the subdivision or residential development for which received. The amount and location of the land or in-lieu fees, or combination thereof, shall bear a reasonable relationship to the use of the park and recreational facilities by the future inhabitants of the subdivision or residential development. (Ord. 2945 § 6, 2004; Ord. 2886 § 1, 2002). 17.10.090 Commencement of park development. ....................................................................................................................................................................................................................................................................................................................................... The city will acquire land for park purposes within a subdivision as soon as sufficient funds are available. Any fees collected under this chapter shall be committed within five years after the payment of such fees or the issuance of building permits on one-half of the lots created by this subdivision, whichever occurs later. (Ord. 2886 § 1, 2002). 17.10.100 Collection and distribution of fees. ....................................................................................................................................................................................................................................................................................................................................... A. Prior to the recordation by the city of a final subdivision map or recordation by the city of a parcel map or release of either a final subdivision map or parcel map to a developer for recordation or, prior to the issuance of the first building permit for a development that is not required to submit either a final subdivision map or a parcel map, any required fees shall have been paid to the city unless an agreement has been entered into between the city, approved by the city council, and the map applicant or building permit applicant providing for the subsequent payment of the fee, but in no event later than 60 days after map approval or at the time of the first building permit issuance if no final subdivision map, parcel map or separate agreement exists. Said agreement shall provide that such payment shall be, to the satisfaction of the city manager and city attorney, adequately secured by sufficient surety or letter of credit, and shall further provide for interest from date of final map approval or the first building permit issuance at City's average earnings rates, computed and compounded quarterly, experienced by the City on its average investments (as determined by the City) ("base interest rate"), for the first 60 days after map approval or the first building permit issuance, and thereafter at the base interest rate plus two percentage points until paid, together with any attorney fees and costs incurred in enforcing the agreement. Notwithstanding any other provision of law, the City may withhold final or interim inspection of units for which building permits may have been issued and may withhold issuance of additional building permits, certificates of occupancy if applicable, or any other processing of entitlements on any property or improvements included within the territory of the map or approved development plan so approved or otherwise owned by applicant, until the required fees are received by the City. Any land to be contributed for the purposes outlined in this chapter shall be dedicated to the City and shown on the final subdivision or parcel map or approved development plan at the time of approval. The Director of Finance shall be responsible for the collection and distribution of fees as set forth in this chapter. B. Planned developments shall be eligible to receive a credit as determined by the City Council, against the amount of land required to be dedicated, or the amount of the fee imposed, for the value of private open space within the development which is usable for active recreational uses. Such credit, if given, shall be determined on a case-by-case basis. (Ord. 3163, 2010; Ord. 2945 § 7, 2004; Ord. 2886 § 1, 2002). 17.10.110 Periodic review and amendment authorized. ....................................................................................................................................................................................................................................................................................................................................... Costs of constructing park facilities, population density, and local conditions change over the years, and, as such, the specified formulas for the calculation and payment of fees for acquisition and development of park sites as stated in this chapter is subject to and shall be periodically reviewed and amended by the city council. The development portion of the fee shall be adjusted, starting on October 1, 2004, and on each October 1st thereafter, based on the one-year change (from July to July) in the 20-City Construction Cost Index, as published monthly in the Engineering News Record. Adjustments to the fees based upon the Construction Cost Index shall be automatic and shall not require further action by the city council. The park development component of the fee, as well as the land acquisition component of the fee, may also be reviewed and amended by city council as necessary to reflect current market conditions, as well as sound engineering, financing, and planning information. Adjustments to the fees resulting from these discretionary reviews may be made by resolution amending the master fee schedule. (Ord. 2971 § 1, 2004; Ord. 2886 § 1, 2002). 17.10.120 Geographical distribution of in-lieu fees for land dedication. ....................................................................................................................................................................................................................................................................................................................................... A. The collection of in-lieu fees for land dedication will be separated into two geographical categories, areas east of the I-805 and areas west of the I-805 and the fee for these areas will be as follows: 1. Areas east of I-805. Parkland Acquisition Single-Family Multifamily Mobile Home DUs per Park Acre 95 128 203 Acquisition Cost Per Acre $1,204,200 $1,204,200 $1,204,200 Proposed In-Lieu Fee Per Unit $12,676 $9,408 $5,932 2. Areas west of I-805. Parkland Acquisition Single-Family Multifamily Mobile Home DUs per Park Acre 95 128 203 Acquisition Cost/Acre $474,443 $474,443 $474,443 Current In-Lieu Fee Per Unit $4,994 $3,707 $2,337 (Ord. 3026 § 1, 2005). ORDINANCE NO. ORDINANCE OF THE CITY OF CHULA VISTA AMENDING CHULA VISTA MUNICIPAL CODE CHAPTER 17.10 (PARKLANDS AND PUBLIC FACILITIES) RELATING TO THE PARK ACQUISITION AN DEVELOPMENT FEE REQUIREMENT FOR HOTELS AND MOTELS WHEREAS, Chapter 17.10 of the Municipal Code sets forth the requirements for the dedication and construction of parklands as a condition of new development; and WHEREAS, Section 17.10.120 of the Municipal Code currently requires new hotels and motels to dedicate and construct parklands; and WHEREAS, the City's standard for park lands is 3 acres per 1,000 population; and WHEREAS,hotels and motels do not drive changes in population. NOW THEREFORE the City Council of the City of Chula Vista does hereby ordain as follows: Section I. Chula Vista Municipal Code Chapter 17.10 is hereby amended to read as shown in Attachment A, attached hereto and incorporated herein by this reference. Section IL Severability If any portion of this Ordinance, or its application to any person or circumstance, is for any reason held to be invalid, unenforceable or unconstitutional, by a court of competent jurisdiction, that portion shall be deemed severable, and such invalidity, unenforceability or unconstitutionality shall not affect the validity or enforceability of the remaining portions of the Ordinance, or its application to any other person or circumstance. The City Council of the City of Chula Vista hereby declares that it would have adopted each section, sentence, clause or phrase of this Ordinance, irrespective of the fact that any one or more other sections, sentences, clauses or phrases of the Ordinance be declared invalid, unenforceable or unconstitutional. Section III. Construction The City Council of the City of Chula Vista intends this Ordinance to supplement, not to duplicate or contradict, applicable state and federal law and this Ordinance shall be construed in light of that intent. \\10.176.2.252\granicus_nas\insite\files\CHUL\Attachments\14a94684-6692-4e04-8327-2d59219b9371.doc 1/17/2014 7:52 AM Ordinance No. Page 2 Section IV. Effective Date This Ordinance shall take effect and be in force on the thirtieth day after its final passage. Section V. Publication The City Clerk shall certify to the passage and adoption of this Ordinance and shall cause the same to be published or posted according to law. Presented By: Approved as to form by: Kelly G. Broughton, FASLA Glen R. Googins Development Services Director City Attorney \\10.176.2.252\granicus_nas\insite\files\CHUL\Attachments\14a94684-6692-4e04-8327-2d59219b9371.doc 1/17/2014 7:52 AM COUNCIL RESOLUTION NO. RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA AMENDING CHAPTER 16 (DEVELOPMENT AND IN-LIEU FEES) OF THE CITY'S MASTER FEE SCHEDULE WHEREAS, Chapter 17.10 of the Municipal Code sets forth the requirements for the dedication and construction of parklands as a condition of new development; and WHEREAS, Section 17.10.120 of the Municipal Code currently requires new hotels and motels to dedicate and construct parklands; and WHEREAS, the Parkland Acquisition and Development (PAD) fee program provides a mechanism for collecting fees in-lieu of dedicating and/or constructing parklands; and WHEREAS, Chapter 16 of the City's Master Fee Schedule establishes PAD fees for multiple land use categories; and WHEREAS, the City's standard for park lands is 3 acres per 1,000 population; and WHEREAS, hotels and motels do not drive changes in population; and WHEREAS, the Council wishes to amend Chapter 16 of the City's Master Fee Schedule, as set forth in Exhibit 1, attached and incorporated into this Resolution by reference as if set forth in full. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Chula Vista that it does hereby amend Chapter 16 (Development and In-Lieu Fees) of the City's Master Fee Schedule as reflected in Exhibit 1 to this Resolution. Presented by Approved as to form by Kelly G. Broughton, FASLA Glen R. Googins Development Services Director City Attorney \\10.176.2.252\granicus_nas\insite\files\CHUL\Attachments\c2fOf8b8-33l d-4e60-ac2f-6b0322fO4d46.docx 1/17/2014 7:50 AM MASTER FEE SCHEDULE Chapter 16 - Development& In-Lieu Fees Development & In-Lieu Fees CITY OF City of Chula Vista Development Services CHUTA VISTA 276 Fourth Avenue, Chula Vista, CA 91910 For expansion/renovation of existing projects, fees apply to the net increase in impact only, as determined by increase in dwelling units, gross acres,square feet, or vehicular trips. All rates are current as of the date of this Fee Bulletin. Fees are set by Ordinance or Council Policy. Please contact Development Services to confirm current rate schedule. PUBLIC FACILITIES DIF See Master Fee Schedule Fee Bulletin 16-200 for Applicable: Citywide Vehicular Trip Generation Table Single Family, per dwelling unit(DU) PARK ACQUISITION & DEVELOPMENT Civic Center................................................... $2,756 Police............................................................. $1,671 The Parkland Acquisition and Development (PAD) Corporation Yard...............................................$450 fee consists of two fee components: land Libraries......................................................... $1,582 acquisition and park development. Fire Suppression System..............................$1,393 Program Administration....................................$601 Applicable: Citywide. Parkland acquisition fees vary Recreation Facilities.....................................$1,201 between eastern and western Chula Vista, as divided Single Family Total PFDIF, per DU................ $9,654 by I-Bos. Development fees are consistent citywide. Multifamily. per DU Single Family, per dwelling unit Civic Center................................................... $2,610 Acquisition, west of 1-805.............................$4,994 Police............................................................. $1,805 Acquisition, east of 1-805...........................$12,676 Corporation Yard...............................................$360 Development, citywide.................................. $5,106 Libraries......................................................... $1,582 Total single family fee,west of 1-805.........$10,100 Fire Suppression System..............................$1,001 Total single family fee, east of 1-805.........$17,782 Program Administration....................................$568 Multifamily, per dwelling unit Recreation Facilities.....................................$1,201 Acquisition, west of I-805.............................$3,707 Multi Family Total PFDIF, per DU .................$9,127 Acquisition, east of 1-805............................. $9,408 Commercial, per gross acre Development, citywide.................................. $3,788 Civic Center................................................... $8,792 Total multifamily fee,west of 1-805............. $7,495 Police............................................................. $7,896 Total multifamily fee, east of 1-805............$13,IL96 Corporation Yard...........................................$7,635 Fire Suppression System..............................$3,681 Mobile Home. per unit Program Administration................................$1,917 Acquisition, west of I-805.............................$2,337 Commercial Total PFDIF, per sore.............$29,929L Acquisition, east of I-805............................. $5,932 Development, citywide.................................. $2,390 Industrial. per Gross acre Total mobile home fee,west of 1-805.......... $4,727 Civic Center................................................... $2,779 Total mobile home fee, east of 1-805.......... $8,322 Police............................................................. $1,703 Hotel Motel v v m Corporation Yard...........................................$3,596 ,.,, f 80- $2,4:37- Fire Suppression System..................................$731 Ass+t+e �st�,, oQS............................. Program Administration....................................$606 Ae�s+tiaR, east of 805 ............................. $F,42? "'Wide Commercial Total PFDIF, per acre...............$9,4�L5 m�eWpMeR+ t .................................. $2,4:83 TRAFFIC SIGNAL FFE Total hetel/ etel fee, east of 1 806 ' Applicable: Citywide Fee per vehicular trip.................................... $34.27 City of Chula Vista www.chulavistaca.gov 619.691.5021 October 2013 MASTER FEE SCHEDULE ■ FEE BULLETIN 16-100 Page 2 of 2 EASTERN TRANSPORTATI0N DIF Lodginas (Hotel/Motel), per gross acre unless otherwise specified Applicable:East of 1-805 Low Rise Lodging: < 4 stories, per acre....$70,910 Residential, per dwelling unit(DU) Low Rise Lodging: < 4 stories, per room.....$3,546 Low Density: 0 - 6 DU/gross acre.............$12,494 High Rise Lodging: 4+ stories in height...$106,366 Medium Density: 6.1 - 18 DU/gross acre.. $9,995 High Density: > 18.1 DU/gross acre............$7,496 Industry. per gross acre Senior Housing: > 8 DU/gross acre.............$4,998 Heavy Industry.............................................$42,546 Residential Mixed Use: > 18 DU/gross acre.$4,998 Warehouse/Storage...................................$21,273 Industrial Park.............................................$31,910 Commercial, per gross acre unless otherwise Light Industrial............................................$70,910 specified Mixed Use, per 20,000 SF.......................$199,901 PEDESTRIAN BRIDGE DIFS General: < 5 stories in height...................$199,901 Otay Ranch Village 1, 2. 5. and 6 Pedestrian Regional: > 60 acres or 800,000 SF.......$137,432 Bridge DIF High Rise: >= 5 stories in height..............$349,826 Applicable:Otay Ranch Villages s,2,5, and 6 Other. per Gross acre unless otherwise specified Single Family, per DU.................................... $1,114 Office: < 5 stories in height......................$112,444 Multi Family, per DU .........................................$826 Industrial RTP..............................................$99,958 18-Hole Golf Course, per course..............$874,566 Otay Ranch Village 11 Pedestrian Bridge DIF Medical Center..........................................$812,097 Applicable:0tayRanch Village ss Single Family, per DU.................................... $2,243 Note: Mixed Use projects are subject to both the Multi Family, per DU ..................................... $1,667 Mixed Use Commercial rate for the commercial portion of the project AND the Mixed Use Residential SEWER & DRAINAGE DIFS rate for the residential units. Telegraph Canyon Drainage WESTERN TRANSPORTATION DIF Applicable: Telegraph Canyon drainage basin Applicable: West of 1-805 Fee per acre.................................................. $4,579 Residential, per dwelling unit(DU) Telegraph Canyon Sewer, Gravity Flows Low Density: 0 - 6 DU/gross acre...............$3,546 Applicable: Telegraph Canyon sewer basin Medium Density: 6.1 - 20 DU/gross acre..$2,836 High Density: > 20.1 DU/gross acre............$2,127 Fee per equivalent dwelling unit(EDU) .....$216.50 Mobile Home.................................................$1,773 Pogai Canyon Sewer, Gravity Flows Commercial, per gross acre unless otherwise Applicable:Poggi Canyon sewer basin specified Fee per equivalent dwelling unit(EDU)...........$265 Regional.......................................................$70,910 Community..................................................$99,275 Salt Creek Sewer, Gravity Flows Neighborhood, per gross acre..................$170,185 Applicable:Salt Creek and Wolf Canyon sewer basins Neighborhood, per 1,000 SF......................$17,018 Street Front.................................................$56,728 Fee per equivalent dwelling unit(EDU)....... $1,330 Retail............................................................$56,728 Wholesale Trade.........................................$85,092 Office, per gross acre unless otherwise specified High Rise Office: 6+ stories in height......$212,731 Low Rise Office: < 6 stories, per acre......$106,366 Low Rise Office: < 6 stories, per 1,000 SF..$7,091 Medical Office...........................................$177,276 City of Chula Vista www.chulavistaca.gov 619.691.5021 _ City of Chula Vista CITE CHVIAVISTA Legislation Details (With Text) File#: 14-0015 Name: South Library HVAC Upgrade Design-Build Agreement Type: Consent Item Status: Agenda Ready File created: 1/8/2014 In control: City Council On agenda: 1/28/2014 Final action: Title: RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA(A) CLOSING CAPITAL IMPROVEMENT PROJECT GG214 (THE MUNICIPAL STREET LIGHT RETROFIT PROJECT PHASE II), (B) APPROPRIATING THE PROJECT'S REMAINING $338,282 FUND BALANCE TO THE CAPITAL EXPENDITURES CATEGORY WITHIN THE AMERICAN RECOVERY& REINVESTMENT ACT FUND, AND (C)APPROVING A$338,000 DESIGN BUILD AGREEMENT BETWEEN THE CITY AND ALPHA MECHANICAL FOR THE SOUTH LIBRARY HVAC UPGRADES (4/5 VOTE REQUIRED) Sponsors: Indexes: 3. Healthy Community, 5. Connected Community Code sections: Attachments: Item 7 - Resolution Item 7 - Design-Build Agreement Date Ver. Action By Action Result 1/28/2014 1 City Council RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA (A) CLOSING CAPITAL IMPROVEMENT PROJECT GG214 (THE MUNICIPAL STREET LIGHT RETROFIT PROJECT PHASE II), (B) APPROPRIATING THE PROJECT'S REMAINING $338,282 FUND BALANCE TO THE CAPITAL EXPENDITURES CATEGORY WITHIN THE AMERICAN RECOVERY & REINVESTMENT ACT FUND, AND (C) APPROVING A $338,000 DESIGN BUILD AGREEMENT BETWEEN THE CITY AND ALPHA MECHANICAL FOR THE SOUTH LIBRARY HVAC UPGRADES (4/5 VOTE REQUIRED) RECOMMENDED ACTION Council adopt the resolution. SUMMARY Chula Vista actively manages its 1 ,100 municipal energy and water utility accounts to reduce long- term costs and associated greenhouse gas emissions. Staff has identified the replacement of the South Library heating, ventilation, and air conditioning (HVAC) system as a top priority due its inefficiency and pending mechanical failure. As such, staff is requesting to use the available balance from the Municipal Street Light Retrofit Project - Phase II (GG214) to fund the necessary South Library HVAC upgrades and to enter into a $338,000 Design-Build Agreement with Alpha Mechanical to complete the project. ENVIRONMENTAL REVIEW The Development Services Director has reviewed the proposed project for compliance with the California Environmental Quality Act (CEQA) and has determined that the project qualifies for a Class 1(a) categorical exemption pursuant to Section 15301 (Existing Facilities) of the State CEQA City of Chula Vista Page 1 of 4 Printed on 1/23/2014 powered by LegistarT"" File #: 14-0015, Version: 1 Guidelines because the proposed expenditure of funds will result in the replacement of an existing heating and air conditioning system with no expansion of an existing use. Thus, no further environmental review is required. BOARD/COMMISSION RECOMMENDATION Not Applicable. DISCUSSION The City has over 1 ,100 energy and water utility meters associated with its municipal buildings and facilities totaling over $6.6 million in annual utility costs. As such, City staff actively tracks and manages electricity, natural gas, and water consumption and identifies opportunities to improve their efficient use, thereby reducing long-term utility costs. These efforts are aligned with the Chula Vista Municipal Building Energy Efficiency Policy (Resolution #2005-048) and the revised Climate Action Plan (Resolution #2008-177), which both highlighted energy and water efficiency retrofits as a key strategy to improving local air quality and lowering greenhouse gas emissions. Furthermore, efficiency retrofits typically produce multiple co-benefits such as increased comfort for building occupants and lower maintenance liabilities. City staff has identified the replacement of the South Library heating, ventilation, and air conditioning (HVAC) system as a top energy management priority. In addition to being inefficient, the 18-year old existing HVAC system is on the City's "critical needs" list and its replacement would ensure that the South Library's operation would not be negatively impacted by the current system's pending mechanical failure. As such, staff is requesting approval to appropriate the available balance from the Municipal Street Light Retrofit Project - Phase II (GG214) to fund the South Library HVAC upgrades. The Municipal Street Light Retrofit Project, which was completed under budget by $338,282, was funded using Qualified Energy Conservation Bonds (QECBs). As part of the American Recovery and Reinvestment Act, QECBs allow local governments to access "below market" interest rates to fund energy upgrade projects, because the federal government directly subsidizes 70% of the interest for the issuer. The bond debt service is repaid through the project's resulting energy cost savings. On August 16, 2011 (Resolutions #2011-162 & #2011-163), the City Council approved staff entering into an equipment lease/purchase agreement with Bank of America Leasing & Capital, LLC to purchase the bonds totaling up to $2,256,207 for the Municipal Street Light Retrofit Project. Bank of America has granted the City permission to use the remaining QECB proceeds to implement the HVAC upgrades, because the South Library's improvements would reduce the building's energy use by at least 25%, thus qualifying for QECBs. The HVAC upgrade would also generate approximately $32,600 in additional yearly cost savings, which would be used to help repay the QECB debt service. The City released a Request for Proposals (RFP) for the South Library HVAC replacement on November 6, 2013 to three qualified companies. As a result, the City received and reviewed two contractor bids for the project. Both contractors were subsequently interviewed and further evaluated based on their proposed method for completing the project. Through this competitive bid process, Alpha Mechanical was ultimately chosen as the candidate that best met all the qualifications outlined in the RFP. As such, staff is requesting City Council approval to enter into a $338,000 Design-Build Agreement with Alpha Mechanical to perform the South Library HVAC system upgrades. The Design Build Agreement is presented for your approval on the City's standard form, customized for this particular scope of work. Key provisions include: City of Chula Vista Page 2 of 4 Printed on 1/23/2014 powered by LegistarT"" File #: 14-0015, Version: 1 1 . Guaranteed Maximum Price. Design Builder is obligated to complete the Project at a cost not to exceed $338,000 ($307,500 base bid, plus $30,500 contingency). 2. Date for Completion. The Project must be completed by February 28, 2014. Unauthorized delays may result in liquidated damages of$100 per day. 3. Phased Design and Construction Work. The Project will be completed in three phases, including Design Development, Final Construction Plans and Construction. 4. Payments; Hold Back. Because of the timing for project implementation, the Design Builder shall be paid in a lump sum upon project completion and acceptance, with a 5% hold-back for 35 days to allow for processing of any subcontractor claims. 5. Bonds, Indemnity, Insurance. The contract requires bonding, indemnities and insurance per City standards in order to secure contract performance and mitigate risk. DECISION-MAKER CONFLICT Staff has reviewed the property holdings of the City Council and has found that Councilmember Ramirez has property holdings within 500 feet of the boundaries of the property which is the subject of this action. Although this could create a conflict for Councilmember Ramirez, pursuant to California Code of Regulations sections 18704.2, 18705, and 18705.2, it does not. Because the action solely concerns the repair or replacement of existing public facilities, the effect of the decision on Mr. Ramirez's real property is presumed not to be material. Accordingly, no conflict exists. Staff is not independently aware, nor has staff been informed by any City Councilmember, of any other fact that may constitute a basis for a decision maker conflict of interest in this matter. LINK TO STRATEGIC GOALS The City's Strategic Plan has five major goals: Operational Excellence, Economic Vitality, Healthy Community, Strong and Secure Neighborhoods and a Connected Community. The South Library HVAC upgrade supports the Healthy Community goal as it helps to protect natural resources and promote sustainability (Strategy 3.2) and the Connected Community goal as it will ensure uninterrupted Library programs and services (Strategy 5.2). CURRENT YEAR FISCAL IMPACT The proposed project's staff time will be fully covered by the City's existing SDG&E Local Government Partnership budget. The project's construction costs will be fully funded by the existing Qualified Energy Conservation Bond proceeds. Once the bond debt is repaid, the City's General Fund will realize the annual energy cost savings. PROJECT COSTS A. D/B Agreement Amount (Alpha Mechanic$307,500 Contingency $30,500 TOTAL PROJECT COSTS $338,000 ONGOING FISCAL IMPACT It is anticipated that the project's estimated utility cost savings will fully cover the QECB debt service City of Chula Vista Page 3 of 4 Printed on 1/23/2014 powered by LegistarT"" File M 14-0015, Version: 1 over its 11-year term. Once the bonds are repaid, the General Fund would realize the total avoided energy costs annually. After installation is completed, the system will require routine maintenance, which is already included in the Public Works Department's annual budget. City of Chula Vista Page 4 of 4 Printed on 1/23/2014 powered by LegistarT" COUNCIL RESOLUTION NO. RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA (A) CLOSING CAPITAL IMPROVEMENT PROJECT GG214 (THE MUNICIPAL STREET LIGHT RETROFIT PROJECT PHASE II), (B) APPROPRIATING THE PROJECT'S REMAINING $338,282 FUND BALANCE TO THE CAPITAL EXPENDITURES CATEGORY WITHIN THE AMERICAN RECOVERY & REINVESTMENT ACT FUND, AND (C) APPROVING A $338,000 DESIGN BUILD AGREEMENT BETWEEN THE CITY AND ALPHA MECHANICAL FOR THE SOUTH LIBRARY HVAC UPGRADES (4/5 VOTE REQUIRED) WHEREAS, staff actively tracks and manages electricity, natural gas, and water consumption and identifies opportunities to improve their efficient use, thereby reducing long- term utility cost; and WHEREAS, City staff has identified the replacement of the South Library heating, ventilation, and air conditioning(HVAC) system as a top energy management priority; and WHEREAS, the inefficient existing HVAC system is on the City's "Critical Needs" list due to its pending mechanical failure; and WHEREAS, staff is requesting approval to use the available balance from the Municipal Street Light Retrofit Project—Phase II (GG214)to fund the South Library HVAC upgrades; and WHEREAS, the Municipal Street Light Retrofit Project was funded using Qualified Energy Conservation Bonds, which were part of the American Recovery and Reinvestment Act and allow local governments to access "below market" interest rates to fund energy upgrade projects; and WHEREAS, the City received two contractor bids for the project after releasing a Request for Proposals (RFP) for the South Library HVAC upgrades on November 6, 2013 to three qualified companies; and WHEREAS, Alpha Mechanical was ultimately chosen as the candidate that best met all the qualifications outlined in the RFP. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Chula Vista, that it approves closing Capital Improvement Project GG214 (Municipal Street Light Retrofit Project Phase II) and appropriating the remaining fund balance of $338,282 to the Capital Expenditures category within the American Recovery& Reinvestment Act Fund in order to replace the HVAC system at the South Library. Resolution No. Page 2 BE IT FURTHER RESOLVED by the City Council of the City of Chula Vista, that it approves a $338,000 Design-Build Agreement, between the City and Alpha Mechanical, in the form presented, with such minor modifications as may be required or approved by the City Attorney, a copy of which shall be kept on file in the Office of the City Clerk, and authorizes and directs the Mayor to execute same. Presented by Approved as to form by Richard A. Hopkins Glen R. Googins Director of Public Works City Attorney DESIGN BUILD AGREEMENT FOR HVAC AND CONTROL SYSTEM EMERGENCY REPLACEMENT AT THE SOUTH LIBRARY BRANCH IN THE CITY OF CHULA VISTA THIS Agreement shall be for the design and construction of improvements and the payment of permitted costs therefore("Agreemenf'). This Agreement is made and entered into this January 28,2014,by and between THE CITY OF CHULA VISTA,a municipal corporation("City"),and ALPHA MECHANICAL INC,a TYPE S CALIFORNIA CORPORATION("Design Builder or DB"). City and DB,when referenced herein,may be referred to individually as"Party"and collectively as"Parties." This Agreement is entered into with reference to the following facts: RECITALS 1. The facility of the South Chula Vista Library branch consists of an estimated 55,000 square feet of environmentally controlled interior space. There are 3 separate heating and air-conditioning(HVAC)systems for the entire complex. The main library as well as the administration offices is served by(1)large 100-ton air- handling unit. 2. The original mechanical design for the library's 100-ton air-handler including the separate refrigerant based split condensing unit,otherwise known as a direct expansion(DX)system,has seen many mechanical failures since its initial installation. During the first two years of operation,the system experienced 9 separate compressor failures fortunately;the contractor while still under the warranty covered most of the costs. However,since then(3)additional compressors failures have occurred at a replacement cost including all parts and labor of approximately$8,000.00 to$10,000.00 per repair. 3. It is estimated that by replacing the existing DX semi hermetic condensing unit to a chilled water system could feasibly increase the systems efficiency by an estimated 30 to 40 percent. A new energy efficient chiller would not only save on energy and operating costs,it would also save on the continuous reactive repairs that are currently needed to ensure that the public has a facility that is environmentally clean and comfortable. 4. In September 2013 the control system for the DX system completely failed and left the unit only operational in the manual mode. 5. As part of an emergency effort,on November 6,2013 the Department of Public Works,Engineering Division, issued a Request for Proposal(RFP),pursuant to §2.57 of the City's Municipal Code,to address the emergency replacement of the DX unit and all control components,to qualified Design-Build firms off the Priority List. 6. The following companies were sent requests for proposals:Alpha Mechanical,Emcore/Mesa Mechanical,and Comfort Systems USA.Two(2)qualified companies responded to the RFP. 7. Following an interview,the Design Builder(DB)Alpha Mechanical,was selected as the respondent who best met the design,monetary and time criteria of the project with which City could negotiate an agreement. 8. As part of DB's proposal,DB submitted a"Not to exceed Gross Maximum Price"for the Project in the amount of Three hundred seven thousand five hundred dollars.($307,500.00) ("Estimated Cosf'/"EC"). 9. Following City's approval of 90% Value Engineered Construction Documents("CD"),DB shall submit a guaranteed maximum price("GMP")for Three hundred thirty eight thousand dollars.($338,000.00),not to exceed the Gross Maximum Price($307,500.00)plus City Contingency($30,500.00),for which the project shall be designed and constructed. 10. DB shall complete the Project,as a public improvement,according to plans and specifications approved by City,for an amount not to exceed the GMP. NOW THEREFORE,in consideration of the recitals,mutual obligations of the Parties,the covenants and conditions herein,and for other good and valuable,the sufficiency of which is hereby acknowledge,the Parties agree as follows: ARTICLE I. DEFINITIONS ADA: The Americans with Disabilities Act of 1990 and any amendments thereto. Acceptance: Final approval by the City Inspection Team following the Final Inspection that Project Improvements are complete and work required on the Punch List has been finished. As-Builts: Project Record Documents that are the Contract plans modified from the original concept of the design to reflect the actual product built. CEQA: California Environmental Quality Act. Calendar Day(s): All days of the week,holidays and weekends included. Change Order: A written order,approved by City,authorizing a change in the work to be performed. City: The City of Chula Vista.Unless specifically provided otherwise,whenever this Agreement requires an action or approval by City,that action or approval shall be performed by the City representative designated by the Agreement. City Council: The City Council of the City of Chula Vista. City's Project Administration Costs: Charges that City incurs to:(i)administer the acquisition of the Property, (ii)review and approve the plans and specifications for the project improvements,and(iii)inspect the project improvements during construction,until completion and Acceptance of the Project. Contract Documents: Including,but not limited to:Contract Addenda,Notice Inviting Bids,Instructions to Bidders,Bid(including documentation accompanying Bid and any post-bid documentation submitted prior to Notice of Award),the Bonds,the general conditions,permits from other agencies,the Special Provisions,the Plans, Standard Plans,Standard Specifications,Reference Specifications,and all modifications issued after the execution of this Agreement approved in writing by the City. Contract Time: The number of Calendar Days permitted under this Agreement for D/B to achieve Substantial Completion. Defective Work: All work,material,or equipment that is unsatisfactory,faulty,incomplete,or does not conform to the Contract documents is defective. Design Build Team(D/BT):Those individuals designated as being a part of the Design Build Team. Estimated Cost: The total cost of the Project as estimated in preliminary cost estimates as shown in Exhibit A Extra Work: Any City additions,modifications,or deletions to work or D/B obligations under this Agreement not within the original Scope of Work contemplated by this Agreement. Final Completion: The point at which the last of the following has occurred:(1)recordation of a Notice of Completion for the Project;(2)acceptance of the Project by the City;(3)submission of all documents required to be supplied by D/B to City under this Agreement,including but not limited to As-Built Drawings,warranties,and operating manuals;and(4)and delivery to City of a Certificate of Completion duly verified by D/B. Greenbook: The most recent edition of the Standard Specifications for Public Works Construction(including any City of Chula Vista standard special provisions). Guaranteed Maximum Price("GMP"): The maximum compensation to which D/B may be entitled for the performance of all Services,Work,and obligations and the satisfaction of all conditions under this Agreement, 2 which amount shall include all authorized costs for labor,equipment,and material to design and build a fully functional Project in accordance with all applicable rules,regulations,and laws. Hard Construction Costs: Direct construction costs incurred in performing the work,including taxes,delivery and installation. Hard Construction costs shall not include DB markup,handling fees,overhead,or other charges, except as otherwise set forth in this Agreement. Hazardous Materials: Hazardous waste or hazardous substance as defined in any federal,state,or local statute, ordinance,rule,or regulation applicable to the Property,including,without limitation the Comprehensive Environmental Response,Compensation,and Liability Act of 1980,as amended(Title 42 United States Code sections 9601-9675),the Resource Conservation and Recovery Act(Title 42 United States Code sections 6901- 6992k),the Carpenter Presley-Tanner Hazardous Substance Account Act(Health and Safety Code sections 25300- 25395.15),and the Hazardous Waste Control Law(Health and Safety Code sections 25100-25250.25). "Hazardous Materials" shall also include asbestos or asbestos containing materials,radon gas,and petroleum or petroleum fractions,whether or not defined as hazardous waste or hazardous substance in any such statute,ordinance,rule,or regulation. Holiday: The City-observed holidays. Law: All Federal,State,or local laws,regulations,ordinances,and/or policies. Milestones: Dates shown on the Project Schedule by which DB shall complete major tasks either during design or construction of the Project. NEPA: National Environmental Policy Act. Notice to Proceed: City's written notice authorizing DB to continence Work and/or Services on the Project. Notice of Termination: A written notice from City to DB terminating the Agreement in accordance with Article XXVII. Project Site: The property located at 389 Orange Avenue and further described in Exhibit"A",attached. Reimbursable Costs: N/A Services: Professional services,including design and construction management of the Project that are required to design and construct the Project in accordance with the Contract Documents. Services does not include Work. Substantial Completion: That stage in the progress of the construction when all Work on the Project is sufficiently complete in accordance with the Construction Documents,so that City can fully utilize entire Project; Substantial Completion shall further mean that all goods,services and systems to be provided under the terms and conditions of the Construction Documents are in place,have been initially tested,and are operationally functional,subject only to final testing,balancing and adjustments and normal Final Completion punch list work. Title 24: California Building Standards Code,California Code of Regulations,Title 24. Work: All labor,materials,supplies,and equipment that are necessary to construct the Project in accordance with the Contract Documents.Work does not include Services. Working Day(s): Monday through Friday,excluding City holidays. ARTICLE IL SCOPE OF THE AGREEMENT 2.1 General. Except as expressly provided in this Agreement,DB shall design and construct the Project in accordance with all the terms and conditions of this Agreement,approved Plans and Specifications,and the timeframes established by the Project Schedule,attached as Exhibit A delivering a complete and functional Project within the Contract Time for an amount not to exceed the GMP. ARTICLE III. TERM 3.1 Term of Agreement. This Agreement shall be effective on the date it is executed by the last Party to sign the Agreement following City Council approval by Resolution. The term of this Agreement will extend from the date of execution until satisfaction of all terms and conditions herein,unless this Agreement is earlier terminated. 3 ARTICLE IV.GENERAL PROJECT PERFORMANCE OBLIGATIONS 4.1 Standard of Care. Throughout the performance this Agreement,performed under this Agreement,D/B agrees that all Services and Work provided as part of this Agreement shall be performed in accordance with the standards customarily adhered to by experienced and competent professional architectural,engineering, landscape architecture,and construction firms using the degree of care and skill ordinarily exercised by reputable professionals practicing in the same field of service in the State of California. 4.2 Compliance with all Laws. In the performance of this Agreement,D/B shall comply with all laws,including but not limited to: 4.2.1 All City,County,State,and Federal laws,codes and regulations,ordinances,and policies,including, but not limited to,the following: 4.2.1.1 Environmental Regulations(i.e.CEQA/NEPA). 4.2.1.2 The Americans with Disabilities Act("ADA")and Title 24 of the California Building Code.It is the sole responsibility of D/B to comply with all ADA and Title 24 regulations. 4.2.1.3 The California Fair Employment and Housing Act and all other State,Federal and local laws including,but not limited to,those prohibiting discrimination on account of race,color, national origin,religion,age,sex or handicap. 4.2.1.4 The Clean Air Act of 1970,the Clean Water Act(33 USC 1368)-Executive Order 11738, and the Stormwater Management and Discharge Control-Ordinance No.0-17988. 4.2.1.5 D/B shall comply with the Essential Services Building Seismic Safety Act,SB 239& 132. 4.2.1.6 D/B shall comply immediately with all directives issued by City or its authorized representatives under authority of any laws,statutes,ordinances,rules,or regulations. 4.2.1.7 D/B shall obtain and comply with all permits necessary top complete the Project,including, but not limited to Development Services Department permits and hazardous material permits. 4.2.1.8 Zoning,environmental,building,fire and safety codes and coverage,density and density ratios and lien laws. 4.2.2 Implied Knowledge of Laws. D/B shall be responsible for all amendments or updates to standards and of all amendments or updates to standards,whether local,state,or federal,and such knowledge will be imputed to D/B to the extent allowed by law. 4.3 Design and Construction Standards. In the performance of the Services and Work covered by this Agreement,D/B shall comply the most current versions of design and construction specifications,all of which shall be incorporated herein by this reference. 4.3.1 Standard Specifications. 4.3.1.1 Greenbook. The 2009 Edition of the Standard Specifications for Public Works Construction. 4.3.1.2 California Department of Transportation Manual of Traffic Controls for Construction and Maintenance Work Zones. 4.3.2 City Specifications. 4.3.2.1 The 2009 Edition of the Chula Vista Standard Special Provisions. 4.3.2.2 The 2012 Edition of the Regional Standards. 4.3.2.3 The 2002 Edition of the Chula Vista Construction Standards. 4 4.3.2.4 The City's facility program,performance and design criteria,concept drawings,and reports. 4.3.3 Energy Conservation Standards. 4.3.4 Materials Standards. DB shall use industrial grade,not residential grade,equipment and accessories for all facets of design and construction. 4.4 Obtain City Approval. For any and all actions under this Agreement that require City approval,including, but not limited to,changes or additions to Agreement,DB shall obtain approval in writing from the designated City Representative,or when required by Law,from the City Council. DB acknowledges that approval from any individual other than the designated City Representative or City Council,where required,shall not be valid. 4.4.1 Failure to Obtain Approval. Any costs or delays resulting from or associated with additions or modifications implemented without the written authorization of the City Representative shall be borne exclusively by DB and not be grounds for an increase in GMP or Contract Time. 4.4.1.1 Emergency. In the event of an emergency,DB shall take all reasonable actions necessary to protect public health,safety or property. Such action shall not require advance City approval; however,DB shall notify the City immediately of the emergency and as soon as reasonably possible provide a written statement to the City explaining the emergency and the reasonable actions taken. Provided the emergency was not caused by or its creation contributed to by the DB,its employees,agents,or subcontractors,DB may be entitled to reasonable compensation for such actions. 4.4.2 No Release From Obligations. City approval shall be a general approval only,and such approval shall in no way release or relieve DB of responsibility for complying with all applicable laws,codes,and good consulting,design,or construction practices. 4.5 Decision Making. DB shall make decisions with reasonable promptness to avoid delay in the orderly progress of DB's obligations under this Agreement and pursuant to the Project Schedule,attached as Exhibit «A„ 4.6 Perform Services and Work in Phases. The Services and Work under this Agreement shall be performed in three(3)"Phases"in the manner and order described herein. ARTICLE V. PHASE I-DESIGN DEVELOPMENT 5.1 Design Team. City has awarded this Agreement based on the specific qualifications of DB to perform the design services required under this Agreement. All such services shall be provided by DB unless the City has approved of the use of Subconsultants in the manner identified in Article VIII. 5.2 Services. In Phase I,DB shall perform services with City Staff including,but not limited to,the following: 5.2.1 Project Development. Develop and refine Project requirements. 5.2.2 DDD. Prepare complete DDDs,such that the DDDs include,without limitation,the following: 5.2.2.1 Site-Plans. Site plan with peAineat nates and dimetisiolls illdieatitig pr-apel4y line; exis4ftg elements.use spet4s field,se4ba4l field,4&fma4 skate area,play areas,shelters,!a-ndseape and site 5.2.2.2 Floor-Plans. Floor-plans ineluding gmphieally dematis4a4tig ii#efier-and witer-ior-vva4s fenestfation with nates,dimensions and Odlines;room mmes,stfifetwal bay spaeing with 5.2.2.3-Roof Plans. Roof plans including detailed notes,dimensions,mechanical equipment locations, define material for mechanical screens,skylights and roof access,roof materials,roof drainage and establish window-washing concept. 5 5.2.2.4 Building Sections. Building sections,which shall include veAica4 dimensions,floor-assemb4y 5.2.2.5 ;visible r-oof4ep elements; existitig and new line of gr-ade;iiidieate of floor-s��leader-lines;and veftiea4 dimetisions;notes,dimensions and gr-id lines, 5.2.2.6 finishes;head and sill wid fqeer-to eeiling; stFuetffal elements and assemblies;intei4or-and extei4er-wall assembly; 5.2.2.7 Outline specifications,written description of materials and components including site work. 5.2.2.8 Traffic circulation and landscaping should also be indicated at this stage if applicable. 5.2.3 Code Compliance. Verify all code compliance,including building construction type,occupancy sprinkler requirements,existing,zoning and other agency conformance and ADA. 5.2.4 Submittals. Prior to proceeding with Phase II,DB shall prepare and submit the following to the City for review and written approval. 5.2.4.1 DDDs. Completed DDD. 5.2.4.1.1 Conditional Approval. In the event that City grants conditional approval,DB shall address all City comments or issues and make associated revisions in the next set of drawings developed and submitted. 5.2.4.1.2 Delay/Costs. Any delay or additional costs resulting from the re-submittal shall be borne exclusively by DB and not be grounds for an increase in the GMP or Contract Time. 5.2.4.2 Other Deliverables. 3D rendered images,color and material boards,reflected ceiling plans, and special system or equipment plans. ARTICLE VI. PHASE II 6.1 Phase II Services. In Phase II of the Project,DB's shall perform Services including,but are not limited to, the following: 6.1.1 Project Development. DB shall diligently prosecute the development and refinement of Project requirements and review such requirements with City; 6.1.2 Digital Documentation. DB shall prepare CD's which shall include,without limitation,the following: 6.1.2.1 Architectural plans and details,including: 6.1.2.1.1 Site plan indieating gener-al laeation and nattife of an site a-Rd the FleeessaFy eg site 6.1.2.1.2 Floor-plans,ineluding Feet shah Ong spaee assigp-ments,sizes, -Ra 10eat;°n a insta4ed or-fixed and movable equipment that affeets the design of the spa6es. 6.1.2.1.3 6.1.2.1. ,and all systems 1° at 6.1.2.1.5 aGeow"modation of Affietiefia4 systems. 6.1.2.1. . 6 6.1.2.2 Styucoffa4 drawings including plans and sections of sufficient clar-ity and daail to show ..1 es afid plie ble fnat°ri.al lists 6.1.2.3 Mechanical plans and details. 6.1.2.4 r ands ape an T....:gatiei pla „fia ,1e4ai sNL 6.1.2.5 Electrical plans and details N/A. 6.1.2.6 StORR at plans and details. 6.1.2.7 Plans si.°..,;,,g insta4 ti°„ of majoF st@ °n. F.,°a a,..,.ishi gs.,fia g ,hie 6.1.2.8 Technical specifications. 6.1.2.9 All other technical drawings,schedules,diagrams and specifications,to set forth in detail the requirements for construction of the Project which,at a minimum,include: 6.1.2.9.1 Information customarily necessary for the use of those in the building trades. 6.1.2.9.2 Documents customarily necessary to obtain regulatory agency approvals. 6.1.2.9.3 Color-board and ar-ehiteetwul..°„a°fi fig f r° r°a p ° °n., flans 6.1.2.10 Mechanical design documentation consisting of continued development and expansion of schematic mechanical design consisting of: 6.1.2.10.1 Single line layouts and the approximate sizing of all equipment and capacities, preliminary equipment layouts. 6.1.2.10.2 , aeatlstiea4...-.d yibF..ti...-.s.. .-.4Fo ..1 : i-ts ....it ° ..4:i..-. 6.1.2.11 @Wetr4eal design eansisting 4, 6.1.2.11.1 ,eleetriea4,eaww=ieatians audia visual, ., 6.1.2.11.2 , , n 6.1.2.12 and eleetFiea4 elements. 6.1.2.13 Final specifications,including but not limited to,the following: 6.1.2.13.1 , final&aefiar-and interior-material seleeti°n 6.1.2.13.2 Mechanical. Description of air conditioning,heating and ventilation systems and controls,ducts,and piping system. 6.1.2.13.3 ; a4afffis; 6.1.2.13.4 , 7 6.1.2.13.5 Play Are-as Description of lay€quipment includingg installation pr-osedum-, 6.1.2.13.6 Site WaFkQene+al dessriptienofthe senstfuetien, ineludifig finishes,t"es a 6.1.2.13.7 Other. Such other documents to fix and describe the size,quality and character of the entire Project,its materials,and such other elements as shall be appropriate. 6.1.2.14 ,room sizes equipment,for-pWmbing 0 6.1.3 Project Sequencing. DB shall determine and establish the sequence of construction,and if appropriate,identify separate bid packages to accomplish phased construction of the Project. 6.1.4 Critical Path. DB shall prepare a detailed Critical Path Method schedule for all construction components of the Project("Detailed Construction Schedule")utilizing Microsoft Project software, showing all major milestones,bid dates for the major bid packages,commencement of construction, sequence of construction,completion of structural elements,and completion of the South Chula Vista Library 14VAC Project,all of which shall conform with the dates of Substantial Completion and Final Completion of Project. 6.1.5 Governmental Review. DB shall review,as needed,the CD's with the governmental authorities having jurisdiction over the Project. 6.1.6 Accounting System. DB shall provide a master accounting system and matrix on Microsoft Excel that will be updated,expanded,and provided to the City monthly as the Project develops. 6.1.7 Project Management Plan. DB shall develop and implement a Project Management Plan and Procedures including: 6.1.7.1 Project status reports. 6.1.7.2 Coordination/interface with the City and its other consultants/contractors 6.1.7.3 Initial Design kickoff meeting to be held no later than five(5)working days from the Effective Date of Agreement. 6.1.7.4 Biweekly Design and Construction meetings 6.1.7.5 Interface and communications with other agencies 6.1.7.6 Vendors and subcontractors management 6.1.7.7 Document control 6.1.7.8 Schedule and budget control 6.1.7.9 Quality assurance and quality control. DB shall establish and maintain a quality control program with appropriate reviews and independent testing procedures to ensure compliance with the Construction Documents during the construction phase. 6.6.10 Scheduling and cost control reports,which shall be provided monthly throughout the design phase. 6.1.8 Construction Drawings and Specifications. DB shall prepare construction drawings and specifications suitable for obtaining City-approved permits and to allow construction. 6.1.9 City Approval. DB shall submit Construction Documents and obtain City approval in writing of the Construction Documents at fifty percent(50%),seventy percent(70%),and ninety percent(90%) completion. 6.1.9.1 Condition Precedent. City approval of the Construction Documents is a condition precedent to authorization to proceed with subsequent work on the Project. 8 6.1.9.2 Notification,Modification,and Resubmittal. At 50%,70%and 90%Completion,City will notify DB in writing within the timeframes established in the Project Schedule following receipt of Construction Drawings of City approval,or of request for modifications. If modifications are requested,DB shall modify and resubmit Construction Drawings for City approval. 6.1.9.3 DB Support. DB shall provide support to a City Constructability Review Team for the review of the Construction Documents at all stages of required submission. 6.1.10 Materials and Equipment Specifications. DB shall prepare technical materials and equipment specifications for pre-purchase. 6.1.11 Surveying and Testing. DB shall coordinate,perform,and complete all surveying,materials testing, and special testing for the Project at the Project site as required by this Agreement,the State Building Code,or any other law or regulation,in accordance with and considering the following: 6.1.11.1 Greenbook 2009 Section 2-9 titled"Surveying"and City of Chula Vista's Horizontal and Vertical Control found on the Survey Control Network Map located on the City's Internet via the following link: hqp://www.chulavistaca. og v/City Services/Development Services/En ing eering/index.asp 6.1.11.2 Existing Conditions. DB shall obtain all necessary soils investigation and conduct agronomic testing required for design of the Project.The Soils Consultant shall prepare a statement that will be included in the Bidding Documents as to the nature of soils,ground water conditions and any other information concerning the existing conditions of the site. 6.1.11.3 Utilities. DB shall provide all required information for the construction or relocation of Public or private utility facilities that must be constructed or relocated as a result of this Project. DB shall file all of the required documents for the approval of authorities having jurisdiction over the Project and in obtaining the services of all utilities required by the Project. 6.1.11.4 Geotechnical Information. DB shall obtain all necessary geotechnical information required for the design and construction of the Project.The Project Engineering Geologist and/or Project Soils Engineer(qualified R.C.E.or R.G.E.)shall prepare a statement that will be included in the Bidding Documents,to address existing geotechnical conditions of the site that might affect construction. 6.1.11.5 Additional Surveys. DB shall provide additional site surveys and geotechnical investigations to the extent that DB determines they are necessary for final design. 6.1.11.6 No Reliance. DB shall not rely on City survey information as it is intended to be preliminary in nature and may not have sufficient accuracy or scope to support final design. 6.1.12 SWPPP. DB shall prepare and incorporate into the Construction Documents a Stormwater Pollution Prevention Plan("SWPPP")to be implemented by the DB during Project construction. Where applicable,the SWPPP shall comply with both the California Regional Water Quality Control Board Statewide General Construction Storm Water permit and National Pollution Discharge Elimination System permit requirements and any municipal regulations adopted pursuant to the permits. 6.1.13 Alternatives. DB shall evaluate alternative structural and construction approaches to ensure economical designs,which optimize constructability,yet meet all codes,architectural concepts, schematic designs,and standard specifications of the Project. 6.1.14 Permits. DB shall obtain general building permit for Phase III and all ancillary permits and licenses, including but not limited to,demolition permits,improvement permits and grading permits at the Notice to Proceed to that phase of the project. 6.1.15 Updated Costs. DB shall provide updated construction cost estimates in conjunction with the submittals required in Section 6.1.9 to support Value Engineering("VE")and constructability reviews. 6.1.16 Final Review and Approval of Plans and Specifications. DB shall deliver to City complete Construction Documents,including Construction Drawings,Plans and Specifications for the design 9 and construction of the Project. City agrees to review the Construction Documents and provide City's written comments to DB within 10 Business Days of the date such Construction Documents are delivered to City in accordance with the notice provisions in Article XXIX.Approval shall not be unreasonably withheld. If requested by City,DB shall make changes to the Construction Documents. ARTICLE VIL PHASE III.—CONSTRUCTION PHASE WORK AND SERVICES 7.1 Phase III.Work and Services. The DB shall construct the Project in accordance with City-approved plans and specifications prepared by the DB to meet or exceed all requirements of the City provided program, schematic design and the performance criteria.The DB shall: 7.1.1 Bidding. DB shall prepare and submit to the City for review separate bid packages,such bid packages shall be organized in the manner that DB determines is appropriate ensure the efficient and cost effective construction of the Project. 7.1.1.1 Competitive Bidding. D/B shall eampetitively bid the r-espeetive bid paek-ages&r-the of the pr-qjeet. 7.1.1.2 provided to all pFespeetive biddeFs. 7.1.1.3 Scheduling. DB shall coordinate scheduling of bid packages,submittals. 7.1.1.4 Bid Results. DB shall submit to the City a summary of bid results for each bid package. 7.1.1.5 Bid Protests. DB shall hear and decide bid protests and shall develop and maintain bid protest procedures for that purpose. City shall be timely informed of all bid protests(prior to resolution)and the outcome of said protests. 7.1.1.6 Equal Opportunity Contracting/Nondiscrimination. DB shall not discriminate on the basis of race,gender,religion,national origin,ethnicity,sexual orientation,age,or disability in the solicitation,selection,hiring or treatment of subcontractors,vendors,or suppliers.DB shall provide equal opportunity for subcontractors to participate in subcontracting opportunities. DB understands and agrees that violation of this Subsection shall be considered a material breach of this Agreement and may result in contract termination,debarment,or other sanctions. The language of this Subsection shall be inserted in contracts between DB and any subcontractors,vendors,or suppliers. 7.1.1.7 Executing Contracts. DB shall be responsible for entering into subcontracts,in DB's own name,with the bidder who in DB's discretion and professional opinion best meets the monetary,time,and performance requirement of the Project. DB shall be responsible for ensuring that these contracts fully comply with all applicable local,state and federal laws, some but not all of which are listed below. 7.1.1.8 Additive Alternatives. DB shall require additive alternates for extended warranties in bid packages for roofing and HVAC systems. 7.1.2 Meetings. DB shall conduct meetings identified below: 7.1.2.1 Preconstruction Meeting. DB shall conduct a preconstruction meeting with its officers,agents and employees and City.The purpose of this meeting is to discuss:(i)the Agreement conditions,(ii)Scope of Work clarifications,and(iii)City policies,inspection requirements, and procedures. 10 7.1.2.1.1 Attendance. DB shall ensure that the preconstruction meeting is attended by DB's construction contractor,project manager,all DB's major subcontractors,the City's project manager and all other persons necessary as determined by DB or City. 7.1.2.2 Progress Meetings. DB shall conduct weekly progress meetings with the City and appropriate design and construction members. 7.1.2.3 Contractor Meetings. DB shall conduct contractor meetings,as necessary,to provide technical input. 7.1.2.3.1 DB shall provide interpretation of technical specifications and drawings. 7.1.2.4 Rescheduling. Progress Meetings may be rescheduled if rescheduled meeting times are convenient for all necessary parties,and DB has given no less than five(5)Calendar Days prior written notice of the rescheduled meeting. 7.1.2.5 Minutes. DB shall take corresponding meeting minutes and distribute copies to all attendees. 7.1.2.6 Reporting. DB shall monitor and report to the City on actual performance compared to the Project Schedule,provide updated As-Builts,and verify that the latest changes to the Project,if any,have been made. 7.1.3 Construction Management. During construction of the Project,DB shall perform and be responsible for construction management,supervision,and administration services,including,but not limited to, tracking and reporting all expenses and all aspects of the construction and coordinating all construction means,methods,techniques,sequences and procedures to ensure the efficient and orderly sequence of the construction of the Project. 7.1.3.1 Resident Management. DB shall provide resident management and contract administration, including specialists necessary for the functional,safe,on-budget and on-schedule completion of the Project,starting with the issuance of a Notice to Proceed,upon receipt of final construction drawings,from the City and extending through issuance of Notice of Completion and Acceptance. City staff will perform inspections to verify compliance with the plans, specifications and contract documents. The DB resident staff shall ensure construction compliance with applicable local,state,and federal codes,building and environmental permit requirements,construction mitigation documents and enforcement of the Contract Documents. 7.1.3.2 Records Management. DB shall implement and maintain an internal records management and document control system as required to support project operations.The DB shall provide records management and document control information in a manner consistent with the City's reporting system. 7.1.3.3 Cash Flow. DB shall develop a project-specific Plan for defining,tracking and reporting cash flow activity requirements and submit such plan to the City for review and approval prior to implementation. 7.1.3.4 Reporting. DB shall keep City informed of the progress and quality of the design and construction of the Project. 7.1.3.5 Documents On-Site. DB shall maintain a complete and up-to-date set of Construction Documents in the Projects field office at all times during construction that reflect all changes and modifications. 7.1.4 Site Safety, Security, and Compliance. DB shall be responsible for site safety,security, and compliance with all related laws and regulations. 7.1.4.1 Persons. DB shall be fully responsible for the safety and security of its officers,agents,and employees, City's officers,agents,and employees,and third parties authorized by DB to access the Project site. 7.1.4.2 Environmental. DB shall administer and enforce the Environmental Mitigation Monitoring and Reporting Plan for the Project,if any. In addition,DB shall report environmental issues to the City in a manner consistent with the City's reporting system. DB shall be responsible for 11 the environmental consequences of the Project construction and shall comply with all related laws and regulations,including the Clean Air Act of 1970,the Clean Water Act,Executive Order number 11738,and the Stormwater Management and Discharge Control Ordinance No. 0-17988 and any and all Best Management Practice guidelines and pollution elimination requirements as may be established by the Enforcement Official. 7.1.4.3 Risk of Loss. D/B is responsible for the Project,project site,materials,equipment,and all other incidentals until the Project has been Accepted by the City and shall bear any costs or expenses associated with the loss thereof or damage thereto,including by theft,fire,or other casualties. 7.1.5 7.1.5.1 Mater-ia4s Testitig. Q�B shall pay foF and GOOFdinate with Gity to hav@ all Hqat@Fial tests Wi4liff rod within the Publ a g1.♦ of,.a. 7.1.5.3 Follow a4l Laws,Pailes,and Regulations. QLB agfees to fellow all City standaFds and r-eoatians while wofking in the Publie right of way,ineluding btit iiat limited v titilizi 7.1.6 Traffic Control. D/B shall address all traffic control requirements for the Project including,if necessary,separate traffic control plans and/or notes. 7.1.7 Abatement. D/B shall develop a mutually agreed upon program to abate and minimize noise,dust,and disruption to access for parking and services at all times for adjacent business entities and residences. 7.1.8 Inspections. D/B shall coordinate any and all required inspections,including special inspections,in such a manner that the progress of construction is not affected or impacted. The D/B shall provide surveying,and other contracted services as required to complete project construction inspection and testing tasks. The City will provide inspection,special inspection,re-inspection services,and periodic building inspections. 7.1.9 Permits. The Parties acknowledge that the construction work to be performed on the Project by D/B in compliance with this Agreement is subject to the prior issuance of building,land development,and/or public improvement permits paid for and obtained by D/B.In the event that City,or any other governmental agency,unreasonably refuses to issue the permit(s)necessary to authorize the work to be performed or if the permit(s)are unreasonably canceled or suspended,then D/B is relieved from its obligation to construct those improvements covered by the denial of said permit(s).City shall,under such circumstances,pay D/B the reasonable costs,not to exceed the amounts identified in this Agreement,for all work completed up to the date of denial of said permit(s). All plans,specifications and improvements completed to the date of the denial, suspension or cancellation of said permit(s) shall become the property of City upon DB's receipt of payment in full as described above. 7.1.10 Maintenance. D/B shall ensure Project is maintained in a clean,neat,sanitary and safe condition free from accumulation of waste materials or rubbish. Until Acceptance of the Project,D/B shall be responsible for on-going site maintenance,including any erosion prevention measures. Prior to Final Completion,D/B shall cause to be removed from and about the Project all tools,construction equipment,machinery,surplus materials,waste materials and rubbish and deliver the site to the City in a clean,neat,sanitary and safe condition. 7.1.10.1 Waste Removal. Please be advised that Chula Vista Municipal Code 8.24.070 provides for an exclusive franchise for the removal and conveyance of all solid waste for hire(including recyclables)within City limits. The exclusive franchise agreement covers any hauling activity that requires the generator or their agent to pay a fee for any service connected with removing or conveying waste. The City's franchise hauler is Allied(formerly Pacific)Waste Services and may be reached at(619)421-9400. 12 7.1.11 Request for Information ("RFI'). Parties acknowledge that the RFI process is solely for correspondence between DB and its agents;however,DB shall submit copies of each RFI to City at the within twenty-four(24)hours of receipt.DB shall issue responses to RFIs. Unless DB specifically requests a City response,City will not respond to RFIs. 7.1.12 Review and Approval. DB shall provide timely review and approve shop drawings,samples of construction materials,product data,schedule submittals,and other submittals for compliance with the Construction Documents. DB shall keep the City advised of all such matters being reviewed and approved by DB and forward copies of such documents to City for review. 7.1.13 Royalties and Other Fees. DB shall pay royalties and license fees,if applicable. DB shall defend suits or claims for infringement of patent rights and shall defend and hold City and City's agents harmless from loss on account thereof 7.1.14 Provide City with a Detailed Construction Schedule(DCS)on an disc(CD)within fourteen(14) working days after receiving Notice to Proceed with Phase IV,provide updated versions of DCS on a monthly basis,and provide immediate notice of any impact on critical path items. ARTICLE VIIL SUBCONTRACTING 8.1 Subcontracting. 8.1.1 Design Services. DB shall perform or obtain the prior written consent of the City to subcontract all design services for the Project utilizing qualified,licensed and sufficiently experienced architects, engineers and other professionals(herein jointly"Design Consultants"). DB shall not be permitted to substitute any Design Consultant unless authorized by City. 8.1.2 Construction Services. DB shall perform all construction on the Project utilizing subcontractors appropriately licensed by the California Contractors State License Board or other required agency. ARTICLE IX. PROJECT SCHEDULE 9.1 Proiect Schedule. DB shall perform and complete the Services and Work under this Agreement according to the timeframes set forth in the Project Schedule,attached hereto as Exhibit"A",or a subsequently revised Project Schedule in such a manner that the GMP or Contract Time of the Project shall not be exceeded and that is consistent with the Standard of Care identified in Section 4.1. 9.1.1 Project Schedule. DB has submitted,as part of its proposal,a Project Schedule based on its estimate of the time necessary to complete the Project. 9.1.2 D/B's Obligation. Subsequent to the effective date of this Agreement,DB shall provide,coordinate, revise,and maintain the Project Schedule for all phases of the Project. 9.1.2.1 During the Project initiation and design phases,the DB shall submit an updated Project Schedule monthly to the City for approval. 9.1.2.2 During Construction,DB shall submit an updated Project Schedule monthly to the City and shall include: 9.1.2.2.1 Forecast Data with the intended plan for the remainder of the contract duration. 9.1.2.2.2 Actual Data with indications of when and how much Work and/or Services was performed(%complete). 9.1.2.2.3 Logic changes or other changes required to maintain the Project Schedule. 9.1.3 Detail and Format. The Project Schedule shall be substantially similar in detail and form to Exhibit A or it shall be in the form subsequently agreed to by the Parties. 9.1.4 Submittal. Project Schedule shall be submitted to City on a computer disk in a version of Microsoft Project or Excel spreadsheet. 13 9.2 Proiect Completion. DB acknowledges that all work on the Project's Construction Phase I under this Agreement will be complete and ready for its intended use by the Project Completion Date,February 28,2014. 9.3 Changes in Project Schedule. Changes in Project Schedule,whether to logic,definition,or relationship must be approved by the City in writing as a Change Order pursuant to the manner identified in Article XIII. ARTICLE X. DELAY IN PERFORMANCE 10.1 Time of Essence. Time is of the essence for this Agreement and each provision of this Agreement,including the Project Schedule,Start Date,and Project Completion Date contained herein,unless otherwise specified in this Agreement. DB shall perform all Services and Work as expeditiously as is consistent with standard of care identified in Section 4.1. 10.2 Notification of Delay.If the DB anticipates or has reason to believe that the performance of Services and/or Work under this Agreement will be delayed,the DB shall immediately notify the City. A written notice of the delay must be delivered to the City within five(5)Calendar Days of the initial notification,unless the City allows an additional period of time to ascertain more accurate data in support of the request.The written notice shall include an explanation of the cause of the delay,a reasonable estimate of the length of the delay,and all supporting data.The DB shall include a written statement that the time adjustment requested is the entire time adjustment to which DB has reason to believe it is entitled as a result of the cause of the delay.An increase in time for completion does not necessarily mean that DB is entitled to an increase in GMP.If in the opinion of the City,the delay affects a material part of the Project,the City may exercise its rights under Article XXVII of this Agreement or any other remedy available in law or equity. 10.3 Delay. If delays in the performance of Services or Work required under this Agreement are caused by unforeseen events beyond the control of the Parties,such delay may entitle the DB to a reasonable extension of time or to additional compensation.Any such extension of time must be approved in writing by the City. The following conditions may justify such a delay:war;changes in law or government regulation;labor disputes; strikes;fires,floods,adverse weather or other similar condition of the elements necessitating cessation of the DB's work;inability to obtain materials,equipment,or labor;required additional Professional Services;or other specific reasons agreed to between the City and the DB;provided,however,that:(i)this provision shall not apply to,and the DB shall not be entitled to an extension of time,additional costs,or expenses for,a delay caused by the acts or omissions of the DB,its consultants,contractors, employees,or other agents;and(ii)a delay caused by the inability to obtain materials,equipment,or labor shall not entitle the DB to an extension of time unless the DB furnishes the City,in a timely manner,documentary proof satisfactory to City of the DB's inability to obtain materials,equipment,or labor. 10.3.1 Caused by City. If DB reasonably believes that any action,inaction,decision or direction by City or agent for the City will likely result in the GMP or Contract Time being exceeded or the Project being completed late,DB will notify City at Project Team meeting and in writing within five(5)calendar days of discovering such action,inaction,decision,or direction. Included in such notice will be an estimate of the cost and time impact resulting from such action,inaction,decision or direction. DB shall provide complete and accurate pricing within ten(10)calendar days of said discovery. 10.4 Costs of Delay/Liguidated Damages. City and DB recognize that time is of the essence in this Agreement and that City will suffer financial loss if the Project is not completed by the Substantial Completion Date identified in the Project Schedule or any extensions subsequently approved. As the exact amount of financial loss cannot be accurately forecasted,the Parties have used their best efforts to establish an estimate of such loss. In doing so,the Parties have examined all of the circumstances and factors associated with a delay and have determined an amount that is fair and reasonable as liquidated damages. City and DB agree that DB shall pay as liquidated damages(but not as a penalty)for each calendar day of delay beyond the time specified for Substantial Completion of the Project,the following amounts which DB expressly agrees are"not unreasonable under the circumstances"as defined in California Civil Code §1671(b): $100 for each calendar day. Liquidated Damages shall not be assessed after the date on which Substantial Completion is achieved. In lieu of paying damages to the City,the Parties agree that City may choose to reduce the GMP by the amount of the liquidated damages. ARTICLE XI. PROJECT COSTS 14 11.1 Estimated Cost. The Estimated Cost of Project,according to the RFP Three hundred seven thousand five hundred dollars.($307,500.00)The City's obligation under this Agreement shall not exceed the Estimated Cost;however,once a GMP is determined and approved,the GMP shall become the not to exceed amount of Three hundred thirty eight thousand dollars.($338,000.00).GMP is subject to change pursuant to methods established in this Agreement. 11.1.1 Cost Schedule. The GMP has been allocated among each activity or portion of the Project("Itemized Cost(s)"). The Itemized Costs are included in Exhibit "A",attached. The cost incurred by the DB for a specific activity or portion of the Project shall not exceed the associated Itemized Cost. 11.2 GMP. At 90%complete construction documents,DB shall establish a GMP and submit such GMP to the City for approval. 11.2.1 Not to Exceed Amount. The GMP shall not exceed$ Three hundred thirty eight thousand dollars.($ 338,000.00).Any costs incurred by DB in excess of said GMP shall be the sole responsibility of the DB,unless a Change Order is approved by the City pursuant to Article XIII of this Agreement. 11.2.1.1 Included Costs. In calculating the GMP,DB shall include costs of the following: 11.2.1.1.1 All Design Consultants,including but not limited to architectural,structural,civil, mechanical,electrical,communications,graphics and art consultants,landscape architects,and acoustical,audio visual,lighting,and security consultants. 11.2.1.1.2 Estimating,value engineering and construction management. 11.2.1.1.3 Construction supervision and project management personnel,including but not limited to superintendents,Project managers,Project secretaries,Project engineers, Project accountants,and all other DB personnel wherever located. 11.2.1.1.4 All on-site and off-site equipment,supplies and facilities,including but not limited to,computers,estimating,dictating,communication and accounting equipment, office space,trailers,field equipment and storage facilities. 11.2.1.1.4.1 Option to Purchase. In no case shall the cumulative monthly rental charges to the Project for equipment and Small Tools used by the DB exceed 90%of the fair market value of any one piece of equipment or Small Tools. At City's option,the full price for equipment or Small Tools may be paid,and City may take possession upon completion of the Work. 11.2.1.1.5 All Hard Construction Costs. 11.2.1.1.6 DB Contingency Fund,$30,500.00 11.2.1.1.7 Reimbursable Costs. Example:Permit fees. 11.2.1.1.8 DB Fixed Fee for the complete design and construction of the entire Project as specified in the 90%CD's. 11.2.1.1.9 No more than$12,000.00 for General Conditions. 11.2.1.1.10 All home-office and field overhead costs of any type including document control and retention; 11.2.1.1.11 All business license costs; 11.2.1.1.12 All profit DB intends to earn under this Agreement. 11.2.1.1.13 All direct and incidental costs incurred by DB,except for those specifically identified under the General Conditions section. 11.2.1.1.14 N/A 15 11.2.1.2 Full Compensation. Unless otherwise expressly provided in this Agreement,GMP shall be the maximum amount of compensation to due to DB for all permitted costs of any type incurred by DB in performing all services and obligations under this Agreement. 11.2.2 Itemization. DB shall provide City with an itemization of the GMP that reconciles the GMP with the itemized costs. The itemization shall include the following: 11.2.2.1 DB Fixed Fees.The fees charged by the contractor for staff,equipment,office space and overhead during the term of the project. 11.2.2.2 Hard Construction Costs. Hard Construction Costs broken down into categories for each of the major trades for the Project,which will include labor,material expenses,equipment costs,and a reasonable DB Contingency Fund. 11.2.2.3 N/A 11.2.3 Alternate Bid Items. DB shall prepare,with the cooperation of the City,alternate bid items to assure that the cost of the Project will not exceed the GMP. 11.2.4 Adjustments to GMP Based on Approved Change Orders. GMP may be changed,increased or decreased,based on Change Orders approved pursuant to Article XIII. 11.2.5 Adjustments Based on Other Cost Increases. GMP may be increased due to:(i)acts of God,acts of any governmental authority,the elements,war,litigation,shortages of material,labor strikes,inflation, later commonly accepted or adopted higher standards and specifications of construction,concealed or unknown conditions encountered in the completion of the Project,or other cause beyond DB's control,(ii)actual bids received being greater than estimated,or(iii)other factors not the result of unreasonable conduct by DB.The GMP may be increased by the amount of such increases;however, if GMP as proposed to be increased shall exceed the Estimated Costs,such change to GMP shall be subject to approval by City Council. 11.3 Duty to Advance Costs. DB shall advance all costs for Project subject to Reimbursement in the manner described in Article XVI. 11.4 Use of Proiect Contingency. Project Contingency shall not be used without prior,written City approval and shall not be used for: (i)work required due to DB's,its officers',agents' or employees'failure to perform Work or Services according to the terms of this Agreement,in compliance with the Construction Documents, and/or Law;or(ii)uninsured losses resulting from the negligence of D/B,its officers,agents,or employees. 11.5 Notification of Increased Costs. If,at any time,the DB anticipates that the amount expended on the Project will exceed the Estimated Cost or the GMP,when established,the DB shall immediately,not more than ten (10)Working Days from becoming aware of the potential increase,notify the City in writing.This written notification shall include an itemized cost estimate and a list of recommended revisions that the DB believes will bring the Project cost to within the Estimated Cost or GMP.Following the delivery of the Notice,DB shall assist the City in reviewing the itemized cost breakdown and adjusting the Scope of Work and establishing a revised Project,the cost of which will not exceed the Estimated Cost or GMP,once establish. 11.5.1 City Action. Following consultation with the D/B,the City may choose to:(i)approve an increase in the amount authorized for the Project;(ii)delineate a project,which may be constructed for the budget amount;(iii)any combination of(i)and(ii);or terminate the Project subject to the termination provisions in Article XXVII. ARTICLE XIL PRODUCTS 12.1 Submittals. Prior to the bidding process,DB shall submit for City approval a list of products intended for use in the Project.Upon D/B's completion of plans and specifications,City will review and approve products specified therein.DB shall provide City a copy of each submittal for City approval throughout the duration of construction within twenty(20)Calendar Days of D/B's receipt of submittal.Approval is general approval only and in no way relieves DB of its sole responsibilities under this Agreement or any and all laws,codes,permits or regulations. 16 12.2 Substitutions. DB shall submit all requests for product substitutions to City in writing within thirty(30) Calendar Days after the date of award of the construction contract.After expiration of the thirty(30)Calendar Days, City will allow substitution only when a product becomes unavailable due to no fault of DB's contractor.City shall review substitution requests within thirty(30)Calendar Days of submission of such requests.DB agrees that City requires Consultant's input and as such DB shall coordinate a five(5)Working Day review by its Consultant. 12.2.1 Substantiate Request. DB shall include with each substitution request complete data substantiating that the proposed substitution conforms to requirements of the Contract Documents. 12.2.2 D/B Representations. By submitting a substitution request,DB is representing to City all of the following:(i)DB has investigated proposed product and determined that in all respect the proposed product meets or exceeds the specified product;(ii)DB is providing the same warranty for the proposed product as was available for the specified product;(iii)DB shall coordinate installation and make any other necessary modifications which may be required for work to be complete in all respects; and(iv)DB shall waive any claims for additional costs related to the substituted product,unless the specified product is not commercially available. 12.2.3 Separate Written Request. City will not consider either substitutions that are implied in the product data submittal without a separate written request or substitutions that will require substantial revision of construction contract documents. 12.3 Samples. 12.3.1 Postage. Samples shall be sent to DB's office,carriage prepaid. 12.3.2 Review. DB shall furnish to City for review,prior to purchasing,fabricating,applying or installing, (2)two samples(other than field samples)of each required material with the required finish. 12.3.2.1 Where applicable,all samples shall be 8"x 10"in size and shall be limited in thickness to a minimum consistent with sample analysis.In lieu thereof,the actual full-size item shall be submitted. 12.3.2.2 DB shall assign a submittal number.DB shall include with each submission a list of all samples sent,a statement as to the usage of each sample and its location in the Project,the name of the manufacturer,trade name,style,model,and any other necessary identifying information. 12.3.2.3 All materials,finishes,and workmanship in the complete building shall be equal in every respect to that of the reviewed sample. 12.3.2.4 City will return one submitted sample upon completion of City review. 12.3.2.5 DB's,or DB's agent's,field samples shall be prepared at the site. Affected finish work shall not commence until DB or its agents have been given a written review of the field samples. 12.3.3 Not a Release of Liability. City's review of samples in no way relieves DB of DB's responsibility for construction of Project in full compliance with all Contract Documents. 12.4 Observe Testing. When appropriate,DB shall witness testing and review materials and equipment testing results and provide comments regarding conformance with specification requirements. ARTICLE XIIL CHANGE ORDERS 13.1 When Required, Change Orders shall be required in the following instances: 13.1.1 GMP. Any adjustment in GMP. 13.1.2 Contract Time. Any adjustment in Contract Time of Completion Date. 13.1.3 Use of Contingency Fund. At any time DB seeks to use the Contingency Fund,irrespective of impact on the GMP or Contract Time. 13.1.4 City Requests. The City directs DB to perform Additional Services. 17 13.1.5 Other. Any other instance for which this Agreement expresses that a Change Order shall be used. 13.2 Process for Approval of Chance Orders. Within five(5)Calendar Days of any event that gives rise to the need for a Change Order,the D/B shall provide the City with written notice of the need for the same. The Change Order must indicate whether the change will affect,in any way,by increasing or decreasing,the GMP, Project Schedule,or project quality established during the design and submittal review process. In addition,it shall be accompanied by a detailed and complete estimate of cost impact associated with the Change Order, including all appropriate direct and indirect costs and credits. All such costs and credits shall be accurately categorized into D/B Fixed Fee,Reimbursable Costs or Hard Construction Costs. D/B shall also provide City with a realistic estimate of the impact,if any,the Change Order will have on the Contract Time. 13.2.1 Project Manager Approval. If the Change Order request does not result in an increase in the Estimated Cost,the City's project manager shall either approve or reject the Change Order in writing within ten (10)Working Days of receiving DB's written notice,provided D/B has submitted complete documentation substantiating the need for such Change Order. If City fails to respond to DB's written notice within the ten(10)Working Days,the Change Order request shall be deemed denied. 13.2.2 City Council Approval. For Change Orders not subject to section 12.2.1,City Council approval is required. The City Council may either approve,reject,or approve in part such Change Orders. Council Approval shall not be subject to the ten(10)Working Day response time provided for in section 12.3.1. 13.3 Written Approval of Change Orders. D/B shall not proceed on work requested under a Change Order, absent written approval from the appropriate authority. Any Services or Work,which require t he approval of a Change Order,perform by D/B prior to approval shall not be reimbursed. 13.4 Failure to Agree on Cost of Change Order or Time. In the event there is any disagreement or dispute between the Parties as to whether the D/B is entitled to a Change Order,the amount of the Change Order or any increase in Contract Time requested through the Change Order,the dispute shall be resolved by the Director of Public Works. If the determination of the Director of Public Works is challenged,such challenge shall be address in the manner identified in Section 29.17. D/B shall not have the right to stop or delay in the prosecution of any services or work,including services or work that is the subject of the Change Order(if directed by the City),pending the determination of the Director of Public Works or,if applicable,final resolution. Instead,D/B shall continue diligently prosecuting all such services and work. 13.4 Full Compensation. Payment to D/B for Change Orders shall provide full compensation for all equipment, materials,labor,field and home office overhead,mark-ups,and profit necessary to complete the work. By executing a Change Order,the D/B or DB's representative acknowledges that no additional compensation or claims for items of work listed in the Change Order will be allowed. 13.5 Errors and Omissions. D/B shall not be reimbursed for any costs or expenses of a Change Order resulting from a design error or omission,DB's negligence,or the negligence of any of DB's agents or subagents.D/B shall be reimbursed for any costs or expenses of a Change Order resulting from a design error or omission that is the direct result of a City request for such design or omission. The City reserves the right to seek reimbursements for any funds used due to errors or omissions of the Design Consultants,DB's negligence,or the negligence of any of DB's agents,or subcontractors. 13.6 City Refusal to Approve Chanp-e Order. D/B shall not have the right to terminate this Agreement for the City's refusal to approve a Change Order pursuant to Sections 12.2.1or and 12.2.3 ARTICLE XIV. EXTRA WORK 14.1 City Authority to Order Extra Work. City may at any time prior to Project Completion order Extra Work on the Project. The sum of all Extra Work ordered shall not exceed five percent(5%)of the Estimated Cost at the time of the Bid Award,without invalidating this Agreement and without notice to any surety. 14.1.1 Requests in Writing. All requests for Extra Work shall be in writing,shall be treated as,and are subject to the same requirements as Change Orders. D/B shall not be responsible for failure to perform Extra Work,which was requested in a manner inconsistent with this section. 18 14.2 Bonds Required for Extra Work. D/B's and its agents'bonds,required under Article XXIV,shall cover any Extra Work provided that the Extra Work is paid for by the Project Budget 14.3 Reimbursement for Extra Work. Work performed by D/B as Extra Work is reimbursable in the same manner described in Article XVL The Project contingency as described in Article X,will be used first to cover the costs of Extra Work. 14.4 Markup. D/B will be paid a reasonable allowance for overhead and profit for Extra Work. The allowance shall not exceed five percent(5%)of the approved costs for the Extra Work. ARTICLE XV.CHANGED CONDITIONS 15.1 Changed Conditions. Changed Conditions shall be addressed under the Greenbook section 3-4;however, Parties acknowledge that even if Changed Conditions are found to be present,the Project shall not exceed the GMP without express City Council approval of an increase to the Project Budget.Absent such express approval of additional funds,D/B shall provide City with value engineering and Parties will return Project to within the total Project cost. ARTICLE XVI. PAYMENT TERMS 16.1 Payment 16.1.1 Funds for Payment. D/B shall only be entitled to payment for Services and Work performed under this Agreement from the funds appropriated for the Project. 16.1.2 Maximum Payment. D/B shall be entitled to payment in an amount not to exceed the GMP or subsequently approved increase in GMP. D/B is not entitled to payment for unapproved expenses, unapproved increases in costs,or other increases caused by D/B negligence,omissions,or failure to seek approval for additional or increased costs. 16.1.3 Application for Payment. D/B shall submit to City a certificate and application for payment on or before the 5th day of each calendar month("Payment Application"). The Payment Application shall be based upon the percentage of completion of the Schedule of Values plus any Reimburseable Costs,less any payments previously made by the City,incurred or advanced for the Project for which D/B was has not previously received payment. The Payment Application must include all relevant documents in accordance with Section 15.1.6. If the City determines that all relevant documents have not been submitted,City shall request that D/B provide additional documentation.D/B shall provide additional documentation within ten(10)Working Days of request.City is not obligated to make payment to D/B until City has received all relevant documentation to support Reimbursement Request.After all appropriate cost documentation has been received and City approves the Payment Application,City shall make payment to D/B of all uncontested charges within thirty(30)Calendar Days of receipt of a complete Payment Application. 16.1.3.1 Withholding. From each payment,five percent(5%)will be deducted and retained by the City,and the remainder will be paid in accordance with the terms and conditions of this Agreement. No payment made to D/B or its sureties will constitute a waiver of any rights the City has under this Agreement. This section is not intended to limit any rights the City may have under the Performance or Payment Bond. In lieu of withholding retention under this Agreement,at the election of D/B,City will deposit retention amounts into escrow and/or the substitution of securities for money as provided in California Public Contract Code Section 22300. 16.1.3.2 Payment of Withholding. The City will pay the D/B for the amounts withheld thirty-five(35) Calendar Days from recordation of the Notice of Completion,providing that no Stop Notices or Mechanic's Liens have been filed since the recordation of the Notice of Completion. 16.1.3.2.1 Where a Stop Notice or Mechanic's Lien has been filed following the recordation of the Notice of Completion,the amount in controversy shall continue to be withheld until a fully executed release of Stop Notice or Mechanic's Lien has been filed and a conformed copy delivered to the City. 19 16.1.3.3 Contested Charges. In the event City contests any charges contained in the Payment Application,the dispute shall be resolved in the manner identified in Section 21.6. DB shall not have the right to stop or delay in the prosecution or any Services of Work,pending the determination of the Director of Public Works or,if applicable,final resolution. Instead DB shall continue to diligently prosecute all Work and Services. During the time of the dispute, the City shall withhold the amount of the charge in question. 16.1.3.4 Cutoff for Submission of Reimbursement Requests. DB shall submit all Reimbursement Requests within six(6)months of the date on which Final Completion occurs and City accepts the Project. Any Reimbursement Request submitted after the Cutoff Date shall not be reviewed or included in Reimbursable Cost. 16.1.4 Verification of Reimbursement Request. DB shall supply documentation to support the Reimbursement Request including,but not limited to,proof that all mechanic liens have been released, copies of invoices received and copies of cancelled checks,substitute checks,or image replacement documents showing that payment has been made in connection with the Reimbursement Request in the following manner: 16.1.4.1 DB shall submit two(2)copies of a Reimbursement Request(cover letter,invoice,and documentation)to the City. 16.1.4.2 After review and approval,the City shall prepare a memorandum to the Financing Department that the invoice is appropriate to pay.The memorandum shall indicate any costs to be disallowed and the reason for the disallowance. 16.1.4.3 Prior to the approval of the Reimbursement Request,City has the right to verify whether or not the materials and work for which reimbursement is being requested have been installed and performed as represented in the Reimbursement Request. 16.1.5 Non-reimbursable Costs. Except to the extent that City expressly assumes the risk of loss under this Agreement,City shall exclude from the amounts payable to DB the fair value,as determined by City,of property that is destroyed,lost,stolen,or damaged rendering it undeliverable or unusable for City.In addition,DB is not entitled to reimbursement for any cost or expenditure that has not been approved by the City in the manner required by this Agreement or the City Charter and rules, regulations,or laws promulgated there-under. ARTICLE XVIL INSPECTION 17.1 Inspection Team. The Project shall be inspected by a team composed of,at a minimum,the following:i.) representatives of the City,ii.)representative from DB's Design Team,iii.)the Construction Manager,and iv.Representative, (iii)DB's Consultant(s),and(e)the DB's construction superintendent[Inspection Team] 17.2 Inspection Stages. The Project shall be inspected by the Inspection Team at minimum during the following stages: (i)when required by code, (ii.)as directed by the" Special Inspections"provision, (iii)bi-weekly. 17.3 Access. City,its consultants,subcontractors,independent testing laboratories as well as other governmental agencies with jurisdictional interests will have access at reasonable times with the project managers approval for this observation,inspecting and testing. DB shall provide them proper and safe conditions for such access and advise them of DB's safety procedures and programs so that they may comply. 17.4 Additional Inspections. City will make,or have made,such inspections and tests,as the City deems necessary to see that the Work is being accomplished in accordance with the requirements of the Construction. 17.5 Notice. DB shall give City timely notice of readiness of the Work for all required on and off-site inspections, tests,or approvals and shall cooperate with inspection and testing personnel to facilitate required inspections or tests. DB shall give at least 24 hours notice for on-site inspection and five(5)days notice for off-site inspection. 17.6 Costs of Inspection. Unless otherwise specified,the cost of inspection and testing will be borne by the City. Any expenses associated with re-inspection shall be borne by DB. 20 17.7 Concealing Work. Prior to concealing work,DB shall obtain approval of work from the City and as required by all State Building Codes. City has the right to stop or suspend Work activities which will conceal or cover up DB Work product which is to be inspected or tested,or which will interfere with the inspection or testing activities,for a reasonable time and DB will have no right to additional cost or time it may incur as a result of the Work stoppage. 17.8 Defective Work. In the event such inspections or tests reveal non-compliance with the requirements of the Construction Documents or defective work,the provisions and process of Article XXII shall apply. 17.9 Not a Waiver of Obligations. Neither observations by the City nor inspections,tests,or approvals by City or others shall relieve DB from DB's obligations to perform the Work in accordance with the Construction Documents.This approval is general approval only and in no way relieves DB of its sole responsibilities under this Agreement or any and all laws,codes,permits or regulations. ARTICLE XVIIL PROJECT COMPLETION 18.1 Notice to City. When DB determines that the Project is complete,DB shall notify the City in writing of the Projects status within seven(7)Calendar Days of the DB's determination. The notice shall certify to City that the Project has been completed in accordance with the Construction Documents,all applicable building codes and regulations,all permits,licenses,and certificates of inspection,use and occupancy,and ordinances relating to the Project. 18.2 Walk-Through Inspection. A preliminary Walk-Through Inspection shall be conducted by City within ten (10)Working Days following DB's notice to City of completion("Walk-Through Inspection"). The Walk- Through Inspection will be conducted by the Inspection Team identified in Article XVII,Section 16.1. 18.2.1 Punch List. A Punch List,if necessary,shall be prepared by City during the Walk-Through Inspection. The Punch List shall be presented to DB by the RE within three(3)Working Days of the Walk- Through Inspection.DB shall correct the items listed on the Punch List within thirty(30)Calendar Days of receipt of the punch list and prior to the Final Inspection. 18.2.2 Failure to Identify Items. As to any items not included on the Punch List or later discovered,nothing in this section is intended to limit DB's obligations under this Agreement and City will maintain all remedies available under this Agreement and the law. 18.3 Equipment Demonstration. Prior to final inspection,DB shall demonstrate to City the operation of each system in the Project,and instruct City personnel in operation,adjustment and maintenance of equipment and systems,using the operation and maintenance data. 18.3.1 Startup. The DB shall supervise,manage,and coordinate all project startup and testing activities for mechanical systems within the provisions of the project Contract Documents. 18.3.2 Reporting. The DB shall report progress of project startup and testing to the City in a manner consistent with the City's reporting system. 18.4 Final Inspection. Provided DB has corrected the Punch List items and notified the City of the correction ("Notice of Correction''),the Final Inspection for the Project shall be scheduled and conducted within ninety (90)Calendar Days of the Notice of Correction. ARTICLE XIX. PROJECT ACCEPTANCE AND FINAL COMPLETION 19.1 Acceptance. Upon approval by the Inspection Team during the Final Inspection that Project improvements are complete and that work required on the Punch List has been finished,City shall accept the Project ("Acceptance"). Upon Acceptance,DB shall do all of the following: 19.1.1 Notice of Completion. The City shall execute and file a Notice of Completion with the County Recorder of San Diego County and shall provide the DB with a conformed copy of the recorded Notice of Completion. 21 19.1.2 Lien and Material Releases. DB shall cause all contractors and subcontractors to provide lien and material releases as to the Project and provide copies of such lien and material releases to the City or, upon approval of City which shall not be unreasonably withheld,provide bonds in lieu of lien and material releases in a form reasonably acceptable to City for all such work. 19.2 Final Completion. Final Completion of the Project shall be deemed to occur on the last date of the following events:(i)recordation of the Notice of Completion with a conformed copy to DB;(ii)submission of all documents required to be supplied by DB to City pursuant to this Agreement,including As-Built Drawings, warranties,and operating and maintenance manuals;or issuance of a final certificate of occupancy. 19.2.1 As-Builts. City will evaluate the submitted As-Builts for accuracy and completeness and may return comments.DB shall meet with City until all issues are resolved.Upon issue resolution,in accordance with disputed work procedures in Section 21.6,DB shall submit a mylar set and three (3)final blueline sets of As-Builts stamped by the architect/engineer of record as required by law. 19.3 No Waiver. DB's obligation to perform and complete the work in accordance with the Contract Documents shall be absolute.Neither recommendation of any progress payment or acceptance of work,nor any payment by City to DB under the Contract Documents,nor any use or occupancy of the Project or any part thereof by City,nor any act of acceptance by City,nor any failure to do act,nor any review of a shop drawing or sample submittal,will constitute an acceptance of work,which is not in accordance with the Contract Documents. ARTICLE XX. PROJECT DELIVERABLES 20.1 Proiect Deliverables. Prior to Acceptance,DB shall deliver all of the following to the City in the format required: 20.1.1 As-Builts. DB shall provide As-Builts on 3 sets of paper and electronic format(pdf)or CAD files on CD disks. 20.1.1.1 As-Builts shall show by dimension accurate to within one(1)inch,the centerline of each run of conduits and circuits,piping,ducts,and other similar items as determined by City,both concealed and visible.DB shall clearly identify the item by accurate note such as"cast iron drain"galvanized water,etc.DB shall clearly show,by symbol or note,the vertical location of the item("under slab","in ceiling","exposed",etc.),and make all identification sufficiently descriptive that it may be related reliably to the specification. DB shall thoroughly coordinate all changes on the As-Builts making adequate and proper entries on each page of specifications and each sheet of drawings and other documents where entry is required to properly show the change. 20.1.1.2 DB shall include all of the following on the As-Builts: 20.1.1.2.1 Depth of foundation in relation to finished first floor 20.1.1.2.2 Horizontal and vertical locations of underground utilities and appurtenances, with references to permanent surface improvements. 20.1.1.2.3 Locations of internal utilities and appurtenances,with references to visible and accessible features of the structure. 20.1.1.2.4 Field changes of dimensions and details. 20.1.1.2.5 Changes authorized by approved proposal requests,construction Change Orders, discussion with City that resulted in any change/deviation from City's program, specifications,approved plans,equipment or materials. 20.1.1.2.6 Details not issued with original Construction Drawings,designibuild plans deferred approvals,etc. 20.1.1.2.7 Upon completion of work,obtain signature of licensed surveyor or civil engineer on the Project record set verifying layout information. 22 20.1.1.2.8 Show locations of all utilities on-site with size,and type of pipe,if different than specified,and invert elevations of pipe at major grade and alignment changes. 20.1.1.2.9 The title"PROJECT RECORD"in 3/8"letters. 20.1.1.3 DB shall maintain a set of As-Builts at the Project site for reference.DB shall ensure that changes to the As-Builts are made within twenty-four(24)hours after obtaining information. Changes shall be made with erasable colored pencil(not ink or indelible pencil),shall clearly describe the change by note(note in ink,colored pencil or rubber stamp)and by graphic line, shall indicate the date of entry,shall circle the area or areas affected and,in the event of overlapping changes,use different colors for each change. 20.1.2 Operation and Maintenance Manuals. DB shall submit all Operation and Maintenance manuals prepared in the following manner: 20.1.2.1 In triplicate,bound in 8'/z x 11 inch(216 x 279 mm)three-ring size binders with durable plastic covers prior to City's Final Inspection. 20.1.2.2 A separate volume for each system,including but not limited to,mechanical,electrical, plumbing,roofing,irrigation,and any other system as determined by City,with a table of contents and index tabs in each volume as follows: 20.1.2.2.1Part 1:Directory,listing names,addresses,and telephone numbers of DB's subcontractors,agents,suppliers,manufacturers,and installers. 20.1.2.2.2Part 2:Operation and Maintenance Instructions,arranged by specification division or system.For each specification division or system,provide names,addresses and telephone numbers of DB's agents,suppliers,manufacturers,and installers. In addition,list the following: (i)appropriate design criteria;(ii)list of equipment;(iii)parts list;(iv)operating instructions;(v)maintenance instructions, equipment;(vi)maintenance instructions,finishes;(vii)shop drawings and product data;and(viii)warranties. 20.2 Ownership of Project Deliverables. Upon Final Completion or Termination,Project Deliverables shall become the property of the City. DB and City mutually agree that the Contract documents for the Project shall not be used on any other work without the consent of each Party. Assemble and deliver to City upon Final Completion all records,documents,warranties,bonds,guarantees,maintenance/service contracts,and maintenance and operating manuals ARTICLE XXI.WARRANTIES 21.1 Warranties Required. DB shall provide and require its agents to provide the warranties listed below.This warranty requirement is not intended to exclude,and shall not exclude,other implicit or explicit warranties, guarantees or relevant manufacturer's warranty period provided,required or implied by law. 21.1.1 Materials and Workmanship. DB shall guarantee,and shall require its agents to guarantee,all work on the Project against defective workmanship and materials furnished by DB for a period of One(1) year from the date of Project's Final Completion. Both parties shall agree upon an acceptable maintenance plan provided by Alpha in lieu of the required second year warranty period. DB shall replace or repair any such defective work in a manner satisfactory to City,after notice to do so from City,and within the time specified in the notice. 21.1.2 New Materials and Equipment. DB shall warrant and guarantee,and shall require its agents to warrant and guarantee,to City that all materials and equipment incorporated into the Project are new unless otherwise specified. 21.1.3 Design, Construction, and Other Defects. DB shall warrant and guarantee,and shall require its agents to warrant and guarantee to City that all work is in accordance with the Plans and Specifications and is not defective in any way in design,construction or otherwise. 21.2 Form and Content. Except manufacturer's standard printed warranties,all warranties shall be on DB's and DB's agent's,material supplier's,installer's or manufacturer's own letterhead,addressed to City. All 23 warranties shall be submitted in the format specified in this section,modified as approved by City to suit the conditions pertaining to the warranty. 21.2.1 Durable Binder. Obtain warranties,executed in triplicate by D/B,D/B's agents,installers,and manufacturers.Provide Table of Contents and assemble in binder with durable plastic cover. 21.2.2 Table of Contents. All warranties shall be listed and typewritten in the sequence of the Table of Contents of the Project manual,with each item identified with the number and title of the specification section in which specified,and the name of product or work item. 21.2.3 Index Tabs. Separate each warranty with index tab sheets keyed to the Table of Contents listing. 21.2.4 Detail. Provide full information,using separate typewritten sheets,as necessary. List D/B's agents, installer,and manufacturer,with name,address and telephone number of responsible principal. 21.2.5 Warranty Start Date. Except for items put into use with D/B's permission with date mutually agreed upon in writing,leave date of beginning of time of warranty open until the date of Final Completion. 21.2.6 Signature and Notarization. All warranties shall be signed and notarized. Signatures shall be required from D/B's construction contractor and where appropriate,the responsible subcontractor. 21.3 Term of Warranties. Unless otherwise specified or provided by law,warranties shall extend for a term of two(2)year(s)from the date of Final Completion. 20.3.1 4ants-, Trees-, -and Shiq_FbS. Not withstanding above,a4l shFubs and gFetmd eevef shall ha-ve a ii4wvy (90)Ca4ffidar-Day waFfap.4),period and tfees shall ha-,�e a one(1)year-waFfa",period. All pi—ant 21.4 Meetings. During the two(2)year warranty period described in Section 20.3,D/B shall meet,and shall require its design Consultant,construction contractor,and key subcontractors to meet,with the City representatives,on a monthly basis,if requested by City.This meeting shall be held to discuss and resolve any problems that City discovers in design,construction,or furnishing,fixtures,and equipment of the Project during the two(2)year warranty period. 21.5 Warranty Inspection. At 180 and 360 days following Final Completion,during the one-year general building warranty period,D/B shall inspect each component of the Project,identify items requiring repair, and oversee and complete such repairs. Findings of such inspections shall be reported to the City. ARTICLE XXIL DEFECTIVE WORK 22.1 Correction,Removal,or Replacement. If within the designated warranty period,or such additional period as may be required by law or regulation,the Project is discovered to contain Defective Work,the D/B shall promptly and in accordance with the City's written instructions and within the reasonable time limits stated therein,either correct the Defective Work,or if it has been rejected by City,remove it from the site and replace it with non-defective and conforming work. 22.2 Citv's Right to Correct. If circumstances warrant,including but not limited to an emergency or D/B's failure to adhere to section 21.1,City may correct,remove,or replace the Defective Work. In such circumstances, D/B shall not recover costs associated with the Defective Work and shall reimburse the City for all City's costs,whether direct or indirect,associated with the correction or removal and replacement. 22.3 Non-Reimbursable Costs. All costs incurred by D/B or D/B's agents to remedy defects are non-reimbursable costs. If the City has already reimbursed the D/B for the defective work,City is entitled to an appropriate decrease in Reimbursable Costs,to withhold a setoff against the amount,or to make a claim against D/B's bond if D/B has been paid in full. 22.4 Extension of Warranty. When Defective Work,or damage therefrom,has been corrected,removed,or replaced during the warranty period,the two(2)year,or relevant manufacturer's warranty period,will be extended for an additional two(2)years from the date of the satisfactory completion of the correction,removal, or replacement. 22.5 No Limitation on other Remedies. Exercise of the remedies for defects pursuant to this Article shall not limit the remedies City may pursue under this Agreement or law. 24 22.6 Disputes. If DB and City are unable to reach agreement on disputed work,City may direct DB to proceed with the work and compensate DB for undisputed amounts.Payment of disputed amounts shall be as later determined by the Director of Public Works. DB shall maintain and keep all records relating to disputed work for a period of three(3)years in accordance with Article XXVIII. ARTICLE XXIIL MAINTENANCE OF LANDSCAPING&IRRIGATION WORK 23.1 and sha4l eentinoe thereafter-for-ii4wty(90)Ca4endar-Days or-until Pr-qjeet Aeeeptanee,wkiehev@F is leflgef�- , 23.2 23.3 Landseape areas sha4l be kept ffee of weeds,iiw�atts gFass and all ather-tmdesir-ed vegetative gFeNN�afid fetween(14)days.MaifAenanee shall a4se ifielude the fallaNN4iig� (i)Filling and r-eplaFAing of a*y low afeas plalAs at least tvviee per-week; (Vi)W-0teeting a4l plantifig aFeas against tfaffie or-othef petepAial eauses of • 23.4 sha4l be sehedtil@d��two (2)w@@.ks netie@, a t+iiniffmm of ninety(90)(41etidaf Pays after-the plant for-the final inspeetioll,whieheveF Gemes last. T-h@(4ty will notify QLB of a4l defieiefieies r-e-,;ealed by 23.5 ,in doled maintffia-nee period.QLB shall be r-espfflsible for-additiana4 maintfflaflee of the 23.6 Realaeement Plants fa�d to be dead or-not in a vigor-ous , , expense,Days of notifieation by City.QLB shall inelude,a4 44s or-44s GontFaetoF's 23.6.1 saffle-Un-dandSiz,- -Plants used fbF Feplaeetnent shall be same 14nd and size as speeifi@d and shall W Costs. ARTICLE XXIV.BONDS 24.1 Payment Bond. DB shall provide or require its Construction Contractor to provide City with a Payment (material and labor)Bond in favor of City for one hundred percent(100%)of the Hard Construction Costs. 24.2 Performance Bond. DB shall provide or require its Construction Contractor to provide City with a Faithful Performance Bond in favor of the City for one hundred percent (100%)of the GMP. 24.3 Term. The Payment Bond shall remain in full force and effect at least until the Project is accepted by the City and all claims for materials and labor are paid,for a minimum of forty-five(45)Calendar Days after the filing 25 of the Notice of Completion,except as otherwise provided by law or regulation. The Performance Bond shall remain in full force for thirty(30)Calendar Days following the filing date of the Notice of Completion and Acceptance,at which time it will convert to a ten percent(10%)warranty bond,which shall remain in place until the end of all warranty periods set forth in this Agreement. 24.4 Certificate of Agency. All bonds signed by an agent must be accompanied by a certified copy of such agent's authority to act. 24.5 Licensing and Ratine. The bonds shall be duly executed by responsible surety companies admitted to do business in the State of California,licensed or authorized in the jurisdiction in which the project is located to issue bonds for the limits required by this agreement,listed as approved by the United States Department of Treasury Circular 570,and whose underwriting limitation is sufficient to issue bonds in the amount required by this agreement and which also satisfy the requirements stated in Section 995.660 of the Code of Civil Procedure,except as provided otherwise by laws or regulations,secured through an authorized agent with an office in California,and have a minimum AM Best rating of"A-". 24.6 Form. All bonds shall be in the form prescribed by City Attorney. 24.7 Insolvency or Bankruptcy. If the surety on any bond furnished by the Construction Contractor is declared bankrupt or becomes insolvent or its right to do business is terminated in any state where any part of the Project is located,D/B shall within seven(7)Calendar Days thereafter substitute or require the substitution of another bond and surety,acceptable to the City. ARTICLE XXV.INDEMNITY&DUTY TO DEFEND 25.1 Indemnity Defense and Hold Harmless-General Requirement. Except for liability for Professional Services covered under Section 24.2,D/B shall defend,indemnify,protect and hold harmless the City,its elected and appointed officers and employees,from and against any and all claims,demands,causes of action, costs,expenses,liability,loss,damage or injury,in law or equity,to property or persons,including wrongful death,in any manner arising out of or incident to any alleged acts,omissions,negligence,or willful misconduct of D/B,its officials,officers,employees,agents,and contractors,arising out of or in connection with the performance of the Defined Services or this Agreement. This indemnity provision does not include any claims,damages,liability,costs and expenses(including without limitations,attorneys fees)arising from the sole negligence or sole willful misconduct of the City,its officers,employees.Also covered is liability arising from,connected with,caused by or claimed to be caused by the active or passive negligent acts or omissions of the City,its agents,officers,or employees which may be in combination with the active or passive negligent acts or omissions of the D/B,its employees,agents or officers,or any third party. 25.2 Professional Services. For those professionals who are required to be licensed by the state(e.g.architects, landscape architects, surveyors and engineers)("Design Professionals"),Design Professionals shall defend, indemnify and hold the City,its officials,officers,employees,volunteers,and agents free and harmless from any and all claims,demands,causes of action,costs,expenses,liability,loss,damage or injury,in law or equity,to property or persons,including wrongful death,in any manner arising out of,pertaining to,or relating to any negligence,errors or omissions,recklessness,or willful misconduct of Design Professional,its officials, officers,employees,agents,D/Bs,and contractors arising out of or in connection with the performance of the Design Professional's Services. Also covered is liability arising from,connected with,caused by,or claimed to be caused by the active or passive negligent acts or omissions of the City,its agents,officers,or employees which may be in combination with the active or passive negligent acts or omissions of the Design Professional, its employees,agents or officers,or any third parry. The Design Professional's duty to indemnify,protect and hold harmless shall not include any claims or liabilities arising from the sole negligence or sole willful misconduct of the City,its agents,officers or employees.This section in no way alters,affects or modifies the Design Professional's obligation and duties under this Agreement. 25.3 Indemnification for Liens and Stop Notices. The D/B shall keep the Project and Property free of any mechanic's liens and immediately secure the release of any stop notices. The D/B shall defend,indemnify, protect,and hold harmless,the City,its agents,officers and employees from and against any and all liability, claims,costs,and damages,including but not limited to,attorney fees,arising from or attributable to a failure to pay claimants. D/B shall be responsible for payment of all persons entitled to assert liens and stop notices. 26 25.4 Indemnification for Hazardous Materials. DB agrees to defend,indemnify,and hold harmless,the City,its agents,officers and employees from and against any and all costs,damages,claims,and liabilities,including reasonable attorney fees,foreseeable or unforeseeable,directly or indirectly,arising from or related to the Hazardous Materials identified in the Phase I or Phase II Reports,if any,conducted pursuant to Article V. DB's indemnity shall survive the close of escrow. Seller expressly preserves its rights against other parties and does not release,or waive its rights to contribution against,any other party. 25.5 Costs of Defense and Award. Included in the obligations in Sections 24.1 through 24.4,above,is the DB's obligation to defend,at DB's own cost,expense and risk,any and all aforesaid suits,actions or other legal proceedings of every kind that may be brought or instituted against the City,its directors,officials,officers, employees,agents and/or volunteers. DB shall pay and satisfy any judgment,award or decree that may be rendered against City or its directors,officials,officers,employees,agents and/or volunteers,for any and all legal expense and cost incurred by each of them in connection therewith. 25.6 Insurance Proceeds. DB's obligation to indemnify shall not be restricted to insurance proceeds,if any, received by the City,its directors,officials,officers,employees,agents,and/or volunteers. 25.7 Enforcement Costs. DB agrees to pay any and all costs City incurs enforcing the indemnity and defense provisions set forth in this Article XXV. 25.8 Survival. Consultant's obligations under this Article XXV shall survive the termination of this Agreement. ARTICLE XXVI. INSURANCE 26.1 General. DB shall not begin work under this Agreement until it has: (i)obtained,and upon the City's request provided to the City,insurance certificates reflecting evidence of all insurance required in section 25.2;(ii) obtained City approval of each company or companies;and(iii)confirmed that all policies contain the specific provisions required by section 25.4. 26.2 Types of Insurance. At all times during the term of this Agreement,DB shall maintain insurance coverage as follows: 26.2.1 Commercial General Liability. Contractor shall provide at its expense a policy or policies of Commercial General Liability[CGL]Insurance written on an ISO Occurrence form CG 00 0107 98 or an equivalent form providing coverage at least as broad and which shall cover liability arising from premises and operations,XCU(explosions,underground,and collapse)independent contractors, products/completed operations,personal injury and advertising injury,bodily injury,property damage, and liability assumed under an insured's contract(including the tort liability of another assumed in a business contract).There shall be no endorsement or modification of the CGL Insurance limiting the scope of coverage for either"insured vs.insured"claims or contractual liability. Contractor shall maintain the same or equivalent CGL Insurance as described herein for at least ten(10)years following substantial completion of the work.All costs of defense shall be outside the policy limits. The Policy shall provide for coverage in amounts not less than two million dollars($2,000,000)per occurrence for Bodily Injury,Personal Injury,or Property Damage. If Commercial General Liability Insurance or other form with a general aggregate limit shall apply separately to this project/location, the general aggregate limit shall be twice the required occurrence limit. 26.2.2 Commercial Automobile Liability. For all of DB's automobiles used in conjunction with the Project including owned,hired and non-owned automobiles,DB shall keep in full force and effect,a policy or policies of Commercial Automobile Liability Insurance written on an ISO form CA 00 01 12 90 or a later version of this form or equivalent form providing coverage at least as broad in the amount of one million dollars($1,000,000)combined single limit per occurrence,covering bodily injury and property damage for owned,non-owned and hired automobiles ["Any Auto"]. All costs of defense shall be outside the policy. 26.2.3 Architects and Engineers Professional Liability. For all of DB's employees who are subject to this Agreement,DB shall keep in full force and effect,or DB shall require that its architect/engineer(s)of record keep in full force and effect errors and omissions insurance providing coverage for professional liability with a combined single limit of one million dollars($1,000,000)per 27 claim and two million dollars($2,000,000)annual aggregate.DB shall ensure both that(i)this policy retroactive date is on or before the date of commencement of the Project;and(ii)this policy has a reporting period of three(3)years after the date of completion or termination of this Agreement.DB agrees that for the time period defined above,there will be no changes or endorsements to the policy that increases the City's exposure to loss. 26.2.3 Excess Liability. DB shall provide Excess Liability Insurance affording two million dollars ($2,000,000)in excess of General Liability and Employer's Liability limits afforded on primary policies. The coverage will be subject to the same terms,conditions,and exclusions found in the primary policies. 26.2.4 Contractors Pollution Liability. If the DB or its Contractors'Work includes cleanup,removal, storage,or otherwise handling of hazardous or toxic chemicals,materials,substances,or any other pollutants,Contractor shall provide at their expense Contractors Pollution Liability Insurance appropriate to cover such activities in an amount not less than$3,000,000 Combined Single Limit per occurrence/aggregate for bodily injury,property damage and remediation. 26.2.4.1 Claims made policies will include a five(5)year Extended Claims Discovery Period applicable to this Agreement,if reasonably available. 26.2.4.2 The policy for this insurance shall include Contractual Liability coverage. Such policy shall be endorsed to specifically provide for Work performed under the Agreement. 26.2.4.3 The DB or its Contractors of any tier shall furnish to the City a policy or Certificate of Contractors Pollution Liability Insurance in which the City,its elected and appointed officers,employees,and agents,and the DB are named as additional insureds. The policy or Certificate must plainly designate the name of the Project,name of the Disposal-Site,and the permits secured for its disposal.This Certificate must be furnished to the City, evidencing compliance with the outlined requirements,prior to the DB or Contractor beginning their Work on the Project.Any failure to furnish this policy or Certificate of Insurance shall not relieve the DB or Contractor from their obligations under this Section. 26.2.5 Hazardous Transporters Pollution Liability. If the DB's or its contractors'Work includes transportation of hazardous or toxic chemicals,materials,substances or any other pollutants the DB or its Contractor of any tier shall provide,at their expense,Transporters Pollution Liability Insurance in an amount not less than$3,000,000 Combined Single Limit per occurrence/Aggregate for bodily injury,property damage and remediation. 26.2.5.1 Claims Made policies will include a five(5)year Extended Claims Discovery Period applicable to this Agreement,if reasonably available. 26.2.5.2 Such policy shall be endorsed to specifically provide coverage for Work performed under this Agreement. The DB or its contractors of any tier shall furnish the City with a policy or Certificate of Hazardous Transporters Pollution Liability Insurance in which the City,its elected and appointed officers and employees,and agents,the DB,and any upper tiered contractor are named additional insureds. 26.2.5.3 The policy or Certificate must plainly designate the name of the Project,name of the Disposal Site,and the permits secured for its disposal.This Certificate must be furnished to the City,evidencing compliance with the outlined requirements,prior to the DB or Contractor beginning their Work on the Project.Any failure to furnish this policy or Certificate of Insurance shall not relieve the DB or Contractor from their obligations under this Section. 26.2.6 Worker's Compensation. For all of DB's employees who are subject to this Agreement and to the extent required by the State of California,DB shall keep in full force and effect,a Workers' Compensation Insurance and Employers'Liability Insurance to protect DB against all claims under applicable state workers' compensation laws. The City,its elected officials,and employees will not be responsible for any claims in law or equity occasioned by the failure of the DB to comply with the requirements of this section. That policy shall provide at least the statutory minimums of one million ($1,000,000)for Bodily Injury by Accident for each accident,one million dollars($1,000,000)for 28 Bodily Injury by Disease each employee,and a one million dollars($1,000,000)for Bodily Injury by Disease policy limit. 26.2.6.1 Prior to the execution of the Agreement by the City,the D/B shall file the following signed certification: "I am aware of the provisions of Section 3700 of the Labor Code which requires every employer to be insured against liability for worker's compensation or to undertake self- insurance,in accordance with the provisions of that code,and I will comply with such provisions before commencing the performance of the work of the Contract." 26.2.7 Builder's Risk. To the extent commercially available,the City shall provide a policy of"all risk" Builders Risk Insurance.D/B shall add City and its respective elected officials,officers,employees, agents,and representatives to the policy as loss payees,to the extent such insurance is commercially available.Coverage will be provided for the Replacement Cost of Materials,Equipment and Fixtures destined to become a permanent part of the structure,and coverage will include Property in Transit and Property in Offsite Storage.D/B shall also add its construction contractor,and the construction contractor's subcontractors to the policy as additional named insureds or loss payees,to the extent their interest may appear. The limit for this policy shall be a minimum of$ $ Three hundred thirty eight thousand dollars.($338,000.00). (GMP dollar amount to reflect project soft and hard costs). It shall be D/B's responsibility to bear the expense of any deductible.The Builders Risk coverage shall expire at the time such insured property is occupied by City,or a Notice of Completion is filed,whichever occurs first. Contractor and its Subcontractors will be solely responsible for any loss or damage to their personal property,including contractor's tools and equipment owned,used,leased or rented by the Contractor or Subcontractor. 26.3 Rating Requirements. Except for State Compensation Insurance Fund,all insurance required by express provision of this Agreement shall be carried only by responsible insurance companies that have been given at least an"A"or"A-"and"V"rating by AM BEST,that are authorized by the California Insurance Commissioner to do business in the State of California,and that have been approved by the City. 26.3.1 Non Admitted Carriers. The City will accept insurance provided by non-admitted,"surplus lines" carriers only if the carrier is authorized to do business in the State of California and is included on the List of Eligible Surplus Lines Insurers[LESLI list]with a current AM BEST rating of no less than A:X. 26.4 Endorsements Required. Each policy required under Article XXVI,section 25.2 of this Agreement shall expressly provide,and an endorsement shall be submitted to the City,that: 26.4.1 Additional Insureds. Except as to Architects and/or Engineers professional liability insurance and Workers Compensation,the City of Chula Vista and its respective elected officials,officers, employees,agents,and representatives shall be named as additional insureds. 26.4.1.1 Commercial General Liability. The policy or policies must be endorsed to include as an Additional Insured the City of Chula Vista and its respective elected officials,officers, employees,agents,and representatives. Liability Additional Insured Endorsement must be provided on ISO form CG 2010(11/85)or equivalent,specifically,coverage afforded City must be Primary and must not exclude Completed Operations. The coverage for Projects for which the Engineer's Estimate is one million dollars($1,000,000)or more shall include liability arising out of: (i)Ongoing operations performed D/B or on DB's behalf, (ii)DB's products,(iii)DB's work,including but not limited to completed operations performed by D/B or on DB's behalf,or(iv)premises owned,leased,controlled,or used by D/B; the coverage for Projects for which the Engineer's Estimate is less than one million dollars ($1,000,000)shall include liability arising out of.(i)Ongoing operations performed by D/B or on DB's behalf, (ii)DB's products, work,including but not limited to completed operations performed by D/B or on DB's behalf,or(iii)premises owned,leased,controlled, or used by you; Except that in connection with,collateral to,or affecting any construction contract to which the provisions of subdivision(b)of Section 2782 of the California Civil Code apply, these endorsements shall not provide any duty of indemnity coverage for the 29 active negligence of the City of Chula Vista and its respective elected officials,officers, employees,agents,and representatives in any case where an agreement to indemnify the City of Chula Vista and its respective elected officials,officers,employees,agents,and representatives would be invalid under subdivision(b)of Section 2782 of the California Civil Code.In any case where a claim or loss encompasses the negligence of the Insured and the active negligence of the City of City of Chula Vista and its respective elected officials, officers,employees,agents,and representatives that is not covered because of California Insurance Code Section 11580.04,the insurer's obligation to the City of San Chula Vista and its respective elected officials,officers,employees,agents,and representatives shall be limited to obligations permitted by California Insurance Code Section 11580.04. 26.4.1.2 Commercial Automobile Liability Insurance. Unless the policy or policies of Commercial Auto Liability Insurance are written on an ISO form CA 00 01 12 90 or a later version of this form or equivalent form providing coverage at least as broad,the policy or policies must be endorsed to include as an Additional Insured the City of Chula Vista and its respective elected officials,officers,employees,agents,and representatives,with respect to liability arising out of automobiles owned,leased,hired or borrowed by or on behalf of the Contractor;Except that in connection with,collateral to,or affecting any construction contract to which the provisions of subdivision(b)of Section 2782 of the California Civil Code apply,this endorsement shall not provide any duty of indemnity coverage for the active negligence of the City of Chula Vista and its respective elected officials,officers,employees,agents,and representatives in any case where an agreement to indemnify the City of Chula Vista and its respective elected officials,officers,employees,agents,and representatives would be invalid under subdivision(b)of Section 2782 of the California Civil Code.hi any case where a claim or loss encompasses the negligence of the Insured and the active negligence of the City of Chula Vista and its respective elected officials,officers,employees,agents,and representatives that is not covered because of California Insurance Code Section 11580.04, the insurer's obligation to the City of Chula Vista and its respective elected officials,officers, employees,agents,and representatives shall be limited to obligations permitted by California Insurance Code Section 11580.04. 26.4.2 Primary and Non-Contributory. The policies are primary and non-contributing to any insurance or self-insurance that may be carried by the City of Chula Vista,its elected officials,officers,employees, agents,and representatives with respect to operations,including the completed operations if appropriate,of the Named Insured. Any insurance maintained by the City of Chula Vista and its elected officials,officers,employees,agents,and representatives shall be in excess of DB's insurance and shall not contribute to it. 26.4.3 Waiver of Subrogation. Consultant's insurer will provide a Waiver of Subrogation in favor of the City for each required policy providing coverage for the term required by this Agreement. 26.4.4 Project General Aggregate Limit. The CGL policy or policies must be endorsed to provide a Designated Construction Project General Aggregate Limit that will apply only to the Work performed under this Agreement.Claims payments not arising from the Work shall not reduce the Designated Construction Project General Aggregate Limit.The Designated Construction Project General Aggregate Limit shall be in addition to the aggregate limit provided for the products-completed operations hazard. 26.4.5 Written Notice. Except as provided for under California law,the policies cannot be canceled,non- renewed or materially changed except after thirty(30)Calendar Days prior written notice by DB to the City by certified mail,as reflected in an endorsement which shall be submitted to the City,except for non-payment of premium,in which case ten(10)Calendar Days notice shall be provided. 26.4.3.1 The words"will endeavor"and"but failure to mail such notice shall impose no obligation or liability of any kind upon the company,its agents,or representatives" shall be deleted from all certificates. 26.4.6 Additional Insurance. DB may obtain additional insurance not required by this Agreement. 30 26.4.7 Prior to Starting Work. Before performing any work,D/B shall provide the City with all Certificates of Insurance accompanied by all endorsements. 26.5 Subcontractors. All coverages for subcontractors or subconsultants shall be subject to all of the requirements stated herein. Subcontractors and Subconsultants shall be protected against risk of loss by maintaining insurance in the categories and at the limits required herein. Subcontractors and Subconsultants shall name City and D/B as additional insureds under its policies. 26.6 Obligation to Provide Documents. The D/B shall provide copies of documents including but not limited to certificates of insurance and endorsements,and shall furnish renewal documentation prior to expiration of insurance.Each required document shall be signed by the insurer or a person authorized by the insurer to bind coverage on its behalf.The City reserves the right to require complete, certified copies of all insurance policies required herein. 26.6.1 Cooperation. The D/B and its Contractors shall cooperate fully with and provide any information or records requested by the City or regarding all aspects of the insurance and project, including but not limited to claims,audit,payroll,insurance records and safety.Delays in reporting information to the City may result in delays in progress payments to the D/B. 26.7 Deductibles/Self Insured Retentions. All deductibles and self-insurance retentions on any policy shall be the responsibility of D/B. Deductibles and self-insurance retentions shall be disclosed to and approved by the City at the time the evidence of insurance is provided. At the option of the City,either: the insurer shall reduce or eliminate such deductibles or self-insured retentions as respects the City,its officers,officials,employees and volunteers;or the D/B shall provide a financial guarantee satisfactory to the City guaranteeing payment of losses and related investigations,claim administration and defense expenses. 26.8 Policy Changes. D/B shall not modify any policy or endorsement thereto which increases the City's exposure to loss for the duration of this Agreement. 26.9 Reservation of Rights. The City reserves the right,from time to time,to review the Contractor's insurance coverage,limits,deductible and self-insured retentions to determine if they are acceptable to the City.The City will reimburse the Contractor for the cost of the additional premium for any coverage requested by the City in excess of that required by this Agreement without overhead,profit,or any other markup. 26.10 Not a Limitation of Other Obligations. Insurance provisions under this section shall not be construed to limit the DB's obligations under this Agreement,including Indemnity. 26.11 Material Breach. Failure to maintain,renew,or provide evidence of renewal during the term of this Agreement may be treated by the City as a material breach of contract. ARTICLE XXVIL TERMINATION/SUSPENSION OF WORK 27.1 and sha4l 110t eoRtimle tM61 aFdeFed by City. A4ieii r-estimed,oper-atietis within the afea of the diseovel-y shall be as dir-eeted by City. 27.1.1 :g 27.1.2 D/B shall be @fffitled to an extensieti of time and eoffTensatioii in aeeor-da-nee with the provisions a 44s n, fft 27.2 Termination of Agreement by City for Cause. If,through any cause,D/B shall fail to fulfill in a timely and proper manner DB's obligations under this Agreement,or if D/B shall violate any of the covenants, conditions,agreements or stipulations of this Agreement,City shall have the right to terminate this Agreement by giving written notice to D/B of such termination and specifying the effective date thereof at least five(5) Calendar Days before the effective date of such termination. 27.3 Termination or Suspension for Convenience by City. City may terminate or suspend this Agreement at any time and for any reason,by giving specific written notice to D/B of such termination or suspension and 31 specifying the effective date thereof,at least seven(7)Calendar Days before the effective date of such suspension or termination. In the event of an emergency,advance notice shall not be required under this provision. 27.4 Termination of Agreement by D/B. D/B may terminate the Agreement upon ten(10)days written notice to City,whenever either of the following occur: 27.4.1 Project Suspension. If the Project has been suspended under the provisions of Section 26.1 or 26.3,for more than ninety(90)consecutive days through no fault or negligence of D/B,and notice to resume Work or to terminate the Agreement has not been received from City within this time period;or, 27.4.2 Failure to Pay Amounts Due and Not in Dispute. If City fails to pay D/B any monies due and not in dispute in accordance with the terms of this Agreement within ninety(90)Calendar Days,plus the ten (10)Calendar Days afforded the City to remedy the failure,after presentation to City by D/B of a request therefore. 27.5 D/B Action Required. Upon receipt of the Notice of Termination,D/B shall take any and all action that may be necessary,or that the City Manager may direct,for the protection and preservation of the property related to this Agreement that is in the possession of D/B and in which City has or may acquire an interest. 27.6 Possession,Ownership,and Control of Documents. In the event that this Agreement is terminated in accordance with Sections 26.2 through 26.4,all finished or unfinished documents,data,studies,drawings, maps,plans,specifications,reports and other materials prepared by D/B,or any of its agents,Design Consultants or Subcontractors,shall,at the option of the City,become the sole and exclusive property of the City. 27.7 City Right to Complete Project. In the event that the Agreement is terminated pursuant to this Article XXVII,City may take possession of the Project and may complete the Project by whatever method or means City may select. 26.7.1 Excess Costs. In the event that the costs to complete the Project exceed the balance of funds,which had the Project been completed in accordance with this Agreement would have been due,the D/B shall be liable for and pay such excess costs to the City. 27.8 Payment to D/B Due to Termination. Upon termination,D/B shall be entitled to receive just and equitable compensation for satisfactory Work completed. In no event shall such amount exceed the total dollar amount authorized by City,reduced by the amount of payments previously made and any deductions permitted herein. The fair and reasonable amount shall be determined in good faith by City considering the following: 27.8.1 The price for completed services accepted,including any retention,by City not previously paid. 27.8.2 The costs incurred in the performance of the Project terminated,including initial costs and preparatory expense allocable thereto. These costs are only for Work completed and accepted by the City based on an audit of all Contractors'bills of materials and the timecards for Work actually performed. 27.8.3 A portion of the D/B Fixed Fee(overhead and profit)based on the percentage of Work completed on the Project;however,if D/B would have sustained a loss on the entire Agreement had it been completed,City shall allow no profit under this section and shall reduce the amount payable to reflect the indicated rate of loss. 27.8.4 D/B and Design Subcontractor services through the date of termination based on actual time spent as documented on timecards. Expenses shall be paid based on invoice and receipts provided by D/B. 27.8.5 Any amounts for Work or Services agreed to by the City Manager and D/B,but without duplication of any amounts agreed to above. 27.8.6 Reasonable demobilization costs,to the effective date of such termination. 27.8.7 If termination occurs during Phase I,II,or III,D/B shall only be entitled to the Fees for Phases I,II,or III,associated therewith,or the respective portion thereof. 27.9 Lost Profits. Under no circumstances will D/B be entitled to any consideration for lost profit or lost opportunity costs. 32 27.10Deductions. The amount due DB shall be reduced by amounts including the following: 26.10.1 Any claim that City has against DB under this Agreement. 26.10.2 The agreed price for,or the proceeds of sale of,materials,supplies,or other things acquired by DB or sold under the provisions of this clause and not recovered by or credited to City. 26.10.3 Damages caused by DB's breach,including Excess Costs pursuant to Section 26.7.1. 26.10.4 Property Destroyed,Lost,Stolen or Damaged. Except to the extent that City expressly assumed the risk of loss,the City Manager shall exclude from the amounts payable to DB,the fair value,as determined by the City Manager,of property that is destroyed,lost,stolen,or damaged so as to become undeliverable to City. 27.11 Disputes. If DB does not agree that the amount determined by the City Manager is fair and reasonable. DB shall within thirty(30)Calendar Days of receipt of payment, shall gives notice of such disagreement to City. The dispute shall be resolved in the manner provide for in Section 22.6. 27.12 Waiver of Claims. In the event of termination under this Article XXVI,failure of DB to dispute amounts paid in the manner and within the timeframe provided in Section 26.11 shall act as a waiver of any and all claims for damages or compensation arising under this Agreement for any and all Work and Services performed under this Agreement up to the effective date of Notice of Termination. DB hereby expressly acknowledges and agrees that such claims shall be waived as herein provided. 27.13Rii!hts of City Preserved. In the event that the Agreement has been terminated,the termination shall not affect any rights or remedies of City against DB then existing or which may thereafter accrue. Any retention or payment of moneys due DB by City will not release DB from liability. It is agreed that termination hereafter will not in any way release,waiver,or abridge any rights the City has against DB's performance bond surety. ARTICLE XXVIIL RECORDS AND AUDITS 28.1 Record System—Reimburseable Costs. DB shall develop and maintain an accurate system for tracking all Reimbursable Costs. Utilizing this system,DB shall include with each month payment application an itemization of all such Reimbursable Costs actually incurred by DB, during the previous month. If requested by the City,DB shall provide all backup documentation supporting such Reimbursable Costs. 28.2 Record System—Hard Construction Costs. DB shall develop and maintain an accurate system for tracking all Hard Construction Costs it incurs on the Project. Utilizing this system,DB shall include with each monthly application for payment an itemization of all Hard Construction Costs actually incurred by DB during the previous month. 28.3 Retention of Records. DB,contractors,and subcontractors shall maintain data and records related to this Agreement for a period of not less than three(3)years following receipt of final payment under this Agreement or three(3)years following final settlement associated with the termination of this Agreement pursuant to Article XXVII,above. 28.2 Audit of Records. At any time during normal business hours,during the term of the contract plus and record retention period and as often as the City deems necessary,DB and any or all Contractors or subcontractors shall make available to the City for examination at reasonable locations within the City/County of San Diego all of the data and records with respect to all matters covered by this Agreement.DB and all contractors or subcontractors will permit the City to make audits of all invoices,materials,payrolls,records of personnel,and other data and media relating to all matters covered by this Agreement.If records are not made available within the City/County of San Diego,then DB shall pay all the City's travel related costs to audit the records associated with this Agreement at the location where the records are maintained. Such costs will not be Reimbursable Costs. 28.2.1 Costs. DB and DB's agents shall allow City to audit and examine books,records,documents,and any and all evidence and accounting procedures and practices that City determines are necessary to discover and verify all costs of whatever nature,which are claimed to have been incurred,anticipated 33 to be incurred,or for which a claim for additional compensation or for Extra Work have been submitted under this Agreement. ARTICLE XXIX.NOTICES 29.1 Writing. Any demand upon or notice required or permitted to be given by one Party to the other Party shall be in writing. 29.2 Effective Date.Except in relation to Change Orders as provided for in section 28.4 or as otherwise provided by law,any demand upon or notice required or permitted to be given by one Party to the other Party shall be effective:(i)on personal delivery,(ii)on the second business day after mailing by certified or registered U.S. Mail,return receipt requested,(iii)on the succeeding business day after mailing by Express Mail or after deposit with a private delivery service of general use(e.g.,Federal Express)postage or fee prepaid as appropriate,or(iv)upon successful transmission of facsimile. 29.3 Recipients. Except in relation to Change Orders,all demands or notices required or permitted to be given shall be sent to all of the following: 29.3.1 Gordon Day, City's Project Manager 29.3.2 Alpha Mechanical's Project Manager 29.4 Recipients of Change Orders. 28.4.1 Gordon Day, City's Project Manager 29.4.2 Alpha Mechanical's Project Manager 29.5 Change of Address(es). Notice of change of address shall be given in the manner set forth in this Article. ARTICLE XXX.MISCELLANEOUS PROVISIONS 30.1 Headinp-s.All article headings are for convenience only and shall not affect the interpretation of this Agreement. 30.2 Gender&Number. Whenever the context requires,the use herein of(i)the neuter gender includes the masculine and the feminine genders and(ii)the singular number includes the plural number. 30.3 Reference to Parairaphs. Each reference in this Agreement to a section refers,unless otherwise stated,to a section in this Agreement. 30.4 Incorporation of Recitals. All recitals herein are incorporated into this Agreement and are made a part hereof. 30.5 Covenants and Conditions. All provisions of this Agreement expressed as either covenants or conditions on the part of the City or the Consultant,shall be deemed to be both covenants and conditions. 30.6 Intep-ration.This Agreement and the Exhibits and references incorporated into this Agreement fully express all understandings of the Parties concerning the matters covered in this Agreement.No change,alteration,or modification of the terms or conditions of this Agreement,and no verbal understanding of the Parties,their officers,agents,or employees shall be valid unless made in the form of a written change agreed to in writing by both Parties or an amendment to this Agreement agreed to by both Parties.All prior negotiations and agreements are merged into this Agreement. 30.7 Severability. The unenforceability,invalidity,or illegality of any provision of this Agreement shall not render any any other provision of this Agreement unenforceable,invalid,or illegal. 30.8 Drafting Ambiguities. The Parties agree that they are aware that they have the right to be advised by counsel with respect to the negotiations,terms and conditions of this Agreement,and the decision of whether or not to seek advice of counsel with respect to this Agreement is a decision which is the sole responsibility of each Party.This Agreement shall not be construed in favor of or against either Party by reason of the extent to which each Party participated in the drafting of the Agreement. 34 30.9 Conflicts Between Terms. If an apparent conflict or inconsistency exists between the main body of this Agreement and the Exhibits,the main body of this Agreement shall control.If a conflict exists between an applicable federal,state,or local law,rule,regulation,order,or code and this Agreement,the law,rule, regulation,order,or code shall control.Varying degrees of stringency among the main body of this Agreement,the Exhibits,and laws,rules,regulations,orders,or codes are not deemed conflicts,and the most stringent requirement shall control.Each Party shall notify the other immediately upon the identification of any apparent conflict or inconsistency concerning this Agreement. 30.10 Prompt Performance.Time is of the essence of each covenant and condition set forth in this Agreement. 30.11 Good Faith Performance. The parties shall cooperate with each other in good faith,and assist each other in the performance of the provisions of this Agreement. 30.12 Further Assurances. City and D/B each agree to execute and deliver such additional documents as may be required to effectuate the purposes of this Agreement. 30.13 Exhibits.Each of the following Exhibits is attached hereto and incorporated herein by this reference: Exhibit A - RFP,Schedule of Values and Project Schedule 30.14 Compliance with Controlling Law. The Consultant shall comply with all laws,ordinances,regulations,and policies of the federal,state,and local governments applicable to this Agreement,including California Labor Code section 1720 as amended in 2000 relating to the payment of prevailing wages as stated in the RFP, during the design and preconstruction phases of a project,including inspection and land surveying work.In addition,the Consultant shall comply immediately with all directives issued by the City or its authorized representatives under authority of any laws,statutes,ordinances,rules,or regulations.The laws of the State of California shall govern and control the terms and conditions of this Agreement. 30.15 Jurisdiction,Venue,and Attorney Fees. The venue for any suit or proceeding concerning this Agreement, the interpretation or application of any of its terms,or any related disputes shall be in the County of San Diego,State of California.The prevailing Party in any such suit or proceeding shall be entitled to a reasonable award of attorney fees in addition to any other award made in such suit or proceeding. 30.16 Municipal Powers. Nothing contained in this Agreement shall be construed as a limitation upon the powers of the City as a chartered city of the State of California. 30.17 Administrative Claims Requirements and Procedures. No suit or arbitration shall be brought arising out of this agreement,against the City unless a claim has first been presented in writing and filed with the City and acted upon by the City in accordance with the procedures set forth in Chapter 1.34 of the Chula Vista Municipal Code,as same may from time to time be amended,the provisions of which are incorporated by this reference as if fully set forth herein,and such policies and procedures used by the City in the implementation of same. Upon request by City,Consultant shall meet and confer in good faith with City for the purpose of resolving any dispute over the terms of this Agreement. 30.18 Third Party Relationships. Nothing in this Agreement shall create a contractual relationship between City and any third party;however,the Parties understand and agree that City,to the extent permitted by law,is an intended third party beneficiary of all D/B's contracts,purchase orders and other contracts between D/B and third party services.D/B shall incorporate this provision into its contracts,supply agreements and purchase orders. 30.19 Non-Assignment.The D/B shall not assign the obligations under this Agreement,whether by express assignment or by sale of the company,nor any monies due or to become due,without the City's prior written approval.Any assignment in violation of this paragraph shall constitute a Default and is grounds for immediate termination of this Agreement,at the sole discretion of the City.In no event shall any putative assignment create a contractual relationship between the City and any putative assignee. 30.20 Successors in Interest. This Agreement and all rights and obligations created by this Agreement shall be in force and effect whether or not any Parties to the Agreement have been succeeded by another entity,and all rights and obligations created by this Agreement shall be vested and binding on any Party's successor in interest. 35 30.21 Independent Contractors. The DB,any consultants,contractors,subcontractors,and any other individuals employed by the DB shall be independent contractors and not agents of the City.Any provisions of this Agreement that may appear to give the City any right to direct the DB concerning the details of performing the Services under this Agreement,or to exercise any control over such performance,shall mean only that the DB shall follow the direction of the City concerning the end results of the performance. 30.22 Approval. Where the consent or approval of a party is required or necessary under this Agreement,the consent or approval shall not be unreasonably withheld. 30.23 No Waiver. No failure of either the City or the Consultant to insist upon the strict performance by the other of any covenant,term or condition of this Agreement,nor any failure to exercise any right or remedy consequent upon a breach of any covenant,term,or condition of this Agreement,shall constitute a waiver of any such breach of such covenant,term or condition.No waiver of any breach shall affect or alter this Agreement,and each and every covenant,condition,and term hereof shall continue in full force and effect to any existing or subsequent breach. 30.24 Signing Authority. The representative for each Party signing on behalf of a corporation,partnership,joint venture or governmental entity hereby declares that authority has been obtained to sign on behalf of the corporation,partnership,joint venture,or entity and agrees to hold the other Party or Parties hereto harmless if it is later determined that such authority does not exist. IN WITNESS WHEREOF,this Agreement the City of Chula Vista and[INSERT]have executed this Agreement thereby indicating that they have read and understood same,and indicate their full and complete consent to its terms. This Agreement is dated January 28,2014 and this date shall constitute the effective date of this Agreement. CITY OF CHULA VISTA,A Municipal Corporation Alpha Mechanical By: By: CHERYL COX,Mayor Mark Swearingen,President Approved as to form and legality: By: Glen Googins,City Attorney 36 61 Rill Alpha c a ical, Inc. ;v iii ail£;£rjcrEOq _ il e_ jai DiC'go CA 1j,.'1 2 Y-f'100 City of Chula vista Statement of Qualifications to Provide Design Build Services for: r� bYU HCiVLa vti, ' The Design & Retrofit Installation of an Air Cooled Chilled Water Conversion & Control Systern for South Chula Vista Library 1/20/2013 Alpha Mechanical, Inc. _.... -------- -------- ----.------------------- 4885 Greancoqiq Lane San Upqo,(A 92,128•f£i,58)a79-13(30 LETTER OF INTEREST 11/20/2013 .To Whom It-May Concern: This is a letter of interest and clarifies our intent to provide the City of Chula Vista with any and all information required in the SOQ process for Design Build Services for the South Chula Vista Library. Alpha Mechanical is continuously investigating new energy efficiency technologies and welcomes the opportunity to continue our successful relationship with the City of Chula Vista. As always, we look forward to providing experience-oriented service and engineering and implementing a strategy for meeting all required budgets,time constraints and quality assurance requirements. We appreciate your confidence in Alpha Mechanical and will always strive to meet or exceed your expectations now and in the future. i Sincerely, Mark Swearingen I President Alpha Mechanical Inc. i i I f k I E i I 4 1 i 430 ,Alpha Mechanical, Inc. f-----I-------------- 488 5 Lane,San 0k go,CA 92i2_3 s(858)2170-1800 SUMMARY OF QUALIFICATIONS Alpha Mechanical Inc. is a Full Service Mechanical Contractor. Our broad range of specialized services includes all types of Chillers, Cooling Towers, Boilers,Turbocor and VFD Energy Retrofits, Full Service Maintenance Contracts, Controls, Plumbing,Tenant Improvements, Construction, and Wet Fire Protection. We have been operating since April of 1989 in the San Diego area and expanded to a satellite office in Riverside. Our company has built itself upon delivering professional quality services to commercial, government, military and Industrial clients, while still maintaining the old-fashioned values of customer service and site-specific solutions to systems management. Our Engineering& CAD Department allow us to ensure complete coordination among all in-house trades through 3D shop drawings as well as coordination with our other departments within construction, service and retrofit. Our 2012 estimated sales volume was$46M. We currently employ over 300 dedicated employees including 45 highly skilled service technicians. Our Energy Retrofit projects have put Alpha Mechanical in the energy efficiency spotlight of the HVACR market in Southern California. Alpha Mechanical has worked for several high-profile clients such as NASA, US Navy,The San Diego Unified Part District, City of Chula Vista, County of San Diego and The Irvine Company. Our experience stretches from a small rooftop unit replacement to a $4 mi. prevailing wage project for the Port District.Alpha is currently working on Phase 2 of an Energy Upgrade at the Jet Propulsion Laboratory in Pasadena CA that incorporates mission critical guidelines with an extensive quality control plan as well as an accelerated construction schedule. Alpha Mechanical has demonstrated an ability to apply problem solving task management to achieve rapid results and minimize risk through quality control management tools such as Our service staff is available (24) hours (7) days a week to service your facilities. Our regular business hours are (Sam to 5pm) M-TH and Sam to 4pm on Fridays. Service rates are time and a half for overtime and double time for Holidays. For more information on services offered or case studies of past projects please visit our website at www.alphamechservices.com i nAI ha Mechanical Ic. I `M7 First in quality and service QUALIFICA711ON I STATEMENT Construction categories in which Alpha Mechanical is legally qualified to do business: • H VAC • Plumbing • Process Piping • Boiler • Hot Water • Steam Fitting • Temperature Controls • Fire Protection • Insulation • General Contracting Permit and ID numbers: CA Contractor License: 847444 CA Classification: B, C16, C20, C36, H1C Service areas include but are not limited to: • San Diego County • Orange County • Los Angeles County • San Bernardino County • Riverside County Serving the needs of Today's Client, Making a difference inTornorrow (858) 279-1300 www.alphamechanical.com Alpha Mechanical, Inc. First in quality and service -- T CONTAC INFORMATION San Diego Headquarters 4885 Greencraig Lane • San Diego, CA 92123 Phone: (858) 2791300 r. � General Fax: (858) 278-3510 Service Fax: (858) 279-1325 Accounting/HR Fax: (858) 751-0977 '' Estimating Fax: (858) 751-0978 Email Us: Service Needs: service@ alphamechanical.com Service Manager: bdodd @alphamechanical.com General Needs: rpoulson @alphamechanical.com Energy Program Needs: energy@ alphamechanical.com aE Energy Solutions Manager: ngibson@alphamechanical.com m = TI / Special Projects Manager: 1penza @alphamechanical.com � Construction Manager: ohus@alphamechanical.com Controls Department Manager: srivera @alphamechanical.com HR / Safety Administrator: jkerber @alphamechanical.com Business Development Manager cclifford @alphamechanical.com www.alphamechanical.com i Organizational Chart for Project Team Below is an organizational chart with all key Alpha Mechanical personnel that will be responsible for parts procurement, contract compliance and field work. Alpha Mechanical Service has performed dozens of projects related to the proposed boiler replacement projects and has extensive experience in Public Works projects that involve Davis Bacon Wage requirements and compliance with the Buy America Act. Project Manager: Cathy Fillmore/858.864.5797/cfillmore @alphamechanical.com I i E-0--M- m �aerlT�de =v I I I Company: Alpha Mechanical Project: City of Chula Vista-South Library Chilled Water Conversion Project Designated Recycling Coordinator: Neil Gibson I Cathy Fillmore Waste Management Goals: ❑ This project will recycle or salvage for reuse up to 25% by weight of the waste generated on-site. l Communication plan: ❑ Waste prevention and recycling activities will be discussed at the beginning of each safety meeting. f ❑ As each new technician comes on-site,the recycling coordinator will present him/her with a copy of the Waste Management Plan and provide a tour of the recycling areas. ❑ The supervisors will be expected to make sure all their crews comply with the Waste Management Plan. ❑ All recycling containers will be clearly labeled. © Lists of acceptable/unacceptable materials will be determined before start of project. Expected Project Waste, Disposal, and Handling: The following charts identify waste materials expected on this project,their disposal method, and handling ? procedures. Demolition Phase Material Quahtety Disposal Method Handling l�rcedure _. Sludge/ Hazardous TBD Barrels will be taken from roof to Waste Management company Materials street for pickup will be employed to handle barrels. Piping TBD Recycled when possible Separate recyclable piping vs. disposal Existing Structures TBD Salvaged when possible Remove by hand, load for disposal Remaining Materials TBD Landfill-Sound Disposal Dispose in "trash" dumpster Construction Phase Material : Quar>tty ,., D1s_P asal Method:.:.--_ :. Han€ljing F'to6edare_ Unused Piping TBD Recycled when possible Remove by hand and store or recycle when applicable Chiller 1 Waste Management Systems Chiller will be removed in its Inc, entirety and properly disposed of. Coils 1 Waste Management Systems Coils will be removed in its Inc. entirety and properly disposed of. i Alpha Mechanical, Inc. 4685 tereericraieg Lapp.^San Diego,CA 92123.(358)279.13€,0 Design Build Fee Structure Depending upon the size, complexity and amount of engineering required in the project, the design build fee structure will be assessed at a range of 4-7.5% of the total cost of the project.Alpha Mechanical will negotiate with the City of Chula Vista on the appropriate and relevant amount for the project once the engineering requirements are finalized (Le: structural). The outline of fees assessed is the following: - Initial Site review by Engineer of Record and Site Supervisor - Consultation between engineer of record and City of Chula Vista engineering department/ Management - Record drawings and Specifications - QA/QC Plan to include: Statement of Goals, QA/QC Criteria, Development of Implementation Plan, List of QA/QC Materials & Equipment, Enforcement Guidelines&Specifications - Project Specific Site Plan - Project Start-up &Testing Plan - Operator Training Session - Close out Package consisting of O&M Manuals,Warranty information &Close our Reports - On-Site Project Safety Plan - Preparation of Critical Path Method (CPM) schedule via Microsoft Project - Site supervisor consultation i w O O p 0 0 0 w O w Q O O w O O o w w w r N O O p 0 0 0 O w O O O O O O w w r r w Q 0 0 0 0 0 0 p O O O O O O r r r w O O o t � O t6 0 0 0 0 0 0 • : 0 0 w O O O r O O O w r r • O (� o 0 0 0 0 o w - o 0 o a o • o o o w w w �--. 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Z ep 'a W, m LU ❑ a an ` U fey- 7 . w d o O o a� ni tL a f.7 � o U � '� v O' ❑ � .�-a � c C2 Q as � `'y `� 0. r v1 O ar m L F: y r w E c • • ° M W m Z o c o p a m u�i 'a q, = U o 0. W C U U: C : W U �. • - Q Q w Q U C € z �� w N C7 ¢ o n p ? N 0 m a 00 F- U z z ¢ z 0 0 0° z U LLI ❑ (3 : p O o + a > LIJ �? LU ❑Z Q 0 0 + w O a w ❑ 0 O v U fA I- D } w O J ¢ ❑ O uj N LL [R O� ❑ LU rg0z c w L 2 fL 0 U ° Z v m ° a w O 5 � w L � w c F- n- o 'o _n w 0. C1 Q J LL 2 O Z 00 C� 0 [1 U + a � A � LL 0 < LL 0. N J W Ni ¢ Jw A ` Z jo,iu«�A�m�de ¢ Vy m": .M. .. x 0 `m ems' w -Mm- < LL w `a: � um,g - ° tu (� , ❑ (6 Z d1 N LL 2 - [ a � zm - AR Q . m o :W - U u O D O 6 V Ws N o cp :d Q w z Q U c — II k I k Alpha Mechanical, Inc. � 4883 3 Gra=eal€;raid Ltaim.San DJeUn,CA 02123-(t 8)2.79-1 300 k Construction Approach & Methods The following approach will be implemented for the Air Cooled Chilled Water Conversion project: Managing Expectations: • Prior to commencement of any type of work or activity, approval will be gained from the proper authority. • All coordination & scheduling for work performed will be at the sole discretion of the City of Chula Vista. • Alpha Mechanical will furnish all tools, equipment, supplies, materials and manufactured articles, in addition to all mechanical related labor, transportation including but not limited to: fuel, power, water and essential communications required for the fulfillment of the scope of work in strict accordance with the Contract Documents. Approach to Construction Activities: + Coordinate Traffic Management with Co's Traffic & submit detailed shutdown plan for city approval. Schedule Is' complete shutdown of system. • Per Critical Path Construction Schedule, all shutdowns of system will be scheduled only once approved by the City of Chula Vista. E • Upon award, a detailed crane plan will submitted to the city for approval. + Lock out/ tag out procedures provided will be followed and all required paperwork will be approved prior to any shutdown or removal of equipment. • Safety is a #1 priority for all of our projects. We have in —house weekly safety meetings and all of our technicians have completed OSHA Safety training and versed in all applicable ASHRAE standards. • Upon award of the contract a comprehensive waste management control plan will be submitted for approval and followed for the entire duration of the project. i Alpha Mechanical, Inc. 4885 Groor€e;raicg L ne m S m D18 o,CA 92123 s(055)273-13€30 Start up and technical commissioning for all new equipment will be performed by a certified factory start up technician. Upon completion of the start up of new equipment Alpha Mechanical will field verify proper operation and will closely monitor performance. • A copy of the pre-start up questionnaire is included. This page outlines all of the required information to be filled out prior to start up of new equipment. • _ Lock out/Tag out procedures will be implemented. f E { i E I i Alpha (Mechanical, Inc. � 4885 Gmew raig Lit e-Sai) Mfi po<CA 92123 4 4.353;279.1'100 Schedule Of Rates f CHILLER SERVICE HOURLY RATE $120.00 l CONTROLS SERVICE HOURLY RATE $115.00 l HVAC SERVICE HOURLY RATE $ 95.00 E E PLUMBING SERVICE HOURLY RATE $ 95.00 MAIN LINE DRAIN MACHINE $ 75.00(FLAT RATE) I The above service rate pricing is based on normal business hours from 8:00 am to 5:00 ! pm Monday through Friday. Any service performed outside of normal business hours is subject to time and half. i i IN-HOUSE RESOURCES FOR PROJECT DEVELOPMENT/ MANAGEMENT Alpha Mechanical has a plethora of tools and an ongoing training program to keep ahead of all major software and hardware needs. The office personnel all operate Windows 2013 Office software, include Project 2013,Access, Excel&Word. Modeling software utilized for most projects is Equest or SDGE's Readi-Tool to establish acceptable incentives and rebates from SDGE. Alpha Mechanical employs their own specialized BIM team with the ability to create 3D representational models. Further examples available upon request. Authority to negotiate forth is contract: Alpha Mechanical Inc. 4885 Greencraig Lane San Diego, CA 92123 Mark Swearingen, President 858-279-1300 Ext. 502 Neil Gibson, Retrofit Division Manager € 858.518-5253 ` Contact for other questions during submittal evaluation: Cathy Fillmore, Project Manager 858-864-5797 i i f k k `r f i i I I i APPENDIX : A. Activity Hazard Analysis --- EXAMPLE B. Insurance Certification C. Emergency Action Plan Outline i i ac [� E a o Q) m et c o (n Z� T C w CL c -0 y O N L Q +�' w �] m O �Q1+ _ (A 0) O 0 ca N (0 U U m O > a O- C U (a u�i O � a � � o x ° cn (u Lw 70 .. [L r v� �'¢ cc 0m o acv ' °o N •� E c O N ° m cu O U J O c n o 0) N N �' p c U S N N L"J � ++ U E m m O O U N = C O O N fl C c o W U V L (� U LLi C t Eu1 (v c) E d N v° G m CO) z c4 s� O c c O Q (n O O +' f/j t3 a�i c N v «-7 i6 t0 c4 b 7+_O (D _V � N r.. [— v `m rn v L vi O N N ro O u m N m c-. ar c V 4? a 1° � ' � � m m - a o 5 N = E v� U) L -� = ; Eoo cy) o c >, o> ,(a3m w jn >0 0(n -0 0a ' m E 0t :1 8m � s� (D ca) m � i4. am e A E Utoo 0 EmA E u U � CL _ Zu � m ro (D r 0Eu - ov o0 a o o QD U () U U .S �c - lC1 Z N - N N7� m « `a t� c 4f U N N N ❑ 0 s C 44 r t0 C O •ICI O] � _ 0) m O? U D a C C r O m GL U 2! U ° 0 .- a) LQ Zf 46 c U a3-�e 7 f (tl N (� .E .0 N N U c `° Q @ _ t O U a a :3 a m LL CL as c a (D U E a) i� c as w U c W c U (_ "� V m (� (� (U '� qD c C tEi (D w.� Q CL cr 41 00 � N r E '- O N r Q 7 Q a a� E ui T O m ° H a 0 7 (D C (> > N L U E N >, �, Z G O � N tl? ° 2 2 -0 � � � � d N O 00 o CL c r ni ri er Ai U D 0. 2 E I I I i AC'o CERTIFICATE OF LIABILITY INSURANCE (MMID 1D/25/2QI3 THIS CERTIFICATE. IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER,AND THE CERTIFICATE HOLDER. IMPORTANT: If the certificate holder is an ADDITIONAL INSURED,the policy(ies)must be endorsed. If SUBROGATION IS WAIVED,subject to the terms and conditions of the policy,certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s). PRODUCER CONTACT Certificate De artment NAME: P Cavignac & Associates PHONE FAX.E4, 1619-234-8601 450 B Street, Suite 1800 EMAIL 619-234-6848 A1C No: San Diego, CA 92101-8005 ADDRESS: cert.iticates @cavignac.com License No. OA99520 INSURERS AFFORDING COVERAGE NAIL# INSURER A: INS C()RP INSURED INSURERB:NATL UNION FIRE INS CO 19445 Alpha Mechanical, Inc. 4885 Greencraig Lane INSURERC: San Diego, CA 92123-1664 United States INSURERD: INSURER E: INSURER F COVERAGES CERTIFICATE NUMBER:243249 REVISION NUMB ER:243431 THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT,TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES.LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. INSR TYPE OF INSURANCE ADDL SUER POLICY EFF POLICY EXP LIMITS LTR INSR WVD POLICY NUMBER MMIDD MMIDD A GENERAL LIABILITY AICGO6331300 71112013 7/1/2019 EACH OCCURRENCE $ 1,000,000 X COMMERCIAL GENERAL LIABILITY DAMAGES(Ea RENTED PREMISES occurrence) $ 300,000 CLAIMS-MADE Fx_1 OCCUR MED EXP{Any one person} $ 5,000 III X Cross Liab/Sev of Int PERSONAL&ADV INJURY $ 1,000,000 X XCU included GENERAL AGGREGATE $ 2,000,000 GEN'L AGGREGATE LIMIT APPLIES PER: PRODUCTS-COMPIOPAGG $ 2,000,000 POLICY X PRO LOG Deductible $ 25,000 A AUTOMOBILE LIABILITY AICA06331300 7/1/2013 7/1/2014 COMBtNEDSINGLELIMIT Ea accident 1,000,000 X ANY AUTO BODILY INJURY(Per person) $ ALL OWNED SCHEDULED BODILY INJURY(Per accident) $ AUTOS AUTOS NON-OWNED PROPERTY DAMAGE $ HIRED AUTOS AUTOS Par accident $ B X UMBRELLA LIAB }a' OCCUR LE025066228 7/1/2013 7/1/2014 EACHOCCVRRENCP $ 5,000,000 EXCESSLIA13 CLAIMS-MADE AGGREGATE $ 5,000,000 DID X RETENTION$ $10,000 $ A WORKERS COMPENSATION A1CW06331300 7/1/2013 7/1/2019 X WC S7ATU- TR AND EMPLOYERS'LIABILITY YIN ANY PROPRIETORfPARTNERIEXECUTIVE❑ E.L.EACH ACCIDENT $ 1,000,000 OFFICERIMEMBER EXCLUDED? N/A IMandatory in NH) E.LDISEASE-EAEMPLOYE $ 1 000 000 If yes,describe under DESCRIPTION OF OPERATIONS betow E.L.DISEASE-POLICY LIMIT $ 1,000,000 DESCRIPTION OF OPERATIONS!LOCATIONS f VEHICLES (Attach ACORD 101,Additional Remarks Schedule,if more space is required) I CERTIFICATE HOLDER CANCELLATION i Specimen Certificate SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN i ACCORDANCE WITH THE POLICY PROVISIONS. AUTHORIZED REPRESENTATIVE James Schabarum fT'�vlt' S O 1968-2010 ACORD CORPORATION. All rights reserved. ACORD 25(2010105) The ACORD name and logo are registered marks of ACORD EXIGIS-CAVIGNAC&ASSOCIATES 243431 Page 1 of 9 POLICY NUMBER: AICA06331300 COMMERCIAL AUTO CA 04 44 0310 THIS ENDORSEMENT CHANGES THE POLiOY. PLEASE READ IT CAREFULLY. WAIVER OF TRANSFER OF RIGHTS OF RECOVERY' AGAINST OTHERS TO U ('RIFER OF SUBROGATI ON) This endorsement moduies insurance provided under the following: BUSINESS AUTO COVERAGE FORM BUSINT:.S.¢i AUTO PHYSICAL.DAMAGE COVERAGE FORM GARAGE COVERAGE FORM MOTOR CARRIER COVERAGE FORM TRUCKERS COVERAGE FORM Mh respect to cove*e provided by this endorsement; the provisions of the Coverage Form apply unless modi• fled by the endorsement. This endorsement changes the policy effective on the ince0on date of the policy unless another.date is indicated below. Named Insured: Alpha Mechanical,Inc. Endorsement Effective Date: SCHEDULE Narne(s)Of Person(s)Or Organization(s):WHERE REQUIRED BY WRITTEN CONTRACT. In#omnation required to complete this Schedule, it not shown above,will be shown in the Declarations. 'Me Transfer Of Rights Of ReCOVery Against Oth- ors To Us Condition loos not apply to the norson(s) or organization(s) shown in the Schedule, but only to the extant than subrogation is waived prior to they "ao- cident"or the"loss" under a contract with that person or organization. i i CA 04 44 0310 0 Insurance Services Office, Inc.,2009 Pa e 7 of P1ge 2 al? OLD REPUBLIC GENERAL INSURANCE CORPORATION ADDITIONAL INSURED WHERE REQUIRED UNDER CONTRACT OR AGREEMENT THIS ENDORSEMENT CHANGES THE POLICY. PLEASE READ IT CAREFULLY. THIS ENDORSEMENT MODIFIES INSURANCE PROVIDED UNDER THE FOLLOWING: BUSINESS AUTO COVERAGE FORM The following is added to Section II—Liability Coverage, A.—Coverage, 1.Who Is An Insured: d. Any person or organization to wham you become obligated to include as an additional insured under this policy, as a result of any contract or agreement you enter into which required you to furnish insurance to that person or organization of the type provided by this policy, but only with respect to liability arising out of your operations or premises owned by or rented to you. However,the insurance provided will not exceed the lessor of: 1, The coverage or limits of this policy, or 2. The coverage or limits required by said contract or agreement. Named Ensurreti Alpha Mechanical,Inc. Policy Number AlCA06331300 Endorsement No. Policy Period 7/1/2013 to I Endorsement Effective Date: 7/1/2014 Producer's Name: Producer Number: AUTHORIZED REPRESENTATIVE DATE CA EN GN 0020 03 07 Page 3 of 9 i POLICY NUMBER: AICGO6331300 COMMERCIAL GENERAL LIABILITY CG 20 10 04 13 THIS ENDORSEMENT CHANGES THE POLICY. PLEASE READ IT CAREFULLY. ADDITIONAL INSURED - OWNERS, LESSEES OR CONTRACTORS - SCHEDULED PERSON OR ORGANIZATION This endorsement modifies insurance provided under the following: COMMERCIAL GENERAL LIABILITY COVERAGE PART SCHEDULE Name Of Additional Insured Person(s) Or Organization(s) Locations Of Covered Operations Where required by written contract. z f Information required to complete this Schedule, if not shown above,will be shown in the Declarations. A. Section 11 — Who Is An Insured is amended to B. With respect to the insurance afforded to these include as an additional Insured the person(s) or additional insureds, the following additional organization(s) shown in the Schedule, but only exclusions apply: with respect to liability for"bodily injury", "property This insurance does not apply to "bodily injury" or damage" or "personal and advertising injury" "property damage"occurring after: caused, in whole or in part, by: 1. All work, including materials, parts or 1. Your acts or omissions; or equipment furnished in connection with such 2. The acts or omissions of those acting on your work, on the project (other than service, behalf; maintenance or repairs) to be performed by or in the performance of your ongoing operations for on behalf of the additional insured(s) at the the additional insured(s) at the location(s) location of the covered operations has been designated above. completed;or However: 2. That portion of "your work" out of which the injury or damage arises has been put to its 1. The insurance afforded to such additional intended use by any person or organization insured only applies to the extent permitted by other than another contractor or subcontractor law;and engaged in performing operations for a 2. If coverage provided to the additional insured is principal as a part of the same project. required by a contract or agreement, the insurance afforded to such additional insured will not be broader than that which you are required by the contract or agreement to provide for such additional insured. CG 20 10 0413 O Insurance Services Office, Inc., 2012 Page 1 of 2 I Page,f of 9 C, With respect to the insurance afforded to these 2. Available under the applicable Limits of additional insureds, the following is added to Insurance shown in the Declarations; Section III—Limits Of Insurance. whichever is less. If coverage provided to the additional insured is This endorsement shall not increase the required by a contract or agreement, the most we applicable Limits of Insurance shown in the will pay on behalf of the additional insured is the Declarations. amount of insurance: 1. Required by the contract or agreement; or I� f i f k i i Page 2 of 2 ©Insurance Services Office, Inc., 2012 CG 20 10 0413 Page 5 of 9 POLICY NUMBER: AlCGO6331300 COMMERCIAL GENERAL LIABILITY CG 20 37 0413 THIS ENDORSEMENT CHANGES THE POLICY. PLEASE READ IT CAREFULLY. ADDITIONAL INSURED - OWNERS, LESSEES OR CONTRACTORS - COMPLETED OPERATIONS This endorsement modifies insurance provided under the following: COMMERCIAL GENERAL LIABILITY COVERAGE PART PRODUCTSICOMPLETED OPERATIONS LIABILITY COVERAGE PART SCHEDULE Name Of Additional Insured Person(s) Or Organization(s) Location And Description Of Completed Operations "Where required by written contract,but only when coverage for Completed Operations is specifically required by that contract". i i Information required to complete this Schedule, if not shown above, will be shown in the Declarations. e A. Section 11 —Who Is An Insured is amended to B. With respect to the insurance afforded to these include as an additional insured the person(s) or additional insureds, the following is added to organization(s) shown in the Schedule, but only Section III—Limits Of Insurance: with respect to liability for "bodily injury" or If coverage provided to the additional insured is "property damage"caused, in whole or in part, by required by a contract or agreement, the most we your work" at the location designated and will pay on behalf of the additional insured is the described in the Schedule of this endorsement amount of insurance: performed for that additional insured and included in the "products-completed operations 1. Required by the contract or agreement; or hazard". 2. Available under the applicable Limits of However: Insurance shown in the Declarations; 1. The insurance afforded to such additional whichever is less. insured only applies to the extent permitted This endorsement shall not increase the applicable by law;and Limits of Insurance shown in the Declarations. 2. If coverage provided to the additional insured is required by a contract or agreement, the insurance afforded to such additional insured will not be broader than that which you are required by the contract or agreement to provide for such additional insured. I i GG 20 37 04'13 O Insurance Services Office, Inc., 2012 Page 1 of 1 Page 6 of 9 OLD REPUBLIC GENERAL INSURANCE CORPORATION E i CHANGES ADDIMONAL INSURED PRIMARYWORDING SCHEDULE THIS ENDORSF-MENT CHANGES THE POLICY. PLEASE READ IT CAREFULLY. THIS ENDORSEMENT MODIFIES INSURANCE PROVIDED UNDER THE FOLLOWING: COMMERCIAL GENERAL LIABILITY COVERAGE FORM Name of Additional Insured Person(s) Locatlon(s)of Covered Operations Or OManization(s): WHERE REQUIRED BY WRTTTEN CONTRACT it information rewired to complete this Schedule,If not shown Above,will be shmmin in the Declarations. The Insurance provided by this endorsement Is primary Insurance and we will not seep,Contribution morn any other insuranoe of a Ike kind available to the person or organization shown in the schedule above unless the other Insurance is provided by a contractor other than the person or organization shown In the schadule asb Dve for ft S rY° .$; .l"'...'.a, b l °tlo^, Iff so,-AB will share With that other Irmura^;e by the ma(hod desorit:ed in paragraph 4.c.!Df Seetion lit—Commercial General Liability Conditions. All other terms and r_,onrlhirons remnin unchanued. i Named Insured Alpha Mechanical., Inc. - € E Policy Number AICGO6331300 Endorsement No. NIA Policy Period '71112413 to 7/1/2019 Endorsement l ffective DSte: 7/1/2013 Producer's Name: Cavignac & Associates - - Producer Number. N/A 7/1/2413 AUTHORIZED KLFRE5LN'FAT1VE UNFL James Schabarum i CG EN GN 0029 09 06 Page 8 of 9 i OLD REPUBLIC GENERAL INSURANCE CORPORATION WAIVER OF OUR RIGHT TO RECOVER FROM OTHERS ENDORSEMENT THIS ENDORSEMENT CHANGES THE POLICY. PLEASE READ IT CAREFULLY. THIS ENDORSEMENT MODIFIES INSURANCE PROVIDED UNDER THE FOLLOWING: WORKERS'COMPENSATION AND EMPLOYERS'LIABILITY INSURANCE I We have the right fo recover our payments from anyone liable for an injury covered by this polley. We vWlI not enforce our right against the person or organization named in the Schedule. This agreement applies only to the extent that you perform work under a written contract that requires you to obtain this agreement from us. This agreement shall not operate directly or indirectly to benefit anyone not named in the Schedule. Schedule ANY PERSON OR ORGANIZATION FOR WHICH THE INSURED HAS AGREED BY WRITTEN CONTRACT EXECUTED PRIOR TO LOSS TO FURNISH THIS WAIVER The premium charge for this endorsement is $0.00 Named Insured Alpha Mechanical, Inc. - - Policy Number AlCW06331300 Endorsement No. 'N/A - f'oiicyPerioti 7/1/zo 3 to 7/I/zola Endorsement Effective Date. 7/l/2013 .. ___._. ... ... ....__....J.___.._....__._._._.__._._._...__...i------------------------,___�_.___ Producer's Name_ Cavignac & Associates Producer Number: N/A -- i i ..........................- 7/1/2013 AUTHORIZED REPRESENTATIVE DATE James Schabarum WC 99 0315(09106) Page 9 of 9 ' 1 f I` k i 4DAlpha Mechanical, Inc. 4885 Greer 3crak,Lame-San Dk roc,CA 92123 t(858)279.1 300 I i Emergency Action Plan Upon award of contract the following plan will be Formulated with site-specific information for: i City of Chula Vista Chula Vista South Library 389 Orange Avenue Chula Vista, CA 91910 Emergency Design Build Services for Air Cooled Chilled Water Conversion& Control System EMERGENCY ACTION PLAN For: Facility Name: Facility Address: f DATE PREPARED: 1 1 E E I EMERGENCY PERSONNEL NAMES AND PHONE NUMBERS DESIGNATED RESPONSIBLE OFFICIAL (Highest Ranking Manager at site, such as , or ): 'E Name: Phone: ( ) EMERGENCY COORDINATOR: Name: Phone: ( } AREA/FLOOR MONITORS (If applicable): Area/Floor: Name: Phone: { ) Area/Floor: Name: Phone: ( } ASSISTANTS TO PHYSICALLY CHALLENGED (If applicable): Name: Phone: E Name: Phone: i I I I Date 1 1 i i t EVACUATION ROUTES • Evacuation route maps have been posted in each work area. The following information is marked on evacuation maps: I 1. Emergency exits 2. Primary and secondary evacuation routes 3. Locations of fire extinguishers 4. Fire alarm pull stations' location a. Assembly points • Site personnel should know at least two evacuation routes. E i I I i EMERGENCY PHONE NUMBERS FIRE DEPARTMENT: PARAMEDICS: AMBULANCE: POLICE: E FEDERAL PROTECTIVE SERVICE: SECURITY (If applicable): BUILDING MANAGER (if applicable): UTILITY COMPANY EMERGENCY CONTACTS (Specify name of the company, phone number and point of contact) ELECTRIC: WATER: GAS (if applicable): TELEPHONE COMPANY: Date: I 1 i i EMERGENCY REPORTING AND EVACUATION PROCEDURES Types of emergencies to be reported by site personnel are: MEDICAL • FIRE i i • SEVERE WEATHER • BOMB THREAT • CHEMICAL. SPILL • STRUCTURE CLIMB INGIDESCENDING • EXTENDED POWER LOSS • OTHER (specify) (e.g., terrorist attack/hostage taking) I� t ! e MEDICAL EMERGENCY • Call medical emergency phone number (check applicable): ❑ Paramedics ❑ Ambulance ❑ Fire Department E ❑ Other Provide the following information: a. Nature of medical emergency, b. Location of the emergency (address, building, room number), and c. Your name and phone number from which you are calling. • Do not move victim unless absolutely necessary. • Call the following personnel trained in CPR and First Aid to provide the required assistance prior to the arrival of the professional medical help: Name: Phone: Name: Phone: • If personnel trained in First Aid are not available, as a minimum, attempt to provide the following assistance: 1. Stop the bleeding with firm pressure on the wounds (note: avoid contact with blood or other bodily fluids). 2. Clear the air passages using the Heimlich Maneuver in case of choking. • In case of rendering assistance to personnel exposed to hazardous materials, consult the Material Safety Data Sheet(MSDS) and wear the appropriate personal protective equipment. Attempt first aid ONLY if trained and qualified. Date_/ / I i i Ii E I r FIRE EMERGENCY When fire is discovered: • Activate the nearest fire alarm (if installed) • Notify the local Fire Department by calling • If the fire alarm is not available, notify the site personnel about the fire emergency by the following means (check applicable): • Voice ❑ Radio Communication ❑ Other (specify) • Phone Paging Fight the fire ONLY if: • The Fire Department has been notified. • The fire is small and is not spreading to other areas. • Escaping the area is possible by backing up to the nearest exit. • The fire extinguisher is in working condition and personnel are trained to use it. Upon being notified about the fire emergency, occupants must: • Leave the building using the designated escape routes. • Assemble in the designated area (specify location): • Remain outside until the competent authority (Designated Official or designee) announces that it is safe to reenter. Designated Official, Emergency Coordinator or supervisors must (underline one): • Disconnect utilities and equipment unless doing so jeopardizes his/her safety. • Coordinate an orderly evacuation of personnel. • Perform an accurate head count of personnel reported to the designated area. • Determine a rescue method to locate missing personnel. • Provide the Fire Department personnel with the necessary information about the facility. • Perform assessment and coordinate weather forecast office emergency closing procedures Area/Floor Monitors must: • Ensure that all employees have evacuated the area/floor. • Report any problems to the Emergency Coordinator at the assembly area. Assistants to Physically Challenged should: • Assist all physically challenged employees in emergency evacuation. Date 1 I I EtE f€ I EXTENDED POWER LOSS In the event of extended power loss to a facility certain precautionary measures should be taken depending on the geographical location and environment of the facility: • Unnecessary electrical equipment and appliances should be turned off in the event that power restoration would surge causing damage to G electronics and effecting sensitive equipment. • Facilities with freezing temperatures should turn off and drain the following lines in the event of a long term power loss. Fire sprinkler system Standpipes Potable water lines E Toilets • Add propylene-glycol to drains to prevent traps from freezing • Equipment that contain fluids that may freeze due to long term exposure to freezing temperatures should be moved to heated areas, drained of liquids, or provided with auxiliary heat sources. Upon Restoration of heat and power: • Electronic equipment should be brought up to ambient temperatures before energizing to prevent condensate from forming on circuitry. • Fire and potable water piping should be checked for leaks from freeze damage after the heat has been restored to the facility and water turned back on. - f E CHEMICAL SPILL The following are the locations of: Spill Containment and Security Equipment: Personal Protective Equipment (PPE): MSDS: When a Large Chemical Spill has occurred: • Immediately notify the designated official and Emergency Coordinator. • Contain the spill with available equipment (e.g., pads, booms, absorbent powder, etc.). • Secure the area and alert other site personnel. • Do not attempt to clean the spill unless trained to do so. • Attend to injured personnel and call the medical emergency number, if required. • Call a local spill cleanup company or the Fire Department (if arrangement has been made) to perform a large chemical (e.g., mercury) spill cleanup. Name of Spill Cleanup Company: Phone Number: • Evacuate building as necessary When a Small Chemical Spill has occurred: • Notify the Emergency Coordinator and/or supervisor (select one). • If toxic fumes are present, secure the area (with caution tapes or cones) to prevent other personnel from entering. • Deal with the spill in accordance with the instructions described in the MSDS. • Small spills must be handled in a safe manner, while wearing the proper PPE. • Review the general spill cleanup procedures. Date ! ! r r t STRUCTURE CLIMBINGIDESCENDING EMERGENCIES List structures maintained by site personnel (tower, river gauge, etc.): No. Structure Type Location (address, if Emergency Response applicable) Organization* (if available within 30-minute response time) Emergency Response Organization(s): Name Phone Number Name Phone Number (Attach Emergency Response Agreement if available) * - NIA. If no Emergency Response Organization available within 30-minute response time additional personnel trained in rescue operations and equipped with rescue kit must accompany the climber(s). TELEPHONE BOMB THREAT CHECKLIST INSTRUCTIONS: BE CALM,BE COURTEOUS. LISTEN. DO NOT INTERRUPT"THE CALLER. YOUR NAME: TIME: DATE: CALLER'S IDENTITY SEX: Male Female Adult Juvenile _APPROXIMATE AGE: ORIGIN OF CALL: Local Long Distance Telephone Booth VOICE CHARACTERISTICS SPEECH LANGUAGE _Loud _Soft _Fast _Slaw _Excellent _Good High Pitch _Deep _Distinct _Distorted _Fair _Poor _Raspy _Pleasant _Stutter _Nasal _Foul _Intoxicated Slurred Other Other Other ACCENT MANNER BACKGROUND NOISES _Local _Not Local Calm Angry _Factory _Trains Foreign _Region _Rational _Irrational _Machines Animals Race _Coherent _Incoherent _Music Quiet _Deliberate _Emotional _Office _Voices Righteous _Laughing _Machines _Airplanes _Street _Party Traffic Atmosphere BOMB FACTS PRETEND DIFFICULTY HEARING - KEEP CALLER TALKING - IF CALLER SEEMS AGREEABLE TO FURTHER CONVERSATION, ASK QUESTIONS LIKE: When will it go off? Certain Hour Time Remaining Where is it located? Building Area What kind of bomb? What kind of package? How do you know so much about the bomb? What is your name and address? 1 If building is occupied, inform caller that detonation could cause injury or death. Activate malicious call trace: Hang up phone and do not answer another line. Choose same line and dial *57 (if your phone system has this capability). Listen for the confirmation announcement and hang up. Call Security at and relay information about call. i Did the caller appear familiar with plant or building (by his/her description of the bomb location)? Write out the message in its entirety and any other comments on a separate sheet of paper and attach to this checklist. Notify your supervisor immediately. . I SEVERE WEATHER AND NATURAL DISASTERS Tornado: • When a warning is issued by sirens or other means, seek inside shelter. Consider the following: Small interior rooms on the lowest floor and without windows, - Hallways on the lowest floor away from doors and windows, and Rooms constructed with reinforced concrete, brick, or block with no windows. • Stay away from outside walls and windows. • Use arms to protect head and neck. • Remain sheltered until the tornado threat is announced to be over. Earthquake: • Stay calm and await instructions from the Emergency Coordinator or the designated official. • Keep away from overhead fixtures, windows, filing cabinets, and electrical power. • Assist people with disabilities in finding a safe place. • Evacuate as instructed by the Emergency Coordinator and/or the designated official. Flood: If indoors: • Be ready to evacuate as directed by the Emergency Coordinator and/or the designated official. • Follow the recommended primary or secondary evacuation routes. If outdoors: • Climb to high ground and stay there, • Avoid walking or driving through flood water. • If car stalls, abandon it immediately and climb to a higher ground. Hurricane: E • The nature of a hurricane provides for more warning than other natural and weather disasters. A hurricane watch issued when a hurricane becomes a threat to a coastal area. A hurricane warning is issued when hurricane winds of 74 mph or higher, or a combination of dangerously high water and rough seas, are expected in the area within 24 hours. Once a hurricane watch has been issued: • Stay calm and await instructions from the Emergency Coordinator or the designated official. • Moor any boats securely, or move to a safe place if time allows. Continue to monitor local TV and radio stations for instructions. • Move early out of low-lying areas or from the coast, at the request of officials. • If you are on high ground, away from the coast and plan to stay, secure i E the building, moving all loose items indoors and boarding up windows and openings. • Collect drinking water in appropriate containers. Once a hurricane warning has been issued: • Be ready to evacuate as directed by the Emergency Coordinator and/or the designated official. • Leave areas that might be affected by storm tide or stream flooding. During a hurricane: • Remain indoors and consider the following: - Small interior rooms on the lowest floor and without windows, Hallways on the lowest floor away from doors and windows, and - Rooms constructed with reinforced concrete, brick, or block with no windows. Blizzard: If indoors: • Stay calm and await instructions from the Emergency Coordinator or the designated official. • Stay indoors! • If there is no heat: Close off unneeded rooms or areas. - Stuff towels or rags in cracks under doors. Cover windows at night. • Eat and drink. Food provides the body with energy and heat. Fluids prevent dehydration. • Wear layers of loose-fitting, light-weight, warm clothing, if available. If outdoors: • Find a dry shelter. Cover all exposed parts of the body. • If shelter is not available: Prepare a lean-to, wind break, or snow cave for protection from the wind. Build a fire for heat and to attract attention. Place rocks around the fire to absorb and reflect heat. Do not eat snow. It will lower your body temperature. Melt it first. If stranded in a car or truck: • Stay in the vehicle! • Run the motor about ten minutes each hour. Open the windows a little for fresh air to avoid carbon monoxide poisoning. Make sure the exhaust pipe is not blocked. • Make yourself visible to rescuers. Turn on the dome light at night when running the engine. - Tie a colored cloth to your antenna or door. Raise the hood after the snow stops falling. • Exercise to keep blood circulating and to keep warm. k CRITICAL OPERATIONS During some emergency situations, it will be necessary for some specially f assigned personnel to remain at the work areas to perform critical operations. 'i Assignments: f Work Area Name Job Title Description of Assignment 'E e • Personnel involved in critical operations may remain on the site upon the permission of the site designated official or Emergency Coordinator. f • In case emergency situation will not permit any of the personnel to remain at the facility, the designated official or other assigned personnel shall notify the appropriate offices to initiate backups. This information can be obtained from the Emergency Evacuation Procedures included in the Manual. The following offices should be contacted: Name/Location: Telephone Number: f Name/Location: Telephone Number: Name/Location: Telephone Number: 1 I i i TRAINING The following personnel have been trained to ensure a safe and orderly emergency evacuation of other employees: Facility: Name Title Responsibility Date I E i I i CITY cF CHULA VISTA REQUEST FOR PROPOSAL (RFP) TO PROVIDE EMERGENCY DESIGN BUILD SERVICES FOR THE DESIGN AND RETROFIT INSTALLATION OF AN AIR COOLED CHILLED WATER CONVERSIONAND CONTROL SYSTEM IN THE CITY OF CHULA VISTA, CA RFP ISSUED: November 6, 2013 SUBMITTALS ARE DUE BY. November 20, 2013 City of Chula Vista Engineering Department 276 Fourth Avenue Building 200 Chula Vista, CA 91910 TABLE OF CONTENTS I. INTRODUCTION...............................................................................................................I IISCOPE OF SERVICES ......................................................................................................2 A. Project Control (All Phases) ..........................................................................................2 B. Design Phase Services...................................................................................................2 C. Construction Phase Services..........................................................................................4 D. Operations and Startup Phase Services..........................................................................5 III DESIGN BUILDER SELECTION PROCESS....................................................6 IV REQUEST FOR PROPOSALS SCHEDULE.....................................................7 VPUBLIC DISCLOSURE..............................................................................7 VI SUBMITTAL REQUIREMENTS..................................................................7 VII CONTRACT TERMS AND CONDITIONS......................................................9 ATTACHMENT 1 —SAMPLE DESIGN BUILD AGREEMENT....................................11 The following Request for Proposal(RFP)pertains to the design,construction and installation of an air cooled chilled water conversion or similar application. Firms with design build experience are being solicited to present proposals for review. Based upon the submitted information, qualified candidates will be interviewed and a responsive proposal may be considered for the project as permitted by the City's Design-Build Ordinance. I. INTRODUCTION The facility of the South Chula Vista Library branch consists of an estimated 55,000 square feet of environmentally controlled interior space. There are 3 separate heating and air-conditioning (HVAC) systems for the entire complex. The main library as well as the administration offices is served by (1) large 100-ton air-handling unit. The unit provides the necessary ventilation and cooling air that is required by the 32 separate variable-air-volume(VAV)air-mixing boxes in order to maintain the proper temperature and humidity of the spaces. Heating for these areas is accomplished by utilizing re-circulated heating hot water,which is supplied by a natural gas boiler and associated pumps to the mixing air boxes. The library's literacy center and conference meeting rooms are conditioned and supplied by(2)separate smaller rooftop natural gas packaged units. All of the HVAC equipment and systems is computer controlled via a Direct Digital Control System (DDC) ensuring optimum control for energy savings. All of the HVAC systems including the computerized controls system have been in continuous service and operation since their original installation date of 1996. The original mechanical design for the library's 100-ton air-handler including the separate refrigerant based split condensing unit, otherwise known as a direct expansion (DX) system, has seen many mechanical failures since its initial installation. The system incorporates(4)separate 25- ton semi-hermetic compressors totaling 100-tons of cooling capacity. During the first two years of operation,the system experienced 9 separate compressor failures fortunately; the contractor while still under the warranty covered most of the costs. However, since then(3)additional compressors failures have occurred at a replacement cost including all parts and labor of approximately$8,000.00 to $10,000.00 per repair. Because of the systems proximity to the coast and because the system is reached its service life expectancy, the refrigerant coils which are manufactured from cooper and aluminum are failing and are in need of constant repair. It is estimated that by replacing the existing DX semi hermetic condensing unit to a chilled water system could feasibly increase the systems efficiency by an estimated 30 to 40 percent. Therefore, replacing the existing condensing unit to an air-cooled water chiller as well as converting the air- handlers coils to chilled water would be a truly viable decision. A new energy efficient chiller would not only save on energy and operating costs, it would also save on the continuous reactive repairs that are currently needed to ensure that the public has a facility that is environmentally clean and comfortable. The City of Chula Vista is circulating this RFP to firms qualified to provide design build services to the City with: conceptual design, design services, value engineering, programming, construction management for the design and installation of air cooled chilled water conversion at the South 1 Chula Vista Library in the City of Chula Vista. The City currently has a proposed budget of$ 280,000.00 for design and construction phases of the project. All DBT members shall be licensed and registered with the State of California, as required. This RFP document describes the typical elements of a project, the required scope of services, the selection process, and the minimum information that must be included in the proposal submittal. This RFP is intended to allow for the following scenarios: • DB will combine work efforts with the City's current management team that has previously prepared the planning and/or conceptual documents. • DBT, created by the DB, prepares all planning and/or conceptual documents. • DBT, created by the DB,uses previously prepared planning and/or conceptual documents. This RFQ does not commit the City to award a contract,to pay any costs incurred in the preparation of submittals to this request, or to procure or contract for services or supplies. The City reserves the right to accept or reject any or all submittals received as a result of this request,to negotiate with any qualified source, or to cancel in part or entirely the RFP. The City reserves the right to reject any or all proposals in the City's sole discretion at any time prior to an award. II SCOPE OF SERVICES The DBT shall design and install an air cooled chilled water conversion to comply with all the applicable federal,state and local laws,including the American's with Disabilities Act-Accessibility Guidelines (ADAAG) and Title 24 of the California Code of Regulations. A. Project Control (All Phases) The DBT shall develop and implement the following Project Management Plan and Procedures: I. Monthly project status reports (including schedule and budget updates) 2. Coordination/interface with the City and its other consultants/contractors 3. Progress meetings 4. Interface and communicate with other agencies, as directed by the City. 5. Vendors and subcontractors management 6. Document control 7. Schedule and budget control 8. Quality assurance and quality control B. Design Phase Services 2 Utilizing the City's required standard specifications, facility program requirements, Federal, State and local laws, and City performance and design criteria, approved planning documents (if available), and reports that will be identified in the Design/Build contract, for a typical project,the DBT will: 1. Prepare, submit and receive City approval for any site-specific planning/environmental documents, if required. 2. Prepare design development and construction drawings and specifications suitable for obtaining City approval and issuance of permits to allow for construction. 3. Complete the design for all elements of the projects, including but not limited to: landscape architectural, architectural design, civil engineering, structural engineering,mechanical design,electrical design and any specialty consulting area. 4. Incorporate the requirements of permitting agencies as may become apparent in the course of design. The DBT shall apply for and secure all permits and provide all necessary reports, studies and support required to obtain all required permits. In addition,the DBT shall research Air Pollution Control District and noise abatement requirements, along with any hazardous materials management requirements of NFPA, Cal-OSHA and the City Fire Department. The DBT shall develop all appropriate environmental plans,including but not limited to,an air pollution control plan,a noise abatement plan and a hazardous materials management plan. The DBT shall submit and obtain approval of an application for Storm Water Pollution Prevention Plan to the appropriate authority. If required,the DBT shall incorporate appropriate facilities in the design. 6. Prepare cost estimates throughout all phase of project development. 7. Perform a value-engineering reviews to reduce cost/and or add value, utilizing all team members and City resources. Include recommendations to maximize energy efficient and build a"green"or low-pollution project. Prepare a Value Engineering Report of all considerations, recommendations and decisions. The goal is to maximize the quality of construction at a cost equal to or below the Project Budget. 8. Perform Quality Control (QC) Review of the Drawings and Specifications throughout all phases in order to correct errors and omissions and reduce the quantity of Change Orders during the course of construction. Include a detailed review of drawings and designs relative to Code Compliance Laws. Organize and publish detailed QC Reports based on all findings. 9. Establish a Critical Path Method(CPM)Construction Schedule. Monitor and update to keep the project on schedule. 3 10. Establish a bidding strategy. Identify,contract, and procure long lead items. Create early bid packages where applicable. 11. Provide construction cost control estimates during the design to support value engineering and constructability reviews. 12. Identify all permit requirements and prepare applications and support documents necessary for obtaining all permits. Permit fees are not a part of the cost of construction of the project. 13. The DBT shall be required to provide a cost estimate that will be used to establish a Guaranteed Maximum Price (GMP). Any savings at the end of the project will be deducted from the GMP and returned to the owner. 14. During the bidding of the Project, the DBT shall: a. Create appropriate subdivisions of work into Bid Packages that reflect the major items of work. A detailed scope of work will be included with all bid packages. b. Secure a minimum of three complete and competitive bids for each package. C. Receive and resolve all RFI's and bid questions. d. Schedule meetings with the City to open and review bids for each subdivision of work. Review bids in detail. Clarify Scopes of Work, exclusions, etc. Ensure bids match DBT Scope of Work. e. Provide cost spreadsheets which compares actual bids to cost estimates. 15. Prepare draft Operations Manual Index to serve as the basis for preparing the final operations Manual during the construction phase. C. Construction Phase Services The DBT shall construct the facility in accordance with the approved construction drawings, specifications and associated permits. The DBT shall also: 1. Conduct weekly team meetings with the City and appropriate design team members during the course of construction to review the status of the project. 2. Ensure the workmanship and materials provided are in accordance with the Project Specifications and the Architects meet or exceed quality construction industry standards for this type of work. 3. Provide list of required shop drawing submittals. Review shop-drawing submittals for technical and code compliance. Provide copy to the City for review and comment. 4 4. Provide resident engineering,contract administration,and inspection staff,including specialists necessary for the functional,safe, on budget and on-schedule completion of the Project, starting with the issuance of a Notice to Proceed from the City and extending through issuance of Notice of Completion and Acceptance. City staff will also perform inspection to verify compliance with the plans and specifications, permits and contract documents. 5. Ensure construction compliance with applicable local, state, and federal codes, building and environmental permit requirements, and construction mitigation documents and enforcement of the Contract Documents. 6. Purchase and install all necessary equipment and witness all factory and field component, equipment and system testing as required by the project Contract Documents. 7. Submit the proposed QA/QC Plan to the City for review. The Plan shall not be implemented without written approval of the City. 8. Provide surveying, and other contracted services as required completing projects construction. Coordinate City contracted testing and inspection services during the course of construction. 9. Develop, implement and manage a construction phase Quality Assurance/Quality Control (QA/QC). The Plan shall include but not be limited to; 1) a statement and definition of QA/QC goals; 2) an identification of QA/QC criteria and elements; 3) development of the project QA/QC implementation plan; 4) development of the QA/QC materials, components, equipment and system testing plans; and, 5) enforcement of the plans and specifications. 10. Be responsible for preparing the Critical Path Method (CPM) schedule utilized during the project construction and startup activities. Use Microsoft Project scheduling software consistent with the City reporting system. 11. Develop a project-specific Plan for defining, tracking and reporting cash flow activity requirements and submit such plan to the City for review and approval prior to implementation. 12. Develop a project-specific Change Order Administration Plan for review and approval by the City. Upon written approval of the Plan, the DBT shall initiate implementation. The Plan shall define the required Change Order procedures, including requirements for requesting, developing, approving, and filing. 13. Implement and maintain an internal records management and document control system as required to support project operations. The DBT shall provide records management and document control information in a manner consistent with the citywide Prolog Management reporting/filing system. 14. The DBT shall develop an on-site Project Safety Plan for review and approval by the City. The DBT shall administer and enforce the City approved on-site Project Safety Plan for the Project. The DBT shall monitor and enforce construction responsibility for safety and health issues relating to all workers at the Project Site. This shall include workers in direct employment to the Contractor and workers involved in a 5 subcontracting, equipment supply, or any other project-related oral or written arrangement with the DBT. 15. Report accidents, claims, and other on-going safety related issues to the City in a manner consistent with Citywide reporting systems. D. Operations and Startup Phase Services 1. The DBT shall prepare,submit for City review and written approval a Project Startup and Testing Plan for the Project. The DBT shall fully implement the plan. 2. The DBT shall conduct Operator Training Sessions for personnel. 3. The DBT shall supervise, manage, and coordinate all project startup and testing activities for all systems. 4. Provide operation and maintenance manuals for equipment purchase and installed by DBT. 5. The DBT shall report progress of project startup and testing to the City in a manner consistent with the City's reporting system. 6. The DBT shall coordinate and expedite record drawings and specifications. 7. The DBT shall prepare final accounting and close out reports. 8. The DBT shall prepare occupancy plan reports. 9. Post Construction: DBT shall coordinate an 11-month walk through of the Prcj ect to review guarantee/warranty items. DBT shall coordinate all corrective work with the responsible parties and the City. The DBT shall report to the City all guarantee/warranty disputes. The DBT shall proceed to resolve such disputes after having submitted to the City for review and approval the DBT's approach for obtaining resolution of the dispute. III DESIGN BUILDER SELECTION PROCESS Candidates will compete first on the basis of experience,design talent,past performance,resources, construction and management skills. Selected DB may be requested to coordinate and negotiate with a City appointed design team that will be involved in the planning/conceptual design of the project. Contracts will be awarded in accordance with the Chula Vista Municipal code and the Design/Build ordinance as outlined in Section .257 of the Chula Vista Municipal Code. IV REQUEST FOR PROPOSALS SCHEDULE The following schedule applies to the solicitation, receipt and evaluation of the SOQ and the selection of the DB. This RFP schedule is subject to modification in the City's sole discretion: Advertise and Issue RFP November 6, 2013 6 SOQ Submittals Due November 20, 2013 V PUBLIC DISCLOSURE Under the California Public Records Act Under the California Public Records Act (California Government Code Section 6250 et seq.)records in the custody of a public entity generally have to be disclosed unless the information being sought falls into one or more of the exemptions to disclosure set out in Government Code Sections 6254 through 6255. The cover letter of the submittal should contain a paragraph that states whether or not DBT believes that its submittal does or does not contain information that falls into one of the exemptions of Government Code Sections 6254 through 6255 and whether or not DBT considers such information to be confidential. In the absence of a declaration,City may be obligated to disclose proposal to any party that requests it. Regardless of assertions of confidentiality,proposal contents may still be disclosed if City, or a court with jurisdiction, determines that such proposal is a public record requiring disclosure. VI SUBMITTAL REQUIREMENTS The submittal deadline is November 20, 2013no later than 2:00 P.M. (PST) at the City of Chula Vista, PublicWorks and Engineering Department 276 Fourth Avenue Building 200 Chula Vista, CA 91910 1. Three (3) single-spaced copies, no more than 20 pages plus attachments in length excluding exhibits and appendices, are required for submittal. Submittals should be as brief as possible, while adequately describing how the DBT will approach the design build work program. Proposal creativity is encouraged,but extravagance in proposal style and format is discourage. Statement of Qualifications (SOQ) shall include: A letter of interest Summary of Qualifications Organizational Chart for project Team Design Build fee structure Schedule of Rates 2. The submittal should focus a demonstrated ability to complete complex tasks within the parameters of a fast-paced performance schedule and within the terms of the contract. 3. The submittal shall also provide the name, title, address, and telephone number of individual(s) with authority to negotiate for the candidate and also who may be contacted during the period of submittal evaluation. 7 4. Statement of the DBT's ability,if selected,to enter into a City contract with the City of Chula Vista,and ability to avoid conflicts of interest on this or any other public or private projects. 5. Other Information a. Description of insurance coverage for prime respondent and co-venture partner(s) (types of coverage and policy limits, deductible, exclusions, and outstanding claims). b. Description of in-house resources for prime respondent and co-venture partner(s)(i.e.,computer capabilities,software applications,model protocol, and modeling programs, etc.) 6. Incomplete submittals, incorrect information, or late submittals may be cause for immediate disqualifications. VII CONTRACT TERMS AND CONDITIONS City retains the right to reject any or all submittals. All respondents should note that the execution of any contract pursuant to this RFP is dependent upon the approval of the Chula Vista City Council in its sole discretion. Selection is also dependent upon the negotiation of a mutually acceptable contract with the successful respondent. The contract shall be prepared on a form acceptable to the City. The form of compensation shall be negotiated. The City reserves the right to proposed a variety of compensation structures, including: 1) time and materials not to exceed, 2) guaranteed lump sum, and 3) percentage of project costs. City reserves the right on a project specific basis to request insurance including but not limited to increased limits of Liability coverage, CA admitted carriers A.M. Best rated no less than A V, Additional Insured Endorsement which does not exclude Completed Operations, Excess Liability, Pollution Liability, E&O / Professional Liability Extended Reporting Period excess of 2 years, Completed Operations Coverage of up to ten years, Contractor Controlled or"Wrap Up"Insurance Program, Bonds. Each submittal shall be valid for not less than one hundred and twenty(120)days from the date of receipt. The firm(s)selected to perform the work described in this RFP will be required to provide minimum evidence of insurance as follows: 1. Commercial General Liability insurance,ISO CG 0001 Occurrence form,with limits of not less than $2,000,000 per occurrence per project. Policy to include endorsement naming City of Chula Vista, its officers, officials, employees and volunteers as Additional Insured against all liability of the DB, its subcontractors, 8 and its authorized representatives, arising out of, or in connection with, the performance of work under the contract with the City. Policy is to be endorsed to state it is Primary to any other insurance available to the City of Chula Vista and that insurer will provide THIRTY(30)days written notice to the City Clerk of the City of Chula Vista of cancellation or material change. 2. Commercial Automobile Liability Insurance, ISO CA 0001 form, Any Auto code, with a combined single limit of not less than$1,000,000,covering bodily injury and property damage for owned,non-owned and hired automobiles, and name the City, its officers, officials, employees and volunteers as additional insured's. 3. Workers' Compensation and Employer's Liability insurance,for all employees who are normally engaged in Work at the Project Site,with Statutory Limits for Workers' Compensation and not less than Employer's Liability limit for Bodily injury by Accident $1,000,000, each accident Bodily Injury by Disease $1,000,000, Bodily Injury by Disease $1,000,000. A Waiver of Subrogation shall be endorsed to the policy naming the City of Chula Vista. 4. Professional Liability insurance shall be required of said firm for professional liability or errors and omissions insurance with a per claim limit of not less than $2,000,000 for services performed by the Design contractors and any subcontractors performing design services. The policy shall contain an extended reporting period of not less than 2 years. 5. Builder's Risk Property Insurance may be provided by the DB. The DB will add the City, its officials, officers, employees and volunteers as Loss Payee. The insurance shall waive any right of recovery under subrogation for those insured under this policy. The limit is to reflect full replacement cost of hard cost construction values. Perils are to be all risk excluding Earthquake and Flood. Perils are to include any transportation risk but is to exclude any equipment,machinery,tools, or property of similar nature, owned,rented or used by DB or contractors. 6. Other Provisions. Prior to beginning Work under the Agreement, each and every contractor of any tier shall furnish Certificates of Insurance satisfactory to the City. All such certificates will contain at least the following provisions: a. Thirty (30) days written notice to the City prior to any cancellation, non- renewal or materials reduction in coverage. a. The words"will endeavor"and"but failure to mail such notice shall impose no such obligation or liability of any kind upon the company, its agents or representatives"will be deleted from the certificate. b. Throughout the life of the Agreement, each and every contractor of any tier shall pay for and maintain in full force and effect,with an insurer authorized by the California Insurance Commissioner to do business in the State of 9 California, the policies evidenced herein. The City reserves the right to modify the insurance requirements or to substitute project insurance during contract negotiations. Bonds may be required for individual projects as required by City Policy. End of Request for Proposals PART 2 SPECIAL PROVISIONS-TECHNICAL 2-1 WORK TO BE DONE The general scope of the project is the installation of an air cooled chilled water conversion unit,associated process piping and equipment at the South Chula Vista Library, 389 Orange Avenue in the City of Chula Vista, California. The City's intention is to replace the existing 4 compressor Pace unit and related components with the most efficient,trouble free unit available at the best price. Some existing components may not be compatible with current chilled water technology, therefore we would expect that any component not compatible with the system proposed will be replaced and once installed will function as designed. The work to be done includes all labor, material, equipment, transportation, interaction with staff and scheduling necessary for the project as described in these documents. The completed projects will be turn-key and work in general includes,but is not limited to the following: an all new installation as outlined in, but not limited to the specifications listed below, the existing unit removal which will include protection of related components,disposal of removed equipment,installation of the new equipment, new process piping, testing and training of staff, new complete control system, and construction of all appurtenances and other work as may be necessary to render the above improvements operational when the project is considered complete. 10 The items are to be constructed or finished and installed in a complete and workmanlike manner, in accordance with the plans, "Greenbook 2000" Standards and specifications. Bidders must have a valid certification from the California State Contractors License Board in C-20. No other single license classification will be accepted. Such other items or details not mentioned above,that are required by the Manufacturers Recommendations, Specifications,or these Special Provisions, shall be performed,placed, constructed or installed as required for a completely functioning system. City of Chula Vista South Chula Vista Library Branch flVAC Upgrade Work to done: The general scope of the project is to replace the existing 100-ton TSI semi-hermetic R-22 condensing unit at the South Chula Vista Library Branch with a 100-tonTrane CGAM air-cooled water chiller with factory mounted pumping package. The project will include replacing the (four) direct expansion(DX) refrigerant air-handler coils with chilled water coils and all associated piping, valves and control components. Due to the condition of the outside air(OSA) dampers, and in order to facilitate access for the removal and the replacement of the coils, the dampers and control actuators are to be replaced. The interior flooring of the PACE air-handler's mixed air plenum section is to be refinished and painted. The insulation on the inside walls within the mixed air section is to also be replaced. Depending on the amount of chilled water piping, a buffer tank may need to be installed to ensure a minimum loop time of two minutes. The design flow for the new chiller is 236 gpm so it is necessary to have approximately 475 gallons of water in the entire chilled water system. The 60 HP supply fan variable frequency drive (VFD)that controls (two) 30-HP supply fan motors has recently failed. Scope of work includes replacement of failed VFD with option for(2) 30-HP VFD's to provide a measure of redundancy and reliability. The existing Siemens System 600 Remote Building Controller(RBC), along with all Terminal Equipment Controllers (TEC'S) shall be replaced with a fully automated Trane Tracer SC Building Automation System. The project shall be turn-key and fully commissioned. O&M documents as well as (as-built drawings) and onsite training of new equipment and systems for city staff shall be provided. Chiller Replacement: • Disconnect, remove and discard of existing TSI (semi-hermetic) condensing unit and associated accessories per EPA guidelines. 11 • Verify that existing rooftop structural frame support and isolation springs are rated for the new chiller and can be reused. The rooftop structural frame is to be refinished with industrial grade paint and or epoxy coating. • Remove and replace the existing 400 amp/225 amp fused electrical disconnect with a replacement that meets all specifications and requirements and must be NEMA 4 rated or higher due to outside installation. • Provide all necessary wiring to complete both low voltage control and high voltage system electrical requirements. • Install chilled water piping and associated accessories such as isolation valves and connect to new chiller inlet, outlet connections via flexible connectors. • Install chilled water piping from chiller to new chilled water coils. • Insulate all new chilled water piping and piping system components. • The new chiller shall have a factory mounted pumping package. • Install chilled water expansion tank and associated pressure fill/regulating station and chemical feeder. • Flush and clean chilled water piping and system. • Provide initial water treatment and charge of closed loop. • New chiller control panel, arrange control panel to interface with the new Trane Tracer (SC) System controller. Air-Handler Upgrade and Coil Installation: • Remove DX coils and dispose of per EPA guidelines. • Install new chilled water coils and all associated piping, valves and control components • Remove and replace outside air dampers and or provide a cost option for refurbishing. • Remove and replace existing Belimo outside air(OSA) damper actuators • Refinish the interior flooring of the mixed air plenum section with industrial grade paint and or epoxy coating. • Replace the insulation on the walls of the mixed air plenum section of the air-handler. • Install (2) VFD controllers for existing supply fans • Acceptable VFD equipment providers • Trane TR200 • Yaskawa • Danfoss • Provide all necessary interfaces required to connect drives with Trane Tracer SC control system. Building Controls Automation Replacement Upgrade: • Furnish and install a Trane Tracer (SC) System Controller. • Coordinate the connection of the new Trane Tracer(SC) System Controller to the City's WAN/LAN network. All necessary hubs and routers for an IP connection shall be provided by the City of Chula Vista. • Replace existing Siemens VAV TEC's with Trane UC 210 BACnet VAV controllers including new damper actuator. Install new discharge air sensor downstream of reheat coil. 12 • Existing VAV hot water valves and actuators shall be re-used. • Interface Trane Tracer(SC) Controllers to provide efficient control of existing Raypak heating hot water boiler • Provide lead/lag control for operation of existing heating hot water pumps. • Provide control to existing AC-02 single zone packaged rooftop gas unit. • Provide control to (AC-01) existing 12.5-ton constant volume, change over bypass unit and its 7 VAV'S. • Provide optional pricing to replace AC-01 with new Trane "True VAV"Voyager Package Rooftop unit and convert Changeover Bypass to VAV system. ATTACHMENT 1 SAMPLE DESIGN BUILD AGREEMENT 13 14 _ City of Chula Vista QTR CHVIAVISTA Legislation Details (With Text) File#: 14-0011 Name: Fire Facility Master Plan Type: Action Item Status: Agenda Ready File created: 1/7/2014 In control: City Council On agenda: 1/28/2014 Final action: Title: CONSIDERATION OF A NEW FIRE FACILITY MASTER PLAN, FIRE FORCE RESPONSE STANDARD AND FULL-TIME FOUR-PERSON ENGINE CREWS RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA ADOPTING A NEW FIRE FACILITY MASTER PLAN WITH MODIFICATIONS, UPDATING THE FIRE DEPARTMENT EMERGENCY MEDICAL AND FIRE RESPONSE STANDARDS, ESTABLISHING AN EFFECTIVE FIRE FORCE RESPONSE STANDARD, AND APPROVING A POLICY FOR MOVING TO FULL- TIME FOUR-PERSON ENGINE CREWS Sponsors: Indexes: Code sections: Attachments: Item 8 - Resolution Item 8 - Fire Facility Master Plan Item 8 - Letter from the Chamber of Commerce Item 8 - 2012 Chula Vista Cost Projections Section Date Ver. Action By Action Result 1/28/2014 1 City Council CONSIDERATION OF A NEW FIRE FACILITY MASTER PLAN, FIRE FORCE RESPONSE STANDARD AND FULL-TIME FOUR-PERSON ENGINE CREWS RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA ADOPTING A NEW FIRE FACILITY MASTER PLAN WITH MODIFICATIONS, UPDATING THE FIRE DEPARTMENT EMERGENCY MEDICAL AND FIRE RESPONSE STANDARDS, ESTABLISHING AN EFFECTIVE FIRE FORCE RESPONSE STANDARD, AND APPROVING A POLICY FOR MOVING TO FULL-TIME FOUR-PERSON ENGINE CREWS RECOMMENDED ACTION Council adopt the resolution. SUMMARY The Fire Department is currently operating under a Fire Facility Master Plan that was developed in 1997. This Master Plan called for a nine-station network. Since the adoption of the 1997 Master Plan, increased development densities have been added to the City's General Plan. The City contracted Emergency Services Consulting Incorporated (ESCi) to develop a new Fire Facility Master Plan taking these changes into consideration. ESCi examined future development in accordance with the current General Plan and reasonably expected future growth as envisioned by the City through the year 2030 to evaluate the "issues" and "opportunities" that exist to provide Fire and Emergency Medical Services (EMS) to the city in a manner that provides the high quality services that the citizens of Chula Vista expect from their fire department. The analysis also includes the City of Chula Vista Page 1 of 7 Printed on 1/23/2014 powered by LegistarT"" File #: 14-0011, Version: 1 additional development anticipated under the Letters of Agreement (LOA) with the developers of the University Villages. The recommendations set forth in the Master Plan prepared by ESCi indicate the Fire/EMS delivery system within the City of Chula Vista can be expanded to meet the expected growth of the community with the expansion of one existing station and the addition of three new fire stations for a total of 12 fire stations The recommendation from the Consultant is to close Station 9 after building the Stations in the Millenia, Bayfront, and Village 8 areas. However, staff does not agree with this recommendation and will continue to operate Station 9. After the new stations are built a new analysis with current data can be done to determine if the Consultant's recommendation should be reconsidered. Additional truck companies will be needed within the system and redeployment of existing resources will need to take place as these are added. Fire stations need to be constructed in a manner so as to accomplish these future changes without major cost and impact to the facilities when they occur. All future growth projected in the city at this time will be properly serviced with the station locations and configuration contained within this plan. The adoption of the Fire Facility Master Plan is necessary to include the three stations in the Public Facilities Development Impact Fee (PFDIF) so the City can finance with development impact fees. The recommendation for staffing includes that the number of personnel assigned to Fire Department units should be increased to provide the higher level of efficiency shown in national studies and standards that are discussed in this report. While the current level of staffing is not unsafe, as shown in these studies, the City should increase engine crew size from three to four personnel. This increase should be full time and not facilitated with cross staffing or supplemental staffing. With adoption of the resolution, the City Council will establish two new service level standards for fire services. These include: 1 . The first unit on scene within seven (7) minutes, 90% of the time for all calls. 2. The Effective Fire Force of fourteen (14) firefighters on scene within ten (10) minutes, 90% of the time for all structure fires. With the adoption of this plan the Fire Chief will be directed to establish a multi-year implementation plan to achieve the service level standards approved by Council. ENVIRONMENTAL REVIEW The Development Services Director has reviewed the proposed activity for compliance with the California Environmental Quality Act (CEQA) and has determined that the activity (adoption of the Fire Facilities Master Plan) falls under a statutory exemption pursuant to Section 15262 (Feasibility and Planning Studies) of the State CEQA Guidelines because the action is only adoption of the Plan and does not include approval of any of facilities discussed in the Plan. The Plan does not include site specific descriptions for new stations. In the future when the fire facility project(s) are further defined additional environmental review will be completed prior to commencing any of the projects. BOARD/COMMISSION RECOMMENDATION The Fire Facility Master Plan was presented to the Growth Management Oversight Commission (GMOC) for their information and comments. However, no formal recommendation was provided by the GMOC, as the plan does not modify the GMOC Standard. DISCUSSION City of Chula Vista Page 2 of 7 Printed on 1/23/2014 powered by LegistarT"" File #: 14-0011, Version: 1 The Fire Department is currently operating under a Fire Facility Master Plan that was developed in 1997 (adopted in 2000). This Master Plan called for increasing the City's fire network from six to nine stations, and reflected the annexation of the Otay Ranch area. Of the nine stations identified in the 1997 Master Plan, eight have been constructed. In addition, in 2005 the City reopened the former Fire Station 3 (renamed Station 9), increasing the current system to nine stations. The 1997 Master Plan did not anticipate the addition of University Villages in the Southeast or the additional density now planned for the Millennia Development and the Bayfront. The City contracted Emergency Services Consulting Incorporated (ESCi) to develop a new Fire Facility Master Plan taking these changes into consideration. ESCi examined future development in accordance with the current General Plan and reasonably expected future growth as envisioned by the City through the year 2030. This was done to evaluate the "issues" and "opportunities" that exist to provide high quality Fire and Emergency Medical Services (EMS) to the city. The Master Plan before you is the result of ESCi's work (Proposed Master Plan). The Fire Department provides an All-Hazards emergency response service and responds to a variety of calls. The Department responds to approximately 15,000 calls for service each year, with over 85% of them medical in nature. The Department also works closely with neighboring fire agencies through automatic aid agreements along our borders so that the closest unit responds regardless of jurisdiction. Master Plan Recommendations - Standards The Fire Department is focused on meeting two very important goals. The first is to respond to a critical medical emergency, such as a cardiac arrest where someone's heart has stopped, within 4-6 minutes. This is the time a person has between clinical and biological death and a chance for our firefighters to revive them. The other critical goal is to respond to a structure fire in a timely manner that keeps a fire confined to the room of origin. This benchmark saves lives and minimizes property damage. Current and future service standards are based upon these goals. The Proposed Master Plan was developed with these two goals in mind and is centered on being able to meet two service level standards. These include: 1. The first unit on scene within seven (7) minutes, 90% of the time for all calls. 2. The Effective Fire Force of fourteen (14) firefighters on scene within ten (10) minutes, 90% of the time for all structure fires. The first unit on scene standard is designed to meet the goal of the critical medical patient and also to initiate rescue and firefighting activity with a minimum of four firefighters on scene. The Effective Fire Force is the assemblage of enough equipment and personnel to bring a routine structure fire to a positive outcome. This standard is based on the National Fire Protection Association (NFPA 1710) which is a national model based on a typical 2,000 square foot single family dwelling. In order to meet these standards the plan recommends three new stations being built in the growth areas of the City, in addition to the modification from 3 person to 4 person fire engine staffing. Master Plan Recommendations - Facilities The Proposed Master Plan reflects the construction of an twelve station network. Of the nine stations in the 1997 Master Plan, only the EUC/Millenia station is yet to be constructed. This planned station carries over into the Proposed Master Plan, along with two additional stations, for a total of three City of Chula Vista Page 3 of 7 Printed on 1/23/2014 File #: 14-0011, Version: 1 future stations to be constructed. The first station planned is the Millennia Project, which requires an Engine and Truck Company at that station. The Truck Company is needed because of the high development density and high-rise risks associated with the development. With the existing truck at Station 7, the recommendation is to move Truck 57 to Station 4 to balance the delivery system. This will require the expansion of Station 4 to accommodate the truck company. This will create two trucks in the East part of the City. The second station planned is on the Bayfront which also triggers an Engine and another Truck company because of density. The third station planned is in the Village 8 development and would include an Engine Company. The recommendation also suggests moving the heavy rescue (USAR 53) to the Bayfront so they can respond more effectively to calls for service. After this move occurs the consultant's recommendation is to close down Station 9 and move Engine 59 to Station 3. It is Staff's recommendation, however, to keep Station 9 open and operating and re-evaluate updated current data after these three stations are operational to determine if the Station 9 recommendation should be reconsidered. Master Plan Recommendations - Operations Along with building the three stations, the recommendation is to increase the staffing on Engines from three to four people. This will allow the Department to meet the service standards without building additional fire stations. This will also allow the first arriving firefighters to enter the structure and begin the fire attack. OSHA regulations require a minimum of four firefighters on scene prior to an entry. Four person staffing will be phased in by expanding existing three person crews. The specific order in which the crews are expanded to four person staffing will be based on Department's adopted goals and standards. All of these changes would be implemented incrementally in accordance with phasing requirements of the benefitting developments. The costs associated with the implementation of the Master Plan will be included in the City's Five-Year Financial Forecast, along with offsetting revenues anticipated to be generated by the associated development projects (Millenia, Bayfront and University Villages). The implementation of 4 person Engine crews in existing developed areas of the City will result in an on-going General Fund impact not offset by these new revenues. DECISION-MAKER CONFLICT Regarding the location of sites of new facilities, Staff has reviewed the property holdings of the City of Chula Vista City Council and has found no property holdings within 500 feet of the boundaries of the property which is the subject of this action. Regarding other matters, Staff has reviewed the decision contemplated by this action and determined that it is not site specific and consequently, the 500-foot rule found in California Code of Regulation section 18704.2(a)(1), is not applicable to this decision. LINK TO STRATEGIC GOALS The City's Strategic Plan has five major goals: Operational Excellence, Economic Vitality, Healthy Community, Strong and Secure Neighborhoods and a Connected Community. Adoption of the Fire Facility Master Plan supports the Strong and Secure Neighborhoods goal. Adoption of the Plan is a Citywide Objective under City Initiative 4.3.2 - "Restore and Enhance Public Safety Service Capacity." City of Chula Vista Page 4 of 7 Printed on 1/23/2014 powered by LegistarT"" File #: 14-0011, Version: 1 CURRENT YEAR FISCAL IMPACT The Fire Facility Master Plan is designed to be implemented in future years and it is not anticipated to have a current year fiscal impact on the General Fund. ONGOING FISCAL IMPACT This deployment plan for the Chula Vista Fire Department provides a plan for changes in resource deployment in the future, including new stations, apparatus or personnel, along with associated cost projections. It should be noted that the cost projections are being provided in today's dollar values, with no additional inflationary increases based on changes in consumer price index. Actual cost of any component of the master plan, therefore, could be different at the point in the future when the specific action is implemented. The assumptions used in the cost projection are as follows: • Each new fire station that is intended to house a truck company is estimated at 12,500 square feet. This includes three drive-through bays and living space for up to twelve personnel. Cost is estimated at $450 per square foot, for a total cost of$5,625,000 per station. • Each new fire station that is intended to house an engine company, but no truck company, is estimated at 9,500 square feet. This includes two drive-through bays and living space for up to eight personnel. Cost is estimated at $450 per square foot, for a total cost of $4,275,000 per station. • No specific land acquisition costs have been projected here. Land has been purchased by the City for the Bayfront Station. Land is also considered within the development agreement for the Millennia Station. • Cost for purchase of each new engine is projected at $565,000. • Cost for purchase of each new ladder truck is projected at $1 ,200,000. • Cost for associated equipment (hose, SCBA, tools, etc.) for each new apparatus has been projected at $200,000. • Cost for station operation (supplies, utilities, maintenance) is projected at $4.41 per square foot annually. • Annual cost for each position includes mid-range salary and all benefits. Costs are projected as follows: • Fire Captain- $145,691 • Fire Engineer- $127,481 • Firefighter- $111 ,666 • Leave ratios are calculated in these projections, resulting in a total of full-time equivalencies for each of the positions shown. This indicates the relative number of FTE's necessary to provide the quantity of on-duty staffing indicated. Leave ratios are calculated at 30%, based on historical leave use (per Citygate report dated February 2011). The following table projects the capital cost and one year of new annual operating costs for each station and associated personnel, as well as anticipated phasing in of the proposed four person staffing model. City of Chula Vista Page 5 of 7 Printed on 1/23/2014 powered by LegistarT"" File #: 14-0011, Version: 1 Millenia- Remodel` Bayfront- Village 8-New Stations 1,2, New FS FS 4 New FS Close FS 9 FS 3,5,6&7 Total One-Time Capital Design/Build $ 5,625,000 $ 4,275,000 $ 5,625,000 $ 5,625,000 $ 21,150,000 Furnishings $ 35,000 $ 10,000 $ 35,000 $ 35,000 $ 115,000 Land Acquisition Engine $ 565,000 $ 565,000 $ 565,000 $ 1,695,000 Ladder Truck $ 1,200,000 $ 1,200,000 $ 2,400,000 Apparatus Equipment $ 400,000 $ 400,000 is 200,000 $ 1,000,000 Total One-Time Capital $ 7,825,000 $ 4,285,000 $ 7,825,000 $ 6,425,000 $ 26,360,000 Annual Operating Utilities,Maint.,Supplies $ 55,125 $ 41,895 $ 55,125 $ (41,895) $ 41,895 $ 194,040 Base Staffing Fire Captain $ 1,136,390 $ 1,136,390 $ 568,195 $ 2,840,975 Fire Engineer $ 994,352 $ 994,352 $ 497,176 $ 2,485,880 Firefighter $ 1,306,492 $ 1,306,492 $ 870,995 $ 3,483,979 Total Base Staffing $ 3,437,234 $ - $ 3,437,234 $ - $ 1,936,366 $ 8,810,834 Four Person Staffing Firefighter $ 435,497 $ 435,497 $ 435,497 $ 3,048,483 $ 4,354,974 Total Four Person Staffing $ 435,497 $ 435,497 $ 435,497 $ - $ 3,048,483 $ 4,354,974 Total Annual Operating $ 3,927,856 $ 477,392 $ 3,927,856 1$ (41,895)1$ 11978,261 1$ 3,048,483 $ 13,359,848 Notes: *Remodel of FS4 reflects addition of 9,500 SF to accommodate one additional apparatus and four additional personnel. **The preceding table reflects only the utility savings from closing Fire Station 9. Personnel from this station would be reassigned to Fire Station 3, resulting in no additional fiscal impact. The City's Public Facilities Development Impact Fee (PFDIF) program will be the primary funding source for the one-time capital expenditures; the General Fund will be the funding source for the operating costs. The next comprehensive update of the PFDIF program will identify the level of capital program financial support required from both the General Fund and the PFDIF. This determination will consider the extent to which the facility construction/expansion is required to serve existing development, versus facilities required to serve new development only. Once the cost sharing between the City and the PFDIF is determined, the new development related facilities will be added to the PFDIF program fee calculation. PFDIF funds cannot be used to fund operating expenses; those expenses must be supported by the General Fund. General Fund operating costs associated with the Proposed Master Plan will be included in the City's Five-Year Financial Forecast, along with offsetting revenues anticipated to be generated by the associated development projects (Millenia, Bayfront and University Villages). The implementation of 4 person Engine crews in existing developed areas of the City will result in an on-going General Fund impact not offset by these new revenues. The estimated cost of implementing 4 person Engine crews is approximately $4.4 million on an annual basis. ATTACHMENTS • Resolution • The 2014 Chula Vista Fire Department Fire Facility Master Plan • Cost Projection sheet from ESCi City of Chula Vista Page 6 of 7 Printed on 1/23/2014 powered by LegistarT"" File M 14-0011, Version: 1 • The Chula Vista Chamber of Commerce Letter of Support • Chamber of Commerce Letter of Support City of Chula Vista Page 7 of 7 Printed on 1/23/2014 powered by LegistarT" COUNCIL RESOLUTION NO. RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA ADOPTING A NEW FIRE FACILITY MASTER PLAN WITH MODIFICATIONS, UPDATING THE FIRE DEPARTMENT EMERGENCY MEDICAL AND FIRE RESPONSE STANDARDS, ESTABLISHING AN EFFECTIVE FIRE FORCE RESPONSE STANDARD, AND APPROVING A POLICY FOR MOVING TO FULL TIME FOUR PERSON ENGINE CREWS. WHEREAS, the Chula Vista Fire Department is operating from the 1997 Fire Facility Master Plan; and WHEREAS, the Chula Vista Fire Department's calls for service have increased from 8,646 to over 15,000 in the last 17 years; and WHEREAS, the City of Chula Vista population has grown significantly over the last 17 years, and new commercial and residential density has increased the full-time and transient population; and WHEREAS, in 1998 the City adopted a Growth Management Oversight Committee (GMOC) threshold for the Fire Department of a seven minute response time, 80% of the time; and WHEREAS, the Fire Department has not met the GMOC threshold for the last three years due to increased calls for service and the city's geographic configuration; and WHEREAS, the Chula Vista Fire Department desires to establish two new service level standards: first unit on-scene within seven minutes, 90% of the time, and an Effective Fire Force of 14 firefighters on-scene within ten minutes, 90% of the time for all structure fires; and WHEREAS, the City hired Emergency Services Consulting Incorporated(ESCi)to develop a new Fire Facility Master Plan taking new density and population increases into consideration; and WHEREAS, the new Fire Facility Master Plan was developed to deploy resources in an efficient and fiscally responsible manner; and WHEREAS, City Staff has recommended adoption of the Fire Facility Master Plan with modifications. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Chula Vista that it hereby; \\10.176.2.252\granicus_nas\insite\files\CHUL\Attachments\20dedab5-4797-4208-9b08-5104403 8b5a7.doc Resolution No. Page 2 1. Adopt the 2014 Chula Vista Fire Department Fire Facility Master Plan with modifications (specified herein) requiring three new fire station facilities located within the Millenia and Otay Ranch Village 8-west developments and at the Bayfront. Modifications to the Fire Facility Master Plan are as follows: a. The Millennia fire station shall be Site A identified in the Fire Facility Master Plan. b. Fire Station 9 will continue to operate. After all three proposed new stations are constructed and operating an analysis will be completed to determine whether or not operation of this station is still necessary. 2. Establish two new service levels as follows: a. Arrival of the first unit on scene to a fire or medical emergency within seven minutes, 90% of the time. b. Arrival of the Effective Fire Force, consisting of 14 firefighters on scene within ten minutes, 90% of the time for all structure fires. 3. Adopt a policy for implementation of full time four person staffing for all engine companies as follows: a. Implementation shall occur as funding becomes available on a station by station basis, with the goal of commencing implementation of the first four person crew at station 8 upon completion of the Millennia Station. The goal to complete four person staffing at all stations is within 15 years. b. Four person staffing shall be full time, not supplemental or cross-staffing. 4. Staff is further authorized and directed to take further actions as are necessary and appropriate to implement this resolution, including the development and adoption of administrative policies consistent herewith. Presented by Approved as to form by Dave Hanneman Glen R. Googins Fire Chief City Attorney Resolution No. Page 3 The City of Chula Vista Fire Department Fire Facility, Equipment, and Deployment Master Plan Prepared by Gene Begnell March 12, 2012 Emergency Services Consulting r Chula Vista, CA-2010 Fire Facility/Deployment Master Plan Table of Contents Tableof Figures .......................................................................................................................iii Preface.....................................................................................................................................vii Task 1 - Validate New Deccan Model ................................................................................vii Task 2 - Update Data Assumptions....................................................................................vii Task 3 - Critical Task Analysis...........................................................................................vii Task 4 - Deployment Issues/Solutions: ..............................................................................vii ExecutiveSummary................................................................................................................. 1 Issues................................................................................................................................. 1 Opportunities ...................................................................................................................... 5 Conclusions/Recommendations.......................................................................................... 6 Baseline and Operational Overview ....................................................................................... 9 Basic Concepts/Terms...........................................................................................................11 Distribution ............................................................................................................................13 Distribution of Resources...................................................................................................13 Concentration........................................................................................................................19 Concentration of Assets.....................................................................................................25 Task 1 —Validate New Deccan Model....................................................................................29 ValidationMethods ............................................................................................................29 ModelAdjustments ............................................................................................................33 Task 2 — Update Data Assumptions.......................................................................................35 Baseline Assumptions ...........................................................................................................35 Current Performance Objectives........................................................................................35 Measurements of System Performance.............................................................................36 PerformanceReliability......................................................................................................42 Population .............................................................................................................................48 GrowthProjections.............................................................................................................55 WorkloadProjections.............................................................................................................57 Calls for Service Type and Locations.................................................................................60 NewRisks .............................................................................................................................63 Future Development/Redevelopment.................................................................................64 Regional Growth Issues.....................................................................................................67 Task 3 — Critical Task Analysis..............................................................................................71 Identifying Critical Tasks....................................................................................................72 NIST Study—April 2010 ........................................................................................................75 NIST Study Conclusions (Summarized).............................................................................85 Local Critical Staffing Analysis...............................................................................................87 CTASummary.......................................................................................................................95 Task 4 — Deployment Issues/Opportunities ........................................................................101 Issues..................................................................................................................................102 Distribution.......................................................................................................................102 dhSmergency Services g Consultin j tMzw Consulting Chula Vista, CA-2010 Fire Facility/Deployment Master Plan Concentration ..................................................................................................................113 Reliability.........................................................................................................................117 Analysis...............................................................................................................................118 FireStation Sites .............................................................................................................118 Conclusions and Recommendations...................................................................................149 Distribution.......................................................................................................................149 Concentration ..................................................................................................................149 Station Locations (Current and Proposed) .......................................................................149 Initial Attack Force (IAF) ..................................................................................................151 Effective Fire Force (EFF)................................................................................................151 AncillaryIssues................................................................................................................151 Appendix A: Standards of Cover.........................................................................................153 Appendix B: Deccan Software.............................................................................................163 CADAnalyst ....................................................................................................................163 Fire/EMS ADAM ..............................................................................................................168 ii Chula Vista,CA-2010 Fire Facility/Deployment Master Plan Table of Figures Figure 1: Current Station Locations...........................................................................................10 Figure 2: Response Time Intervals............................................................................................11 Figure 3: Turnout Times — Frequency Distribution.....................................................................12 Figure 4: Fire Due Engine Coverage.........................................................................................15 Figure 5: First Due Truck Coverage..........................................................................................16 Figure 6: Fire Due Battalion Chief.............................................................................................17 Figure 7: Travel Time, 2009 Core Emergencies........................................................................18 Figure 8: Call Exceeding Four Minutes, 2009 Core Emergencies..............................................21 Figure 9: Call Exceeding Five Minutes, 2009 Core Emergencies..............................................22 Figure 10: Call Exceeding Six Minutes, 2009 Core Emergencies..............................................23 Figure 11: Call Exceeding Seven Minutes, 2009 Core Emergencies.........................................24 Figure 12: EFF for 2009 Core Emergencies..............................................................................26 Figure 13: Core Emergency Summary......................................................................................27 Figure 14: Validation of Geo-Coding .........................................................................................29 Figure 15: Validation of Street Network.....................................................................................30 Figure 16: Centroid Validation...................................................................................................31 Figure 17: Street Validation -Aerial...........................................................................................32 Figure 18: New Streets Added for Analysis...............................................................................33 Figure 19: Street Network Speeds ............................................................................................34 Figure 20: Calls for Service.......................................................................................................37 Figure 21: Total Workload -All Calls.........................................................................................38 Figure 22: ALS Workload ..........................................................................................................39 Figure 23: Structure Fire Workload ...........................................................................................40 Figure 24: Rescue Workload.....................................................................................................41 Figure 25: Calls per 1,000 Population .......................................................................................42 Figure 26: Calls by Day of Week...............................................................................................43 Figure 27: Call by Month of Year...............................................................................................44 Figure 28: Calls by Hour of Day................................................................................................45 Figure 29: Engine Responses by Year......................................................................................46 Figure 30: Unit Responses by Year...........................................................................................47 Figure 31: Truck Responses by Year........................................................................................47 Figure 32: SANDAG Population Trend......................................................................................48 Figure 33: Population Projections (SANDAG) ...........................................................................48 Figure 34: SANDAG Growth Rates by Jurisdiction....................................................................49 Figure 35: Population Change by Age.......................................................................................50 Figure 36: Chula Vista Population Projections ..........................................................................51 Figure 37: City Planning Areas..................................................................................................52 Figure 38: East Unincorporated Subareas ................................................................................53 Figure 39: Population Projections .............................................................................................56 Figure 40: Population Projections - Otay Ranch........................................................................56 (� Emergency Services Consulting I I I Chula Vista,CA-2010 Fire Facility/Deployment Master Plan Figure 41: Population per Capita...............................................................................................57 Figure 42: Otay Ranch Workload Projections............................................................................58 Figure 43: Workload Projections (Other than Otay Ranch)........................................................59 Figure 44: JPB Proposal Projected Workloads..........................................................................60 Figure 45: Workload Breakdown by Percentage of Whole ........................................................60 Figure 46: Projected 2030 Workload Locations.........................................................................61 Figure 47: Workload Impact on Performance............................................................................62 Figure 48: Proposed Streets in Otay Ranch..............................................................................66 Figure 49: Future Development Areas - East............................................................................67 Figure 50: Unincorporated East Planning Areas........................................................................68 Figure 51: Resort Focus Area ...................................................................................................69 Figure 52: Minimum Fireground Staffing ...................................................................................75 Figure 53: NIST Overall Scene Time.........................................................................................85 Figure 54: NIST Advance Back Up Line....................................................................................86 Figure 55: Chula Vista CTA Timeframes...................................................................................87 Figure 56: CTA Fireground Evaluations ....................................................................................88 Figure 57: CTA Fireground Evaluations ....................................................................................89 Figure 58: CTA Fireground Evaluations, continued ...................................................................89 Figure 59: CTA Fireground Evaluations ....................................................................................90 Figure 60: CVFD Critical Task Analysis.....................................................................................92 Figure 61: CVFD Critical Task Analysis - Simplified ..................................................................93 Figure 62: CVFD Critical Task Results......................................................................................94 Figure 63: ISO 1.5-Mile Coverage (FS03/Oneida FS).............................................................102 Figure 64: Service Areas 1.5 Miles - 8 Engines.......................................................................103 Figure 65: First Unit Travel -ALS - Current Stations ...............................................................105 Figure 66: First Unit Travel - Rescue - Current Stations..........................................................106 Figure 67: First Unit Travel - Fire - Current Stations................................................................107 Figure 68: First Unit Travel -ALS — Build-out 2030 - Current Stations.....................................108 Figure 69: Initial Attack Force - Current Stations.....................................................................109 Figure 70: Initial Attack Force - Current Stations - Buildout 2030 ............................................110 Figure 71: Travel Distances to Resort Focus Area..................................................................112 Figure 72: Proctor Valley and San Ysidro Mountain Districts...................................................113 Figure 73: EFF — Build-out 2030 - 9 Stations ..........................................................................115 Figure 74: Current and Potential Fire Station Locations ..........................................................118 Figure 75: EUC Fire Station Locations....................................................................................119 Figure 76: Travel Time Performance Prior to EUC Station......................................................121 Figure 77: EUC Site A- Travel Time First Unit........................................................................122 Figure 78: EUC Site B - Travel Time First Unit........................................................................123 Figure 79: EUC Station Added - First Unit Travel —System-wide............................................124 Figure 80: EUC - Initial Attack Force (EUC Station Added and T7 relocated to EUC) .............125 Figure 81: EUC Station Added - Effective Fire Force ..............................................................126 Figure 82: Travel Time Fire Unit Prior to Bayfront Fire Station ................................................128 iv Chula Vista, CA-2010 Fire Facility/Deployment Master Plan Figure 83: Bayfront Station Added - Travel Time First Unit .....................................................129 Figure 84: Bayfront Station Added - First Unit Travel System-wide.........................................130 Figure 85: Bayfront - Initial Attack Force .................................................................................131 Figure 86: Bayfront - Effective Fire Force................................................................................132 Figure 87: First Unit Travel Prior to Village 8 Station...............................................................134 Figure 88: Village 8 Site - Travel Time ....................................................................................135 Figure 89: Village 8 Station Added - First Unit Travel System-wide.........................................136 Figure 90: Village 8 Station Added - Initial Attack Force..........................................................137 Figure 91: Village 8 Station Added - Effective Fire Force ........................................................138 Figure 92: First Due Engine Areas - 11 Station Configuration .................................................139 Figure 93: Distance to Existing and Proposed Stations...........................................................140 Figure 94: Resort Focus Area Existing Coverage....................................................................142 Figure 95: Resort Focus Area Travel Distance........................................................................143 Figure 96: Current Truck Coverage (2.5 miles - ISO Standard)...............................................144 Figure 97: Truck Coverage with EUC Shift..............................................................................145 Figure 98: Three-Truck Configuration (2.5 miles)....................................................................146 Figure 99: Three-Truck Configuration (Four Miles)..................................................................147 Figure 100: Truck Coverage from Bayfront Station .................................................................148 Figure 101: Distribution/Concentration Matrix .........................................................................160 �flmergency Services Consulting �/ Chula Vista,CA-2010 Fire Facility/Deployment Master Plan Preface This update to the 2006 Fire Facility/Deployment Plans consists of the following tasks: Task 1 -Validate New Deccan Model • Compare actual calls to model outputs • Ensure street network in valid • Check geo-coding of incidents and workload factor • Validate model assumptions with staff to ensure that correct factors are being considered and appropriately modeled Task 2 - Update Data Assumptions • Population projections • Call load projections • Station locations • Street updates with projected streets at build-out Task 3 - Critical Task Analysis • A new critical task analysis will be conducted to evaluate for fireground efficiency, including justification for heavy first response (four personnel per unit) Task 4 - Deployment Issues/Solutions: • Four personnel engines • 1710 Compliance ♦ Four-minute travel for first unit ♦ Assemblage of Initial Attack Force (4 FF for two-in/two-out) ♦ Eight-minute travel for Effective Fire Force • Final build out with validation of the correct number of stations needed and evaluation of the need for the 15 stations used in the original report ♦ Variations based on availability and use of automatic and mutual aid through AVL ♦ Variations based on actual infrastructure vs. proposed ♦ Variations based on integration of ambulances for first unit responses on ALS Emergency Services Consulting Vii Chula Vista,CA-2010 Fire Facility/Deployment Master Plan Executive Summary This study was designed to update the previous work done to provide a Fire Facilities and Deployment Master Plan for the Chula Vista Fire Department (CVFD) through buildout of the existing city boundaries. Future development was examined in accordance with the current General Plan and expected future growth as envisioned by the city through the year 2030 to evaluate the "issues" and "opportunities" that exist to provide Fire and Emergency Medical Services to the city in a manner that provided the high quality service that the citizens of Chula Vista have come to expect from their fire department. Issues Generally speaking, deployment is measured with three concepts - distribution (what and where), concentration (how much), and reliability (how well). A successful distribution network means that the system is capable of providing a resource to the scene of an emergency with the correct equipment, apparatus, and staffing to complete the following: • Assessment of the situation • Establishment of a plan of action capable of mitigating the emergency • Request for appropriate resources (if needed) • Intervention to stop/impede the escalation of the emergency Primary distribution within CVFD is accomplished with the engine companies. Each engine company covers a primary portion of the City. The City currently has eight engine companies housed in every fire station except Fire Station 3, which houses a single resource (Urban Search and Rescue Unit). The same is true for specialized resources such as truck companies and battalion chiefs. The City currently has two of each, housed at Station 1 and Station 7. The current delivery system has evolved over time reacting to growth, calls for services, opportunities for land, and availability of funds. This was accomplished with logic, experience, and years of understanding what it takes to deliver service to the homes and on the streets of Chula Vista. Emergency Services Consulting Chula Vista, CA-2010 Fire Facility/Deployment Master Plan The primary performance measure that drives the distribution/location of fire stations for the CVFD is travel time. The first measure is the arrival time of the first unit to the scene of the emergency. Using a performance measure of having the first unit arrive within four minutes travel time (begins when unit is enroute to the call and ends with the arrival of the unit at the scene of the emergency), the current level of performance is at the 73rd percentile. At five minutes travel time, the performance is at the 89th percentile. If distribution of resources is "covering the dirt"; concentration of resources is "covering the calls". A successful concentration network means that the system is capable of providing a resource to the scene of an emergency with the correct equipment/apparatus and staffing to complete the following: • Stop the emergency from continuing to escalate • Provide for the safety and security of citizens and emergency workers • Complete all critical tasks in a timely manner • Provide for incident management Concentration is achieved in two ways: First is the spacing of the fire stations; second is in the staffing/equipment deployed in each fire station. The spacing of fire stations was a primary concern in the distribution of resources but plays a role in the concentration of resources as well. In Chula Vista, fire stations on the west side are spaced more closely than those on the east side. This has a particular impact on the timing of the second arriving engine While several measures of performance are available to examine the concentration of resources, two are particularly good. These are IAF (Initial Attack Force) and EFF (Effective Fire Force). These measures are used by the Commission of Fire Accreditation International, the benchmark points for the National Fire Protection Association in Standard 1710 and for IAF the number personnel required to enter a hazardous atmosphere according to OSHA. IAF is the assemblage of four personnel to allow for the fire crews to enter the structure and fight the fire while having enough resources outside of the structure to rescue the firefighters if something unforeseen was to happen. EFF is the assemblage of enough equipment and manpower (14 firefighters) to bring a routine structure fire to a positive conclusion. 2 Chula Vista,CA-2010 Fire Facility/Deployment Master Plan A critical task analysis (CTA) was conducted to identify/validate needed resource distribution and staffing patterns. It was determined that a moderate risk fire response needs to consist of three engine companies, one truck company, and one battalion chief. A total of 14 personnel are needed to complete an EFF. Additionally, it was determined that four personnel are needed for the IAF. Two are used to enter the IDLH (Immediately Dangerous to Life and Health) atmosphere and two that need to remain outside of the IDLH as a rescue team in the event of a problem with the entry crew. This action is required by OSHA. Distribution The Fire Department goal of "first unit in four minutes travel time at 90 percent' is difficult to achieve. The modeling used here projects 24 stations are needed due to the nature of the street network combined with the sprawling nature of the development. First unit travel performance is achieved to the 77`h percentile when the EFF is achieved to the 901h percentile (11 stations). Due to the extreme impact of tripling the number of fire stations, specific locations have not been detailed in this report. It should be noted that the 901h percentile can be achieved in five minutes when the EFF is achieved at the 901h percentile. Some thought and discussion should be directed at revisiting the four-minute timeframe in light of the analysis that has been conducted or to using the IAF and EFF standards as the primary goals. As indicated earlier, with the current staffing, a second unit must arrive to assemble an IAF. In the critical task analysis section of this report it has been established that a three-person crew will take approximately 2.5 minutes (2:30) longer to be prepared to enter a burning structure. As noted, one in five calls (20 percent) have the second engine arriving three minutes after the first and for one in ten calls (10 percent) the second unit is nearly four minutes (3:49). These delays allow the fire to gain a large amount of momentum that will require even more resources to control and will significantly reduce the chances of survival for occupants and the ability of the fire department to limit damage. The only deployment that guarantees a rapid IAF on every fire will be to staff each unit with four personnel. Until system-wide staffing is at four persons per unit, it is possible to indicate which units have more exposure to this issue. Stations with two resources are not as critical as standalone units. Fire stations located on the perimeter (FS04, FS06. FS08, EUC, and VILLAGE 8) have a greater chance of not providing a second unit in a timely manner. Staffing for four-person crews at these locations should be given serious consideration. Emergency Services Consulting 3 Chula Vista,CA-2010 Fire Facility/Deployment Master Plan The overwhelming conclusion from three national studies conducted in the past year is that crew size has a direct relationship to the time it takes to complete critical tasks on the emergency scene. Time is the determination of success and failure in fire and EMS calls. Quicker suppression of fires keeps them smaller and limits the possibility of harm to the citizens and their homes. Time in nearly all critical care EMS calls is the one common denominator that has a direct relationship with outcomes for patients. The sooner a patient receives the proper care (in the field or hospital), the more likely the patient will have a positive outcome. In all three studies, staffing of four personnel was optimal and provided significant increases in efficiency for the emergency crew while increasing safety to the responders and victims alike. Concentration The current performance for IAF is 64 percent. The current performance for EFF is 82 percent (87 percent in model). The 2030 workload and additional area to be covered reduces EFF performance to 78 percent. That reduction is effectively reversed with the addition of the Eastern Urban Center (EUC) fire station; however, as staffing and stations are increased to deal with First Unit Travel and IAF, EFF rises to over 90 percent. To accomplish this, an additional truck needs to be added and EUC, BAYFRONT and VILLAGE 8 stations need to be constructed to get to the 901h percentile. With future increases in workload, the number of stations is not expected to increase (either with the JPB proposal or the university). Development may shift or change and will likely have slower periods from time to time. Phasing of station construction will need to match the development. The resort area has not been used in this calculation and will remain an outstanding issue until more specific information, timing, and infrastructure are determined. Dual use apparatus/cross staffing is a concept that can be used successfully for wildland engines, water tenders, and other specialty units. The ability of the department to quickly field wildland resources is important to the probability of extinguishing these fires while they are still small enough to do so without a large number of resources. Consideration in the construction of a fire station for the parking of specialty apparatus should be undertaken and space for at least three or four wildland specific resources (brush trucks, water tender, patrols) should be incorporated into the new fire stations that are being projected. 4 Chula Vista,CA-2010 Fire Facility/Deployment Master Plan Opportunities FS01 —This station should be reconstructed at its current location with the ability to house three resources. FS02 — The location that best maximizes this station is within one-quarter mile of Hilltop Drive and Whitney Avenue, with locations closer to H Street modeling better. This relocation will better serve the areas east of FS1. Access to the freeway is good as well. The current site of FS2 is acceptable but not optimal. A new site could be considered in the long-range planning. FS03 — Relocating this station to Olympic Parkway and Oleander Avenue is the optimal location. Any site within one-quarter mile of this intersection is acceptable. This area balances area coverage with access to the freeway. The current location is acceptable but will not increase performance on rescue calls and will not house two resources if needed. The new site could be considered in the long-range planning. FS04 — This station should be expanded to ensure that it can adequately house an engine and truck in the future. Since the trigger for this action in the call loading in EUC's first due, there is time to plan for this need and possible make the improvement with future improvements to the training grounds. FS05 — Fire Station 5 is a candidate for relocation if the current site cannot be reconstructed to house additional resources. It could be relocated to the south approximately 0.5 miles. The optimal location would be 4th Avenue and Orange. This should be a future large station that will house an engine and the possibility of a truck or squad. FS06, FS07, and FS08—current sites and configuration are acceptable. FS09 — Current location is acceptable but the station should be closed and the engine currently housed here relocated to FS03 when the USAR is collocated at the Bayfront fire station. New Fire Stations EUC — All three possible sites are in development areas. Site B, as identified, is optimal. Planning with the developer should begin to move the current site to Site B. When call loading Emergency Services Consulting 5 Chula Vista, CA-2010 Fire Facility/Deployment Master Plan within this area requires the need for a second unit, an additional truck company should be added at FS04 and the truck at FS07 should be relocated to the EUC station. Bayfront — This station should be constructed near the intersection at J Street and Bay Boulevard. This area is currently underserved; given the expected growth in this part of the city, plans for this station are underway and should continue. This station should be constructed to house an engine and truck with consideration for moving the USAR to this location as well. Village 8 — The exact location of this station will not be known until more precise plans are available for the development in this area. This station should generally be at La Media, south of Rock Mountain Road. Future Development Outside of Current City Boundaries Resort — This is a new station that may eventually house multiple companies. A site should be found within 0.25 miles of the center of the Resort Focus Area. A rural standard may need to be adopted by the City for this area and the Proctor Valley/San Ysidro Mountain District. Conclusions/Recommendations The Fire/EMS delivery system within the City of Chula Vista can be expanded to meet the expected growth of the community with the addition of three more fire stations for a total of 11 fire stations (with the closure of FS9 when the USAR is relocated) within the existing city boundaries. Each of these are development driven and will be provided by that development. Additional truck companies will be needed within the system and redeployment of existing resources will need to take place as they are added. Fire stations need to be constructed in a manner so as to accomplish these future changes without major cost and impacts to the facilities when they occur. Additional growth projected in the city at this time will be properly served with the station locations and configuration contained within this plan. Staffing on the fire department units should be increased to provide the higher level of efficiency shown in the national studies and standards that are discussed in this report. While the current level of staffing is not unsafe, the 1984 Dallas Fire Department study's conclusion on three- person crews sums up the situation very well: The three-person crew was able to control the fire although they were unable to complete the search of the lower level until after the fire was extinguished. At this 6 Chula Vista,CA-2010 Fire Facility/Deployment Master Plan staffing level, there was little margin for error and any appreciable delay in arrival might place the control of the fire beyond their capability. This same conclusion was found in different ways in three recent national studies. First is the NIST (National Institute of Standards and Technology) Report, Residential Fireground Field Experiment (April 2010), second is the NIST Report, EMS Field Experiment (September 2010), and third is San Diego State University — Matt Rahn, Ph. D report, Initial Attack Effectiveness: Wildland Staffing Study (Summer 2010). As shown in these studies, the City of Chula Vista should seriously consider increasing crew size to four personnel. Emergency Services Consulting Chula Vista,CA-2010 Fire Facility/Deployment Master Plan IQF Baseline and Operational Overview The Chula Vista Fire Department (CVFD or department) is the operating department of the City of Chula Vista (City) designated to provide fire protection and emergency medical services. The department's jurisdiction encompasses the entire municipal limits of the city. The response area includes densely populated urban areas, as well as suburban residential areas and some undeveloped land of San Diego County, and is situated just a few minutes east of San Diego Bay. The department began providing fire protection services in 1921. CVFD provides emergency services to a population of just fewer than 240,000 in an area of roughly 54 square miles. These services are provided from nine facilities located within the jurisdiction (Figure 1). The department maintains a fleet of vehicles, including eight fire engines, two aerial trucks, one Urban Search and Rescue US&R unit, and one wildland firefighting vehicle. The department had been operating with engine companies in eight of the nine locations and a standalone USAR (FS03) at the ninth location. Two stations (FS01 and FS07) house ladder companies with the engine companies. Operations battalion chiefs also run out these two fire stations. Current staffing is: Engines 8 stations 3 personnel per unit 24 personnel total Trucks 2 stations 4 personnel per unit 8 personnel total USAR 1 station 4 personnel per unit 4 personnel total BC 2 stations 1 person per unit 2 personnel total On-duty strength 38 personnel total Chula Vista Fire Department staffs at a minimum/maximum on a daily basis. No extra positions exist on any shift for vacation, sick leave, workers' compensation, or special assignment coverage. Staffing is maintained each day through the use of "backfill" hiring to maintain the minimum on-duty strength listed above. Emergency Services Consulting Q r r � J a C d L Y V1 c� N C � J � O C O L.L L {{ 0 l 0 U 0 N r I d Q L U � a� LL 7 t U Z ' l \ O r Chula Vista,CA-2010 Fire Facility/Deployment Master Plan Basic Concepts/Terms When analyzing response time, it is important to make sure that the terms are well established as they tend to change from one organization to another. The chart below shows the intervals that will be used in this report. Figure 2: Response Time Intervals Commit Time Event Fire Call Unit Unit Arrival Finished 911 Route Alert Enroute C.11 C.11 Intake Dispatch Pre-911 Access Dispatch Time Turnout Time Travel Time Access/Setup Time Response Time Operational Response Time Total Response Time Three aspects of response time have an impact on all calls regardless of the type or location: dispatch time, turnout time, and travel time. Dispatch Time Dispatch time for CVFD has two components. The first is the Fire 9-1-1 answering point where the call taker gets the basic information to determine which emergency services are needed; this is the call intake component. The second component is the fire department-specific dispatch function. The point in time where the call intake component ends and the specific dispatch function starts is when call information is sent to the fire dispatcher (route time). For discussion on this objective, the call route time component will be used as this is the historical data point that has been utilized to report performance. This interval is approximately 16 seconds, on average, and is not a performance issue in this study. No technology or procedure exists that will decrease this value to a point where it would make a noticeable difference in the overall performance. Within the core emergency call category, 50 percent of calls are dispatched within one minute and 80 percent within 1.5 minutes for total dispatch time. Emergency Services Consulting 11 Chula Vista, CA-2010 Fire Facility/Deployment Master Plan Turnout Time The turnout time interval starts when the units are alerted of the call and ends at the point when the unit begins to travel to the emergency. The average for core emergencies in 2009 was 1:20 (1 minute 20 seconds) (see Figure 3). The 80th percentile was at 1:50; the 90th percentile was at 2:11. Figure 3: Turnout Times— Frequency Distribution Turnout2009 180 Average 80th 90th 160 140 120 100 c d c d 80 60 40 20 0 ci N m � vl l0 I� W Ol O W Ol O W Ol O W Ol O c-I c-I c-I c-I c-I c-I c-I c-I c-I c-I N N N N N N N N N N m m m m m m m m m m a a a a a Seconds Travel Time Travel time is the critical tool in analysis of fire station locations and system performance. Travel time can be measured, calculated, and modeled with greater certainty than any other performance factor. While time of day and day of week will have impacts on travel time, these can be assessed and factored when necessary. Several methods of estimating travel time have been employed in the fire service over the years. Most urban and metro departments use 30 to 12 Chula Vista,CA-2010 Fire Facility/Deployment Master Plan 35 miles per hour as an average travel speed. Modeling for this project used speed limits on various roads that were then adjusted to actual performance. This is covered in more detail in Task 1 -Validate New Deccan Model. Generally speaking, deployment is measured with three concepts: distribution (what and where), concentration (how much), and reliability (how well). Distribution A successful distribution network means that the system is capable of providing a resource to the scene of an emergency with the correct equipment, apparatus, and staffing to complete the following: • Assessment of the situation • Establishment of a plan of action capable of mitigating the emergency • Request for appropriate resources (if needed) • Intervention to stop/impede the escalation of the emergency Primary distribution within CVFD is accomplished with the engine companies. As shown on the department's first due map (Figure 4), each engine company covers a primary portion of the city. The same is true for specialized resources such as truck companies and battalion chiefs. The City currently has two of each, housed at Station 1 and Station 7. The coverage areas are shown in Figure 5 for truck coverage and Figure 6 for battalion chief coverage. Distribution of Resources The current delivery system has evolved over time, reacting to growth, calls for services, opportunities for land, and availability of funds. This was accomplished with logic, experience, and years of understanding what it takes to deliver service to the homes and on the streets of Chula Vista. The primary performance measure that drives the distribution/location of fire stations for the CVFD is travel time. The first measure is the arrival time of the first unit to the scene of the emergency. Using a performance measure of having the first unit arrive within four minutes travel time (begins when unit is enroute to the call and ends with the arrival of the unit at the scene of the emergency); the current level of performance is at the 73rd percentile. At five Emergency Services Consulting 13 Chula Vista,CA-2010 Fire Facility/Deployment Master Plan minutes travel time, the performance is at the 891h percentile. Figure 7 shows the current travel time graphic for 2009. It should be noted that this graphic (Figure 7) has a configuration with the USAR at FS03 and Engine 3 located at FS09 as Engine 9. 14 LO y o S r �f cn d L Q� Y C tm 0 Q v.. y�i •� � N 111 __ � _ LU V' LL I iTL O Ez Y . O a �m cu � LL y N v V — 00 I LU V v m q D O � G N U - � d a �V Vao LL � l d r' f 1 �f 0 C a � � � I o N Q Y C 0 3 o I i Y U � � � , �� � ilNllllIllllfNNl N v -� i,.- •� �- � r��' � 1 111111 O ..y. . +-j _ ru 2 0 1 Y m L a n ti V o I..L Z Z N V)ti ti i ■❑■■❑ c Q V C) 7 yr •U M N LL iTL 0 LL I l_ N O c° Q U � O co LL a ate-+ N INlllllllfl N U c �o f0 f0 m p4 i m N � � d m m z° d ■■❑ w � l d 0 a o _ y N _v " U N v IS,, v (A c L w v E W U o d y CL o O C) U O > N 0 ra CV o LL y 4- v U o ~ al o > Q � v U U N > y rzo .. Q D V _ M r w c N _0 v v > ca ..... a 0 0 0 0 01 O 00000� NODDED LL co Chula Vista,CA-2010 Fire Facility/Deployment Master Plan Concentration A successful concentration network means that the system is capable of providing a resource to the scene of an emergency with the correct equipment/apparatus and staffing to complete the following: • Stop the emergency from continuing to escalate • Provide for the safety and security of citizens and emergency workers • Complete all critical tasks in a timely manner • Provide for incident management Concentration is achieved in two ways: First is the spacing of the fire stations; second is in the staffing/equipment deployed in each fire station. The spacing of fire stations was a primary concern in the distribution of resources but plays a role in the concentration of resources as well. In Chula Vista, fire stations in the west side are spaced more closely than those on the east side. This has a particular impact on the timing of the second arriving engine While several measures of performance are available to examine the concentration of resources, two are particularly good. These are IAF (Initial Attack Force) and EFF (Effective Fire Force). A critical task analysis (CTA) was conducted to identify/validate needed resource distribution and staffing patterns. It was determined that a moderate risk fire response needs to consist of three engine companies, one truck company, and one battalion chief. A total of 14 personnel are needed to complete an EFF. (The CTA is detailed in Task 3 of this report.) Additionally, it was determined that four personnel are needed for the IAF. Two are used to enter the IDLH (Immediately Dangerous to Life and Health) atmosphere and two remain outside of the IDLH as a rescue team in the event of a problem with the entry crew. This action is required by OSHA. OSHA states that "once firefighters begin the interior attack on an interior structural fire, the atmosphere is assumed to be IDLH and paragraph 29 CFR 1910.134(8)(4) (two- in/two-out] applies." OSHA defines interior structural fire fighting "as the physical activity of fire suppression, rescue or both inside of buildings or enclosed structures which are involved in a fire situation beyond the incipient stage."OSHA further defines an incipient stage fire in 29 CFR 1910.155(c)(26) as a "fire which is in the initial or beginning stage and which can be controlled or extinguished by portable fire extinguishers, Class II standpipe or small hose systems without the need for protective clothing or breathing apparatus." Any structural fire beyond incipient stage is considered to be an IDLH atmosphere by OSHA. Emergency Services Consulting 19 Chula Vista, CA-2010 Fire Facility/Deployment Master Plan It is important that decision makers understand the nature of the deployment analysis and the tools that are used in this analysis. Two of these tools are covered briefly here for the purpose of common understanding. Analysis Principles - Fractile Performance and Diminishing Return of Resources. Fractile performance is simply a way of stating that all performance is at or below the level indicated. This is also called percentile or percent rank by some analysts. It does not speak to the values directly, except to say that they are above or below the point. In order to increase the performance from the 80th percentile to the 90th percentile, an impact must be made on some or all of the calls for service above the 80th percentile, and half of them will need to be affected in a manner that brings them below the 80th percentile value. The resources needed to accomplish this improvement will be greater as the performance values increase. This is due to the Diminishing Return of Resources in the delivery system. Diminishing Return of Resources means that a resource being added to or subtracted from the system will not always create the same amount of change in the performance. For example, in graphics that follow they show the locations of calls for service that exceeded the four-minute (Figure 8), five-minute (Figure 9), six-minute (Figure 10), and seven-minute (Figure 11) travel time performance levels. It is clearly evident that the remaining calls in each layer are relatively evenly distributed across the entire delivery system. Again, half of the remaining calls would need to be impacted to achieve a movement from the 80th to 90th percentile. Adding a resource to an areas which is totally un-served within the standards will achieve a maximum impact in that area. However, if the area has few calls or a poor road network, it will not produce as much improvement in the overall performance as areas with high call volume and efficient road networks. In addition, as the desired performance level moves from the 80th percentile to the 90th percentile, resources must address fewer and fewer calls for service over the entire areas served as shown in the previous maps of travel time. For this reason, the impact of each new resource is diminished by the lack of calls that it can have an effect on. As the 90th percentile is approached and passed, the rate of return on single new resources is almost beyond measure. 20 N 00 t� N d c � a y v W N 0 v v E o to >� o Q N v v vi E rcy w � v O `6 U LL L r'y L) 0 LL LL O o O o N a°'i s ON D 4J U X u W Q U O O U Lo L N tm iTL [} v z o v r N v v r ra U � z +-j b � a U-- a--+ .4 L LL d v d 4 d OD cn m � m a m v E n W N 2! L V v � v E C L Q N C) d rCV W � N U L > y iTL LL O o O o S m N — i D U K U W Q m V N O 0 O U y L r _0 LL U v o a� v r � Z 4- 4- N L LL N N \ � � m § e � E / f � \(A v L 2 •� { � E \ 2 � E ~ ` m w � k m % U \ x � - o \ 7 0 \ — / S m q LU u Q .> | \ o q 0 _ 0 u �6 & $ © _0 LL U Q coo k gill ra - m & v > U � 4-j � E ) W [ � k W d Oo d d c cm � d � a E ai W (p L 2! 0 v U E °o to 2 N � CL v E 3 rcu w m OU LL U � C7 L.L O 0 O 0 0 Q[fl N Q d N D U V }' K U W Q U N O � O t U Ln N LL o a� v r � Z 4- N L LL N Chula Vista,CA-2010 Fire Facility/Deployment Master Plan Concentration of Assets For core emergencies (2009), an Effective Fire Force of three engines, one truck, and one battalion chief was achieved within 8:00 of travel time 82 percent of the time with an average of 6:15 (Figure 12). The average arrival time for the second engine was 1:45 behind the first; and for the third engine, 5:21. EFF has two driving factors. First, is the placement of specialty units, such as the truck and BC, and second is in the concentration of engine companies needed to achieve the level of service desired. As indicated in the Standards of Cover (see Appendix A: Standards of Cover), distribution and concentration push and pull on one another to achieve a balance. Stations with staffing of less than four personnel (six of the current eight) must rely on additional resources from other fire stations to achieve the IAF as well as the EFF. IAF is achieved immediately with four or more personnel arriving on scene initially. FS01 and FS07 have this level of staffing when both units are in quarters at the time of the alarm. For core emergencies (2009), an Initial Attack Force of four personnel and one engine was achieved within 7:00 from Call Route/Assign (less than 30 seconds before dispatch) 64 percent of the time with an average of 7:41. These current performance levels are achieved with fire station spacing of approximately three to four miles between stations on the east side. This is the current distribution system. Increasing the performance level will require station spacing to be less than the current distance or an increase in unit staffing to four personnel. A complete summary of the 2009 performance measures for core emergencies is shown in Figure 13. Emergency Services Consulting 25 0 0 N _v 0 'U (a N a v L [ � v > _ m Lu a�i � u• iJ o W U u N CL aa) i Ql o O O U ry O LL N w D a) L j O O LL Q 0O LL i N W y _o O N O v 00 � L ^ } LO V > y W E U > N Q v _ > V O N W I v LLJ QJ LL LL ra IZI- °^ 0 0 0 0 0 0 O 0 LL 66 u- NODDED Lu N Chula Vista,CA-2010 Fire Facility/Deployment Master Plan Figure 13: Core Emergency Summary Scenario Definition&Performance Scenario:January 2009 thru December 2009-Structure Fire INCIDENTS REVIEWED: Days of Week: All;Hour Blocks: All;Month Year: January 2009 thru December 2009 Incident Type Groups: Structure Fire Commercial, Structure Fire Multifamily, Structure Fire Residential ALS Calls-Medical Aid, Rescue Incidents, Structure Fire Commercial Multi Family PDGs Analysed: All Performance across all analysed areas: TOTAL INCIDENTS REVIEWED: 11580 Across Served Service Area: NUMBER OF INCIDENTS: 11006 (A)911 Call Processing Time <=: 01:00:52 (10781). Avg 01:12. (B)First Unit Turnout <=: 01:00:41 (10748). Avg 01:10. Travel Time (C)First Unit Travel Time <_:04:00: 73%(10532). Avg 03:16. (D)First Unit Call Receipt to 0nScene <_:06:00: 63%(10497). Avg 05:38. (E)Second Unit Call Receipt to 0nScene <_: 10:00:79 (9751). Avg 08:30. (F)First Unit Assign to 0nScene <_: 07:00: 93%(10573). Avg 04:36. (G)First Engine Call Receipt to 0nScene <_:06:00: 57%(8938). Avg 05:59. (H)First Engine Dispatch to 0nScene <_:07:00: 89%(9004). Avg 04:57. (1)Second Engine Call Receipt to 0nScene <_:10:00: 73%(206). Avg 09:48. (J)Second Engine Dispatch to 0nScene <_:10:00: 86%(212). Avg 07:58. (K)First Truck Call Receipt to 0nScene <_: 10:00: 88%(801). Avg 06:47. (L)First Paramedic Dispatch to 0nScene <_:10:30: 80%(10007). Avg 07:05. IAF (M)Initial Attack Force(E,4FF)Assign to 0nScene <_: 07:00: 64%(376). Avg 07:41. (N)EFF(E,22FF)Call Receipt to 0nScene <_:10:00: 0%(20). Avg 15:58. (0)EFF(E,14FF)Call Reciept to 0nScene <_:10:00: 48%(87). Avg 11:44. EFF (P)EFF(Ee 14FF)Enrte to 0nScene <_: 08:00:82%(87). Avg 06:15. (Q)EFF(E,14FF)Dispatch to 0nScene <_: 09:00: 67%(87). Avg 09:48. (R)EFF(E,23FF)Call Receipt to 0nScene <_:10:00: 0%(14). Avg 17:51. (S)EFF(E,23FF)Enrte to 0nScene <_: 08:00:36%(14). Avg 12:04. (T)EFF Call Receipt to 0nScene on Rescue Calls <_: 10:00:49%(45). Avg 11:30. (U)First AMR ALS Unit Dispatch to 0nScene <_: 10:00: 86%(9999). Avg 07:05. iV)First AMR BLS Unit Dispatch to 0nScene <_: 20:00: 38%(76). Avg 25:39. Emergency Services Consulting 27 Chula Vista,CA-2010 Fire Facility/Deployment Master Plan Task 1 — Validate New Deccan Model The Deccan Deployment tools are customized software for use in analyzing past performance and predicting future performance based on proposed changes to the delivery system. Appendix B provides a brief overview of the two software programs, their capabilities and their outputs. The first Deccan tool is CadAnalyst. This is a retrospective tool used to review past performance. It is also the basis for the model validation of the second program, ADAM (Apparatus Deployment Analysis Module). Validation Methods Validation of the Deccan model has several facets. First is the data set. All calls are geo-coded to give them a place in time and space. This location is then used to assemble information into useful data set. For example, ensuring that the location of the calls is placed in a specific district, development area, and/or first due correctly (Figure 14). The data can then be analyzed at various levels. In this case, it is possible to look at performance for the entire delivery system, a first due area, or for a specific district. Checking the validity of the geo-coding is the first step. Figure 14: Validation of Geo-Coding 52F1 5263 5463 � 5465 52F3 5261 2 52F4 5/4E1 52F2 52G2 59J3 5.382 54E2�� 2 53' 53B1 59J40 53C3 53G1' 52J1 53C2 59J2 53 53C1 53.F1 Emergency Services Consulting 29 1 Chula Vista,CA-2010 Fire Facility/Deployment Master Plan Second on the validation process is to ensure that the road network is both routable and does not have segment breaks. This is accomplished using several utilities (such as one shown in the following figure) that place a red dot at the end of every line segment that is not connected to another segment (Figure 15). If a break in the roadway was present, a red dot would appear in the middle of the roadway. Red dots should only appear at the end of a road (cul-de-sac). Similar utilities are run to make sure the segments are not inappropriately joined or have duplicates. Figure 15: Validation of Street Network 30 Chula Vista,CA-2010 Fire Facility/Deployment Master Plan Next in the process is to visualize the district centroids. Each district has a centroid; this is the point to which routing is calculated. The model bases all of its calculations for performance on this location within the district. It is important that the centroid accurately reflect the district to the best of its ability. Centroids are assigned by the program to be at the geographic center of the district. This is complicated by irregular shapes within districts and by roadway such as freeways or one-way streets that have limited access or conductivity. These must be examined to find the best possible centroid (Figure 16). Figure 16: Centroid Validation 53B1 53C3 53GI 53C2 -fi5G3 53G2 53F1 53C1 59D4 53F2 53F3 Centroids are shown above in purple/District boundaries in green. Streets were also validated against aerial photography, where it was available, as shown in the following figure. emergency services Consulting 31 Chula Vista, CA-2010 Fire Facility/Deployment Master Plan Figure 17: Street Validation -Aerial , 1 - t r x� Z I ,-�..mot--..-•y 1 Newly proposed streets need to be added to the street network. These are taken from the circulation plan available through the city and county. Most of the arterials are in, with the exception of the Otay Ranch area. Streets shown in red on the following figure were added (Figure 18). 32 Chula Vista, CA-2010 Fire Facility/Deployment Master Plan Figure 18: New Streets Added for Analysis The next process is to check the street speed limits. It was decided to use speed limits rather than an average speed throughout the model. Freeways were calculated at 55 mph, arterials at 40 mph, off-ramps at 35 mph, and residential streets at 25 mph, as shown in Figure 19. The model as it was delivered by Deccan used an average speed limit. Many stations next to freeways and major arterials did not perform as expected. Model Adiustments The Deccan model has three factors for adjusting the model to actual performance. These are speed, turnout/reflex time, and the amount of the standard deviation that will be used in the calculation. The system was recalibrated to run on the speed limits and performance more closely match actual response data. In addition to changing the speed at which resources traveled, turnout times were validated in the model as well. The use of the standard deviation was not adjusted from the setting by Deccan. shEmergency Services Consulting 33 leVV Chula Vista,CA-2010 Fire Facility/Deployment Master Plan Figure 19: Street Network Speeds t v Speed Used 25 30 35 40 55 When validation was complete, modeling runs for most factors on AILS calls were nearly the same as the 2009 data. This is possible because the dataset has over 10,000 calls for service. The datasets for rescue and structure fires are not as large. Rescue had only 91 incidents and structure fires 185 incidents. Rescues tend to happen on the transportation grid and have less volatility in the modeling. Structure fires are more complex (more units responding/more variables). All values are within the 90 percent confidence range for the differences. 34 Chula Vista,CA-2010 Fire Facility/Deployment Master Plan Task 2 — Update Data Assumptions Baseline Assumptions Current Performance Objectives The Chula Vista Fire Department has determined that NFPA 1710 is the appropriate performance standard for planning purposes within the city. The mission of the international nonprofit NFPA, established in 1896, is to reduce the worldwide burden of fire and other hazards on the quality of life by providing and advocating consensus codes and standards, research, training, and education. NFPA is the world's leading advocate of fire prevention and an authoritative source on public safety; NFPA develops, publishes, and disseminates more than 300 consensus codes and standards intended to minimize the possibility and effects of fire and other risks. It is the standard recognized by the fire service world-wide. The specific section of NFPA 1710 that is used regarding deployment is shown below: 5.2.4 Deployment. 5.2.4.1 Initial Arriving Company. 5.2.4.1.1 The fire department's fire suppression resources shall be deployed to provide for the arrival of an engine company within a 240-second travel time to 90 percent of the incidents as established in Chapter 4. 5.2.4.1.2*Personnel assigned to the initial arriving company shall have the capability to implement an initial rapid intervention crew(IRIC). 5.2.4.2 Initial Full Alarm Assignment Capability. 5.2.4.2.1 The fire department shall have the capability to deploy an initial full alarm assignment within a 480-second travel time to 90 percent of the incidents as established in Chapter 4. 5.2.4.2.2* The initial full alarm assignment to a structure fire in a typical 2000 ft2 (186 m2), two-story single-family dwelling without basement and with no exposures shall provide for the following: emergency services consulting 35 Chula Vista,CA-2010 Fire Facility/Deployment Master Plan (1) Establishment of incident command outside of the hazard area for the overall coordination and direction of the initial full alarm assignment with a minimum of one individual dedicated to this task (2) Establishment of an uninterrupted water supply of a minimum of 400 gpm (1520 Umin) for 30 minutes with supply line(s) maintained by an operator (3) Establishment of an effective water flow application rate of 300 gpm (1140 Umin) from two handlines, each of which has a minimum flow rate of 100 gpm (380 Umin) with each handline operated by a minimum of two individuals to effectively and safely maintain the line (4) Provision of one support person for each attack and backup line deployed to provide hydrant hookup and to assist in laying of hose lines, utility control, and forcible entry (5) Provision of at least one victim search and rescue team with each such team consisting of a minimum of two individuals (6) Provision of at least one team, consisting of a minimum of two individuals, to raise ground ladders and perform ventilation (7) If an aerial device is used in operations, one person to function as an aerial operator and maintain primary control of the aerial device at all times (8) Establishment of an IRIC consisting of a minimum of two properly equipped and trained individuals Measurements of System Performance The basic input for this analysis is calls for service or workload. Workload The first step in the analysis of system performance is to examine the number and locations of the calls for service. This workload needs to be accurate and defined well enough to allow decision makers to see the value of alternatives relative to service delivery points and the need for additional resources in those locations. The overall workload within the fire department continues to increase. The nature of the calls is changing as well. Medical calls continue to increase and now account for over 80 percent of the call volume in the department. The details are provided in Figure 20. 36 Chula Vista,CA-2010 Fire Facility/Deployment Master Plan Figure 20: Calls for Service 2007 2008 2009 ALS 11,548 80.4% 10,687 71.9% 10,969 70.0% BLS 119 0.8% 1,800 12.1% 2,326 14.8% 11,667 81.2% 12,487 84.0% 13,295 84.9% Rescue 286 2.0%I 120 0.8%I 130 0.8% SFCom 72 0.5% 8 0.1% - 0.0% SFComMF - 0.0% 86 0.6% 169 1.1% SFMf 117 0.8% 16 0.1% - 0.0% SFResd 142 1.0%1 113 0.8%1 122 0.8% 331 2.3%1 223 1.5%1 291 1.9% Alarm 953 6.6% 923 6.2% 817 5.2% Bomb 2 0.0% 4 0.0% 1 0.0% BrushFire 143 1.0% 75 0.5% 53 0.3% HazMat 212 1.5% 152 1.0% 173 1.1% NonEn r 260 1.8% 261 1.8% 220 1.4% OtherEmr 211 1.5% 301 2.0% 340 2.2% OtherFire 147 1.0% 166 1.1% 193 1.2% VehFire 156 1.1%1 153 1.0%1 152 1.0% 2,084 14.5%1 2,035 13.7%1 1,949 12.4% Grand Total 14,368 14,865 15,665 As is shown in Figure 21, calls for service locations are spread over the entire city in a relatively consistent pattern. When examined by call type, this holds true for medical calls (Figure 22) and fire calls (Figure 23); but rescue calls (Figure 24) tend to be grouped around the transportation network, as would be expected. Emergency Services Consulting 37 4 W � � CO N fk 07 N _ O 4 4 O - Co co r O O Lo N r H 0❑❑❑ I � O (A `^ 1 v _ o L N' L o LL y � � 4 o a � ate+ 3 o. 7 111111 u V S V Y� co M rn M c 0 m � 0 O N It Co c C2 d5 -;f r u � W 02 O co S r o Q NONE] 0 H $ I N coo 'Sq •C v � (A CL LL 41 L 0 � N Q U � 3 .> o. cu 7 u � 111111I IINIII V t 1 r o 0 a as 0 U-- a V d N 0 v o 0 � r�ic00om Li LO C'-7 N r L7 2 2 2 O Ll 7 CU r O 3 w cn ���❑ � � N v � S 41 �[ � ff fH � X ? LL N L LL y O � �LL � L L.L O N CV 1 la Q 3 U � to jL 3 a-+ Ln N O t U V L 1 O C1 O Ian / 1 V 0 3 y 0 N p O Y U Ir — N r S] O O O O V M CU r O y _ ■❑❑❑ coo � C y v � S Q 0 Q Q X V LL L c 41 L 0 N _ o � S r 0 Q LL U co 3 (A en N O t U J to L!1 V L 1 O C1 O Ian / 1 may � a Q U-- a V d N Chula Vista, CA-2010 Fire Facility/Deployment Master Plan Performance Reliability Performance reliability is a very good indication of the system's ability to provide service in the real world. Reliability can be assessed at the system level or at the first due level. System Level Analysis As shown in Figure 25, the calls for service per 1,000 population served continue to increase. This means that even if growth did not occur, the system will continue to get busier. Figure 25: Calls per 1,000 Population Call Rate per 1000 Population 70.0 60.0 - 50.0 Year Population Calls Calls/1000 Calls/Capita 1991 141,015 6,720 47.7 0.0477 40.0 1992 144,466 7,371 51.0 0.0510 1993 146,525 7,512 51.3 0.0513 1994 149,791 7,703 51.4 0.0514 1995 153,164 8,252 53.9 0.0539 1996 156,148 8,312 53.2 0.0532 30.0 1997 162,106 8,646 53.3 0.0533 Mnth 2005 2006 2007 2008 2009 Grand Total 1 1,023 1,086 1,202 1,327 1,348 5,986 1998 167,103 9,440 56.5 0.0565 2 949 932 1,152 1,272 1,169 5,474 1999 174,319 9,084 52.1 0.0521 3 997 1,014 1,242 1,264 1,355 5,872 2000 181,613 9,697 53.4 0.0534 4 959 1,099 1,154 1,159 1,352 5,723 2001 191,220 10,429 54.5 0.0545 20.0 5 1,004 1,179 1,153 1,247 1,316 5,899 2002 200,798 11,161 55.6 0.0556 6 731 1,232 1,278 1,265 1,294 5,814 2003 208,997 11,894 56.9 0.0569 7 923 1,241 1,185 1,218 1,382 6,858 2004 217,512 12,422 57.1 0.0571 s 977 1 1,328 1,2711 1,2351 1,3681 7,1141 2005 1 224,006 11,739 52.4 0.0524 9 983 1,160 1,212 1,173 1,232 6,698 2006 227,$50 13,990 61.4 0.0614 1.0.0 10 1,066 1,232 1,088 1,277 1,281 6,931 11 1,074 1,205 1,201 1,194 1,227 6,783 2007 231,157 14,368 62.2 0.0622 12 1,053 1,282 1,230 1,234 1,341 7,188 2008 234,011 14,$65 63.5 0.0635 11,739 13,990 14,368 14,865 15,665 76,340 2009 237,595 15,6651 65.9 0.0659 0.0 `r r W m 0 `r r 00 m m m m m m m m m m 0 0 0 0 0 0 0 0 0 0 m m m m m m m m m 0 0 0 0 0 0 0 0 0 0 c-I c-I c-I c-I c-I c-I c-I c-I c-I N N N N N N N N N N This increase may have a number of underlying factors but two are most likely. First is the "aging of the population". Projections from SANDAG (San Diego Association of Governments) and the U.S. Census Bureau show an overall increase in population over age 55 for most of the United States as the "Baby Boomers" enter retirement years. This is important because this age group tends to use emergency services at a higher rate than younger age groups. 42 Chula Vista,CA-2010 Fire Facility/Deployment Master Plan The second factor is the cost of health care. More and more people are using the emergency medical services as a primary care provider. This includes many types of calls that might be more efficiently handled at a doctor's office or non-emergency medical provider such as an urgent care facility. When looking at the system level of performance, it is important to see if the day of week or time of day has an impact on call loading. Figure 26 shows the types of calls by the day of week. The variation is quite limited. Figure 26: Calls by Day of Week Calls by Day of Week 3000 2500 2000 2007 1500 -0-2008 2009 1000 500 0 0 a LL a This trend continues to be the same from the previous work done. When calls are examined by month of year (Figure 27), there is a little more variation but it is not significant. emergency services consulting 43 � Chula Vista,CA-2010 Fire Facility/Deployment Master Plan Figure 27: Call by Month of Year Unit Responses by Month/Yr 2250 2000 1750 X X 1500 x LS � A 1250 —0-2006 0 2007 x 2008 1000 2009 750 500 250 0 1 2 3 4 5 6 7 8 9 10 11 12 Month Time of day does have an impact on the number of calls. Calls tend to increase in the hours that people are normally active. This is shown in Figure 28, where calls tend to pick up around 7:00 or 8:00 AM and stay busy until around midnight. 44 � Chula Vista,CA-2010 Fire Facility/Deployment Master Plan Figure 28: Calls by Hour of Day Calls by Hour of Day 1200 1000 800 r 600 t 2007 t 2008 400 2009 200 0 E E E E E E E E E E E o E E E E E E E E E E E ca ca ca ca ca ca ca ca ca ca ca Z ri ri ri ri ri ri ri ri ri ri ri N M V L() c0 1� W O O — N M V L() 10 1— CO O O Figure 29, Figure 30, and Figure 31 illustrate the relationship between calls for service and the units/stations that serve the community. Only two units, E51 and E55, have a sufficient number of calls to warrant concern over workload issues at the current call loading. Future growth and increased workload could have an impact on these two units in the immediate future. FS01 had two units assigned and thus has capacity for additional calls, whereas FS05 does not. Figure 31 shows the call loading for T51 that is currently assisting E51. emergency services consulting 45 Chula Vista, CA-2010 Fire Facility/Deployment Master Plan Figure 29: Engine Responses by Year Engine Responses by Year E58 E57 E56 E55 ■2009 E54 ■2008 ■2007 ■2006 R53 E53 - E52 E51 � 7 0 500 1000 1500 2000 2500 3000 3500 4000 4500 Note: At 3,500 calls per year (red line above), a unit is considered to be at maximum for performance at the 80th percentile. In the figure E53 is a composite of E53 and E59 from FS09 Viewing all of the units at the same time in Figure 30 we see the distribution of the workload. It should be noted that E53 and R53 shared the majority of FS03's service area and some of FS05 and FS02. Workload shifts will occur now that R53 no longer has a dedicated first due area to service. 46 Chula Vista,CA-2010 Fire Facility/Deployment Master Plan Figure 30: Unit Responses by Year Unit Responses by Year 4500 - - - - - -.— 4000 - ——— 3500 — 3000 2500 _ ■2006 2000 — ■2007 ■2008 1500 ■2009 1000 500 0 E51 E52 E53 R53 � E54 E55 E56 E57 E58 E59 T51 T57 Workload on both trucks is increasing. Figure 31: Truck Responses by Year Truck Responses 1400 1200 1000 800 ■2006 ■2007 E 2008 600 ■2009 400 200 O T51 T57 SPSme ww.d rgency Services Consulting 47 � t Chula Vista,CA-2010 Fire Facility/Deployment Master Plan Population The CVFD provides direct emergency services to an estimated population of 273,595. The latest population data available for analysis can be used to provide insight into the specific nature of the population and housing served by the department. Several interesting points of demographic data are provided in the following tables, which were derived from the growth documents published by SANDAG. Figure 32: SANDAG Population Trend FA�S1T/FAC�TJS�+ G Chula i�la V is L}a san v.r.y�.runr ti.nru Mwxr Jurisdiction Facts Acres Square miles Incorporated 32.572 50.9 1911 Population Trends (1980 -2010) 1980 1990 2000 2010 Total Population 83.927 135.163 173.556 237.595 Growth from Prior Period 61% 28% 37% The SANDAG Preliminary 2030 Growth Forecast indicates that the South San Diego County region will continue to have significant growth over the next 20 years. The current estimate by SANDAG projects the City to have a population increase of 68,000 by the year 2030. Figure 33: Population Projections (SANDAG) Total Population by Jurisdiction San Diego Region. 2004 to 2030 Carlsbad ir, J.611 119.095 J11F37% Chula Vista 208,675 2Z.8,17z. 289,304 L 316,445 107,770 596 Chula Vista is expected to grow significantly with only the unincorporated county areas growing at a faster rate, as shown in Figure 34. 48 Chula Vista, CA-2010 Fire Facility/Deployment Master Plan Figure 34: SANDAG Growth Rates by Jurisdiction SANDAG Growth Rates - San Diego Region 2004 to 2030 Unicorporated Chula Vista San Marcos Santee Carlsbad National City Region San Diego Imperial Beach Vista Lemon Grove Escondido Oceanside Poway Encinitas La Mesa El Cajon Solana Beach Coronado Del Mar 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% Percentage Change in Population 2004 to 2030 In addition to the total volume of growth, the population in general will be getting older with the number of people aged 65 to 84 more than doubling (see Figure 35). In fact, the median age in the San Diego Region will increase to nearly 40 years old. Regional growth will increase about 32 percent while the older community will increase about four times that rate (125 percent) with Skit— Services Consulting 49 tww.d lWi Chula Vista,CA-2010 Fire Facility/Deployment Master Plan about half of the overall increase being older citizens. The region will see an increase of over 400,000 older citizens and Chula Vista is likely to see a proportionate share. Figure 35: Population Change by Age Population Change by Age Group San Diego Region, 2004 to 2030 7EF V ■ - 0 to 17 762,487 834,109 71,622 18 to 64 1,921,261 2,409,282 488,021 25/0 65 to 84 284,010 640,102 356,092 125% 85 and older 45,256 101,260 56,004 124% REGION 3,013,014 3,984,753 971,739 32% Median Age(Years) 33.7 39.0 5.3 16% Source:2030 Regional Growth Forecast Update The current SANDAG estimates do not include changes envisioned by the Chula Vista General Plan Updates under consideration. With the addition of the proposed changes to the Chula Vista Planning Areas, including locations outside of the current city boundaries, Chula Vista is expected to have a population of between 323,900 and 344,100 by the year 2030. The General Plan Land Use Element divides the city into four large planning areas consisting of Bayfront, East, Northwest, and Southwest, as shown in Figure 36, Figure 37, and Figure 38. 50 Chula Vista,CA-2010 Fire Facility/Deployment Master Plan Figure 36: Chula Vista Population Projections Chula Vista Projection Population Planning Area Year 2004* Year 2030** Year 2030**** 2005 GPU Proposed Bayfront 0 2,500 3,800 Southwest 53,560 61,900 61,900 Northwest 56,930 74,800 74,800 East (incorporated area) 98,710 157,700 176,600 East (unincorporated are 13,100 27,000 27,000 Total: 1 222,3001 323,9001 344,100 Notes: *Source:Year 2004 population estimate derived from State DOF Jan. 1,2004 estimate for the City of Chula Vista and 2000 Census for unincorporated area. Year 2030 population estimate derived using year 2000 Census and State DOF factors. ***"East(unincorporated area)"includes the Sweetwater and East Otay Ranch Planning Subareas,w ith most of the grow th occuring in the East Otay Ranch Planning Subarea ****Year 2030 proposed population assumption per OLC proposed project and Land Offer Agreement are subject to further review and refinement Emergency Services Consulting 51 1 LA l c a e � 1 c� G 0 Q 41 IL I tiTJ R LL v V L 9 p o � � I U LL t � R cu 7 L U � I co � a 1~n W Q - c M 4 Q O O E < 0 w 0 0 fr EL ❑❑❑❑❑ — f N LO M LO c n3 a L Q� N (A M^, cm W C M Q� E O y Q W C 0 p^ CL :Ll I- 0 .0 U fu r_ L LL �� O N o LU 66 Q M U y L N 7 L U a a U-- a V d N d d d � � LLI . � 4 � � R z 2 � LL, / )7 z � LLI C) \\ / k � §) ■ 2, ! � >S LLI \\ % / 0 / 5 E 2 CL CL � � ) \ u / ) y � j � Q � « \ cu � u L6 §k m ` z / [ \ m \ \ [ / ELJ \} / \ `/ . � | / Chula Vista,CA-2010 Fire Facility/Deployment Master Plan Growth Protections Growth projections within the city are based on development that is currently in process and changes in the zoning and general plan as anticipated in the current update. These projections have been made using the following assumptions: • No new building caps or restrictions are placed on development. • Public policy towards development remains unchanged. • The Growth Management Thresholds are not exceeded. • The housing market remains steady. • The General Plan Update as currently approved is implemented. • A four-year college/university will be developed at the university site in the east. • The regulatory development processing schedule remains as it is currently. With these assumptions in place, projections of population within the four large planning areas have been made. The largest growth continues to be in the east, mostly in the Otay Ranch sub areas. The 2005 Annual Growth Management Review Cycle estimated that all growth from new residential development within the existing east area would be completed by the year 2009 with the exception of the Otay Ranch area, which could be completed by the year 2015. This has essentially happened. The following figures (Figure 39 and Figure 40) show the expected impacts of development on the City's population through the year 2030 as projected in the General Plan Update documents. emergency services consulting 55 Chula Vista,CA-2010 Fire Facility/Deployment Master Plan Figure 39: Population Projections Projects Single Multi- Total Population Family Family Residential' Increase* Unit Unit Unit Total Miscellaneous Eastlake Greens 33 121 154 408 Eastlake Woods/Vistas 31 494 525 1,336 San Miguel Ranch 174 107 281 825 Rolling Hills Ranch 163 - 163 522 Rancho Del Rey II 10 - 10 32 El Dorado Ridge - 104 104 260 Bella Lago 83 - 83 266 Bayfront Otay - - - Harbor 1,500 1,500 3,754 Visitor Transit population - N/A Sweetwater - - Southwest** South Broadway 110 110 274 South Third 859 859 2,149 Palomar Gateway 1,472 1,472 3,683 Main Street 71 71 176 Urban Core** I-5 Corridor 1,567 1,567 3,921 Mid Broadway 336 336 841 E Street Visitor 1,151 1,151 2,879 H St. Corridor 1,384 1,384 3,463 Downtown Third 958 958 2,397 Northwest-other Hilltop 25 25 63 Lower Sweetwater - 25 25 63 Total: 494 10,284 10f778 27 312 Figure 40: Population Projections -Otay Ranch Existing Remaining Capacity Total 2 Build-out' Population' Planning Area Residential Residential Residential Maximums Increase Jul 2010 Otay Ranch Built Unit Single Family Multi-Family Unit Population Population Village 1 3,699 - - 3,699 10,985 Existing Village 2 - 986 1,800 2,786 7,661 7,661 Village 3** 484 360 844 2,450 2,450 Village 4** - 130 620 750 1,968 1,968 Village 5 2,852 - - 2,852 8,285 Existing Village 6* 2,065 - 118 2,183 6,109 295 Village 7* 521 596 339 1,456 4,348 2,756 Village 8 East** - - 3,106 3,106 7,773 7,773 Village 8 West** - 331 1,719 2,050 5,362 5,362 Village 9** - 108 3,892 4,000 10,086 10,086 Village 10** - - 2,650 2,650 6,632 6,632 University*** - - - - - - Village 11* 1,738 95 471 2,304 6,535 1,483 Planning Area 12 2,993 2,993 7,490 7,490 Otay Ranch Total: (City 10,875 2,730 18,068 31,673 85,684 53,956 boundaries only) 56 Chula Vista,CA-2010 Fire Facility/Deployment Master Plan Workload Projections Using the information provided by the GMOC (the City's General Plan) fire department response data and regional projections, it is possible to project future calls for service based on the past experience within the city. By examining call trends over the past 19 years, it is easy to see that not only is call volume rising, but the rate of calls per resident is increasing as well. Figure 41: Population per Capita Year Population Calls Calls/1000 Calls/Capita 1991 141,015 6,720 47.7 0.0477 1992 144,466 7,371 51.0 0.0510 1993 146,525 7,512 51.3 0.0513 1994 149,791 7,703 51.4 0.0514 1995 153,164 8,252 53.9 0.0539 1996 156,148 8,312 53.2 0.0532 1997 162,106 8,646 53.3 0.0533 1998 167,103 9,440 56.5 0.0565 1999 174,319 9,084 52.1 0.0521 2000 181,613 9,697 53.4 0.0534 2001 191,220 10,429 54.5 0.0545 2002 200,798 11,161 55.6 0.0556 2003 208,997 11,894 56.9 0.0569 2004 217,512 12,422 57.1 0.0571 2005 224,006 11,739 52.4 0.0524 2006 227,850 13,990 61.4 0.0614 2007 231,157 14,368 62.2 0.0622 2008 234,011 14,865 63.5 0.0635 2009 237,595 15,665 65.9 0.0659 Two issues are present in terms of forecasting new workloads. First is whether or not the data presented has validity with regard to the future. In looking at calls for service in relationship to the increases in population over the past 14 years, the two databases have a correlation of 0.9900. A correlation of 1.0000 is a perfect correlation. This means that changes in one database have a direct relationship with changes in the other database. In this case, an increase in population will result in an increase in calls for service. The second issue is which factor to use in the projection formula. The rate for 2008 was selected. It is more conservative than the 2009 rate but still encompasses the trend over the period analyzed that is increasing steadily. By taking the 2008 value, it would be more consistent with the trend than to take a five or ten-year average. Conversely, projecting a Emergency Services Consulting 57 Chula Vista,CA-2010 Fire Facility/Deployment Master Plan continued increase in the rate of usage could overstate the workload. Projections were made using the 0.0635 calls per capita rate. The calls per capita rate was applied to population projections of the future projects within the city as stated in the General Plan projections and is shown in Figure 42 and Figure 43. Figure 42: Otay Ranch Workload Projections Planning Area Population New Calls Increase Otay Ranch Village 1 Existing - Village 2 7,661 486 _Village 3 2,450 156 _Village 4 1,968 125 Village 5 Existing - Village 6 295 19 _Village 7 2,756 175 Village 8 East 7,773 494 Village 8 West 5,362 340 _Village 9 10,086 640 _Village 10 6,632 421 _University - - Village 11 1,483 94 _Planning Area 12 7,490 476 Otay Ranch Total: (City boundaries only) 53,956 3,426 Residential units are not attributed to the University Planning area. This analysis will be done separately and in conjunction with other development. This facility, with its students, faculty, and activities, is estimated to generate approximately two calls for service per day on average (730 calls per year). This does not assume a very large events center that becomes a regional activities center. The balance of the city will provide the remainder of the development, or redevelopment, which will produce the population increases through the year 2030. These projects are spread throughout the city. All other workload is based on residential units or hotel rooms. 58 Chula Vista,CA-2010 Fire Facility/Deployment Master Plan Figure 43: Workload Projections (Other than Otay Ranch) Projects Population New Calls Increase Miscellaneous Eastlake Greens 408 26 Eastlake Woods/Vistas 1,336 85 San Miguel Ranch 825 52 Rolling Hills Ranch 522 33 Rancho Del Rey II 32 2 El Dorado Ridge 260 17 Bella Lago 266 17 Bayfront Otay - - Harbor 3,754 238 Visitor Transit population N/A Sweetwater - - Southwest" South Broadway 274 17 South Third 2,149 136 Palomar Gateway 3,683 234 Main Street 176 11 Urban Core" 1-5 Corridor 3,921 249 Mid Broadway 841 53 E Street Visitor 2,879 183 H St. Corridor 3,463 220 Downtown Third 2,397 152 Northwest-other Hilltop 63 4 Lower Sweetwater 63 4 Tota 1: 27,312 1,734 Together, the projects listed above will add an additional population of 81,268 residents. If the rate of usage stays constant, they will generate another 5,161 calls for service. Using this methodology, the CVFD would be responding to over 20,800 calls for service annually by the year 2030. Plans are under review for additional development in Villages 3, 8, and 10. This additional development (JPB Proposal) will increase the population of the city by another 20,463 and increase workload by an additional 1,299 calls for service (as shown in Figure 44). Emergency Services Consulting 59 Chula Vista,CA-2010 Fire Facility/Deployment Master Plan Figure 44: JPB Proposal Projected Workloads Existing Remaining Capacity Total* Build-out' Population' New Planning Area Residential Residential Residential Calls Jul 2010 Maximums Increase Otay Ranch Built Unit Single Family Multi-Family Unit Population Population Village 3* 786 1,336 2,122 5,859 5,859 372 Village 8 East* 1,178 2,005 3,183 8,788 8,788 558 Village 10* 1,000 1,045 2,045 5,816 5,816 369 Otay Ranch Total: (City boundaries onl 2,964 4,386 7,350 20,463 20,463 1,299 Notes: Preliminary Proposed GPA/GDPA residential units assumption as of July 2010 are subject to further review and refinement Population coefficient of 3.3 per household for Single Family and 2.58 for Mufti-Family residential, also applying average vacancy of 3.01%as reported in 2010 Department of Finance. Calls for Service Type and Locations The new workloads have been applied using the breakdown of current calls in relationship to the existing 2009 workload. The detailed breakdown is shown below. Figure 45: Workload Breakdown by Percentage of Whole Als Rescue Strufire Other Total 85.3% 0.6% 1.2% 12.9% 100.0% Projected workload was divided into Fire, EMS, Rescue, and Other from the categories listed above and distributed to individual response grids. Using call generation from the various projects, additional workload was applied to various response zones around the city to determine the impact of the added workload on the existing and proposed delivery system under the current General Plan (Figure 46). A 9 percent drop in travel time performance was measured for the entire system (first unit arrival) when the year 2030 workload was applied without new resources (Figure 47). 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Li LVI v m� � w 0 m ° vdm ° L� ,, vU L� 0 '0 'c m 0 CL v ara d v 'o L �� LU m 0 E Uoc (D oU��� � � E E 0o a c. - - CE a c.� 'o �= a c' '�'�v ° `p p -0 N ~ d"7 d Q Q O ~ d W ~ =d p W Z p < E �- w c c ';u v c c _ v W c w u u U — v m. _JLi ti a m c _0 _0 i ii ECO -0 -0 Li LLiiw 73 -0 LLL,L,CoL, = W U} W W Q C 00 D W L.L.CS C cS—�YJ C � OEO Cf} 04 Chula Vista,CA-2010 Fire Facility/Deployment Master Plan New Risks Chula Vista is about to embark on a journey that will change the nature of the city and its residents. Three aspects of the General Plan Update and specific projects currently envisioned will create a large amount of this change in terms of the fire department's role and responsibility. First, is the Bayfront area. With the upgraded marina, activity centers, and resort hotels, the Bayfront area will become a destination location for travelers. This area will bring high density, high traffic volume, and activities that tend to require fire department services. For the most part, traveling populations tend to be mobile and in relatively good health. But the nature of vacation and/or recreational uses is that they tend to create an environment where people do things they might not normally do. This increases the rate of accidents and incidents that require fire department services. This change could take the form of fires on pleasure craft, additional needs for water rescue services, increased calls for people away from their primary medical providers, or people simply overindulging in the good times that are to be had at a destination resort. Second is the nature of building stock or inventory within the city. Currently, the area has only one high-rise building and limited structures of height greater than the fire apparatus ground ladder complement which are not protected with built-in fire protection systems. The nature of the development outlined in the General Plan Update shows a much larger usage of mid-rise and high-rise structures for both business and residential occupancies. Even with installed fire protection, these structures require large numbers of firefighters to combat even a simple room and contents fire. In fact, it is unlikely that the CVFD will be able to combat a high-rise fire without substantial mutual aid resources; there are few large departments in the United States that can do this. A working fire in a high-rise building will take up to 200 firefighters. This is not to say that Chula Vista should have this many firefighters on duty, but it should be able to get this level of assistance from the region in the event that a high- rise fire occurs. Obviously, the larger the number of these structures, the greater the probability that such an event will occur. Emergency Services Consulting 63 Chula Vista,CA-2010 Fire Facility/Deployment Master Plan Finally, the nature of building occupancies needs to be considered. The City is moving toward mixed use and live/work occupancies that are part of the new urbanism currently being planned for most large cities in this region. Sustainable development and walkable communities are good concepts, but they take a different kind of protection and service delivery. Access becomes an issue, and the types of street designs and building configurations that help make these communities more livable make them harder to provide services in. Simple issues such as access to the dwelling unit with an ambulance or even a gurney can be complicated by features designed to limit vehicle access and increase pedestrian activities. Great care should be taken by the fire prevention staff in the development of these types of occupancies and building product. Density of dwelling units is a doubled-edged sword for the fire service. Higher densities tend to make the distribution of resources work better. The larger number of calls in smaller areas normally has a positive impact on distribution performance. The other end of the spectrum is that density causes more calls for service. The more compact the living area, the greater the impact of an emergency on the surrounding areas. For example, a small room and contents fire in a single family dwelling in a typical suburban neighborhood would normally displace five people. This same fire in a mid-rise or high-rise residential building could displace hundreds of people if utilities could not be restored and the building cleared of smoke and water. Thus, concentration issues and resource utilization time (commit time) is increased. At a certain point, density requires buildings to be of a greater height. The increase in the vertical aspect of any emergency will require more personnel, equipment, and time to complete the same task. Future Development/Redevelopment The single largest issue regarding future development or redevelopment for the fire service delivery system in Chula Vista is the provision of adequate infrastructure. Since time is one of the most critical factors in the delivery of emergency services, road networks are extremely important to the fire department's ability to provide services in a timely and cost effective manner. Three issues tend to rise to the top over and over—access, timing, and connectivity. Access is one of the issues that fire prevention staff deal with constantly. Having access to all sides of a building, fire lanes, hose pull calculation, and the ability of the fire department to setup and stage equipment at the scene of an emergency are key issues that are normally addressed 64 Chula Vista,CA-2010 Fire Facility/Deployment Master Plan in the plan review process. Most of these issues are project specific and can be addressed as such. The issues of timing and connectivity are more applicable to the large scope of development planning. A great deal of time and effort are required to model traffic flow and trips generated by the project. Since this keeps the traffic moving, the fire department is a beneficiary of this work. The impacts to emergency services come when the traffic system is compromised by the lack of circulation that moves resources from the fire station into the community in the fastest, most direct route. Sometimes this impact is from the timing of infrastructure that will ultimately be present to serve the community. The interim period may require units to travel great distances to projects until the final infrastructure is completed. While this does not have long-term performance issues, it will make performance in the development area more difficult and likely less successful until the street network is completed. The issue of connectivity is one that will have long-term impacts on the delivery of services. Large communities with limited ingress and egress points tend to create hard to serve areas. While many factors go into the creation of a new community (such as topography, existing circulation, neighborhood character, and overall quality of life issues), it is essential that the large scale circulation plan have emergency services connectivity from one area to another and from the fire stations to all areas within the community. Without an orientation to this, the fire department will require additional resources and fire stations to serve the community, taking up scarce resources that could be used for other community interests. This study has used circulation plans provided by the City of Chula Vista to model future services. The following maps show the street network that was developed for the purpose of modeling services in the year 2030. Several key connections are vital to the delivery of services. These include SR125, Rocky Mountain Road/Hunte Parkway Extension, Eastlake Parkway Extension, La Media Road Extension, Main Street Extension, Paseo Ranchero/Heritage Road Extension, Mount Miguel Road Extension/San Miguel Ranch Road, and Birch Road Extension. These are shown in red on Figure 48. emergency services consulting 65 AW 1 RL �# *: 'dl tip- NON#-� _ ;,� _ t " r 10 ��44 Chula Vista,CA-2010 Fire Facility/Deployment Master Plan Regional Growth Issues This study has not been able to calculate the specific impacts of some regional growth issues. The impact of issues such as expanded traffic on the rail/trolley lines and the location and services to be provided by new hospitals for receiving patients are not known with any degree of certainty at this time and have not been addressed. Decisions within the city's sphere of influence will also have an impact on circulation, fire department resources, and the overall delivery of services. The development areas beyond the existing city boundaries and east of Otay Lakes will require additional detailed study and are addressed here only on a global basis. Figure 49: Future Development Areas - East ftif MAI IN AHUNOF � �p UPI 9A GTSY Ar.I=V2 R F EAST fa ) in'wr:orxv ac crawl R CI 8 N 'A E= S 1 1407 TO SCALE Future Growth Area Shown in Yellow emergency Services Consulting 67 Chula Vista, CA-2010 Fire Facility/Deployment Master Plan The three specific areas east of the city that have potential for development are shown in Figure 50. Figure 50: Unincorporated East Planning Areas IT74 r - P"C"O" - VALLFV ,�S 51--RISTRicir as r" rT. _'T SAK 1 �ti Kt6VOT ' Y!t f UIiU ++' F8W19 AREA Woup"AM •� €3181 RIC:T t �'4• - � � .. �� _ ----:� ice. -, Y.. f d - A. � The Proctor Valley District and San Ysidro Mountain District will be hard to serve, given the topography and lack of conductivity to other developed areas. These areas will likely be developed using a rural standard for deployment. Both areas will have significant wildland interface issues and, if incorporated into the city boundaries, will cause the CVFD to have a large LRA (Local Responsibility Area) protection duty that will require a significant investment in wildland equipment and large exposure for costs associated with fires in this area. 68 Chula Vista,CA-2010 Fire Facility/Deployment Master Plan The Resort Focus Area will likely be developed to an urban standard. This area is remote from the balance of the existing service delivery system. The nearest fire station (FS08) is approximately three miles from the center of the Focus Area along the lakefront. Depending on how the area develops, some areas could be 4.5 to 5 miles (travel distance) from FS08. Additionally, the second due engine (2.5 additional miles), third due engine, truck company, and battalion chief (3.5 to 4.5 additional miles) must essentially travel past FS08 to get to the service area. This will significantly increase arrival times. This development area will definitely need a fire station to serve it and may need more than one resource depending on the scale and nature of the development. Figure 51: Resort Focus Area eim4 1. rl - F' rj G,. Emergency Services Consulting 69 Chula Vista,CA-2010 Fire Facility/Deployment Master Plan Task 3 — Critical Task Analysis By definition, the scene of an emergency is organized chaos. It is extremely important to study the sequence and nature of the primary or critical tasks that much be performed in order to bring the emergency to a positive conclusion. This is genesis of the Critical Task Analysis. Use of this analysis can be used to determine the number, type, and timing of needed resources to accomplish the tasks at hand. Because the equipment, training, procedures, and knowledge differ from one organization to another, this process should be accomplished by each organization as it moves through the SOC (standard of coverage) process. While most are similar, difference will occur. For Chula Vista, we have used the national studies and conducted a local assessment of the critical tasks and arrival timeframes. A delayed response, particularly in conjunction with the deployment of limited resources, reduces the ability of the fire department to control the fire in a timeframe that prevents major damage and possible loss of life and increases the danger to firefighters. Successful containment and control of a fire require the coordination of many separate tasks. Fire suppression must be coordinated with rescue operations, forcible entry, and utilities control. Ventilation typically occurs only after an attack line is in place and crews are ready to move in and attack the fire. The incident commander needs up-to-the-minute knowledge of crew activities and the status of task assignments which could result in a decision to change from an offensive to a defensive strategy. Arrival of a firefighting response force must be immediately followed by organization of the resources into a logical, properly phased sequence of tasks, some of which need to be performed simultaneously. Knowing the time it takes to accomplish each task with the allotted number of personnel and equipment is critical. Ideally crews should arrive and intervene in sufficient time to prevent flashover or spread beyond the room of origin. Decision-making about staffing levels and geographic distribution of resources must consider those times when there will be simultaneous events requiring resource deployment. There should be sufficient redundancy or overlap in the system to allow for simultaneous calls and high volume of near simultaneous responses without compromising the safety of the public or firefighters.' For many years decision makers have asked for studies that would quantify changes in fireground performance based on apparatus staffing levels and on-scene arrival time intervals. The National Institute of Standards and Technology, in cooperation with the IAFF (International ' National Institute of Standards and Technology, Report on Residential Fireground Field Experiments,April 2010. Emergency Services Consulting Chula Vista,CA-2010 Fire Facility/Deployment Master Plan Association of Firefighters), the IAFC (International Association of Fire Chiefs), and CFAI (Commission on Fire Accreditation International) conducted experiments that were designed to observe the impact of apparatus staffing levels and apparatus arrival times on the time it takes to execute essential fireground tasks and on the tenability inside the burn prop for a full initial alarm assignment response. The results of this study will likely be used to evaluate the related performance objectives in NFPA 1710. Identifying Critical Tasks There are some critical tasks that must be conducted by firefighters at structure fires, by rescuers at vehicle accidents and by EMS personnel at a medical aid incident. To create standard levels of response for mitigation actions, an assessment must be conducted locally to determine the capabilities of the arriving companies and individual responders to achieve those critical tasks. A typical approach to performing a Critical Task Analysis (CTA) is to determine the specific tasks essential to properly mitigate the risk found in the specific community being served. In a smaller, more homogeneous city or district, an analysis of the most common types of fires is all that may be necessary. In most suburban communities this will likely be the single family dwelling, given the number of such structures and the lack of sprinkler protection in most. The baseline for this analysis is the standard residential fire. Regardless of the size of a structure on fire, firefighting crews identify four priorities: life safety of occupants and firefighters, confinement of the fire, property conservation, and reduction of adverse environmental impact. Interdependent and coordinated activities of all fire fighting personnel are required to meet the priority objectives. NFPA 1710 specifies that the number of on-duty fire suppression personnel must be sufficient to carry out the necessary fire fighting operations given the expected fire fighting conditions.2 A response agency begins its critical task analysis by reviewing in detail an interior fire attack operation. In order to conduct an interior attack, responders are required to use of protective equipment, including turnout gear, SCBA (self-contained breathing apparatus) and an appropriate number of fire attack and exposure protection hose lines; additional personnel must be staged to perform rescue functions for interior fire fighting personnel, and a command structure must be in place. Since the establishment of OSHA 29 CFR 1910 (two-in/two-out 2 Ibid. 72 Chula Vista,CA-2010 Fire Facility/Deployment Master Plan standard), all agencies must have in place a rapid intervention capability readily able to rescue the total number of personnel operating within the structure. While other tasks may be done at different times, these functions must be in place prior to entry into the IDLH atmosphere. Examples of individual critical tasks at structure fires are listed below. When assigning personnel to critical tasks, it is essential that adequate personnel be assigned to each function being performed simultaneously if incident objectives are to be accomplished. Initial Attack Force (IAF) is the necessary personnel/tasks to begin the fire attack (four personnel minimum). Primary Attack Line - A medium-sized hose that produces 100+ gpm and is handled by a minimum of two firefighters, or a larger hose that produces 200+ gpm and is handled by three or more firefighters. Each engine carries a set of attack lines that are either pre- connected to the pump, folded on the hosebed, or in a special pack for carrying into high-rise buildings. The selection of which attack line to use depends on the type of structure, the distance to the seat of the fire, and the stage of the fire. The pre-connected lines are the fastest to use but are limited to fires within 200 feet of the pumper. When attack lines are needed beyond this limit, the hose bed lines or high-rise lines are used. A larger attack line will be used when the fire is already beyond the flashover stage and threatens an unburned portion of a structure. This team will also need to force entry and do some minor ventilation in order to advance the line. Pump Operator - One firefighter assigned to deliver water under the right pressure to the various hoselines in use (attack, backup and exposure lines), monitor the pressure changes caused by the changing flows on each line and ensure that a water hammer doesn't endanger any of the hoseline crews. This firefighter also completes the hose hookups to the correct discharges and completes the water supply hookup to the correct intake. The pump operator can sometimes make the hydrant hookup alone if the pumper is near a hydrant (50 feet), but the hydrant location sometimes precludes this. Rapid Intervention Crew (RIC) - A minimum of two firefighters equipped with self- contained breathing apparatus (SCBA), forcible entry tools, charged hoseline and thermal imaging camera assemble near the entry point to enter the structure and rescue the attack, search and rescue, or back up crew if something goes wrong. When the first four firefighters are on scene, the two outside firefighters are also known as the initial IRIC (Initial Rapid Intervention Team). One of the two personnel on the outside can be the pump operator if he/she is in close proximity to the entry point. When the balance of the effective response force arrives and interior fire attack is continuing in hazardous atmospheres and conditions, a full company is assigned to be the rapid intervention crew (RIC —Company Officer and three firefighters). Command - An officer assigned to remain outside of the structure to coordinate the attack, evaluate results and redirect the attack, arrange for more resources, and monitor conditions that might jeopardize crew safety. Emergency Services Consulting 73 Chula Vista,CA-2010 Fire Facility/Deployment Master Plan Effective Fire Force (EFF) is the number of personnel/tasks necessary to complete all of the critical action needed in the first stages of the emergency. The term Effective Response Force (ERF) is used interchangeablywith EFF in many publications. Search and Rescue -A minimum of two firefighters assigned to search for living victims and remove them from danger while the attack crew moves between the victims and the fire to stop the fire from advancing on them. A two person crew is normally sufficient for most moderate risk structures, but more crews are required in multi-story buildings or structures with people who are not capable of self-preservation. Ventilation - A minimum of two firefighters to open a horizontal or vertical ventilation channel when the attack crew is ready to enter the building. Vertical ventilation or ventilation of a multi-story building can require more than two firefighters. Ventilation removes superheated gases and obscuring smoke, preventing flashover and allowing attack crews to see and work closer to the seat of the fire. It also gives the fire an exit route so the attack crew can "push" the fire out the opening they choose and keep it away from endangered people or unburned property. Ventilation must be closely timed with the fire attack. If it is performed too soon, the fire will get additional oxygen and grow. If performed too late, the attack crew cannot push the fire in the direction they want. Instead, the gases and smoke will be forced back toward the firefighters and their entry point, which endangers them, any victims they are protecting, and unburned property. Exposure Line - Any sized attack line or master stream appliance staffed by two or more firefighters and taken above the fire in multi-story buildings to prevent fire expansion. It can also be used externally to protect nearby structures from igniting from the radiant heat. Secure Utilities — Electricity, gas and eventually water must be secured for the safety of the entry crews. This can normally be accomplished from outside of the IDLH and can sometimes be accomplished by a single person. NFPA 1710 Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments (2010 edition) indicates that the number of on-duty fire suppression personnel shall be sufficient to perform the necessary firefighting operations given the expected firefighting conditions. It further states that these numbers shall be determined through task analyses that take the following factors into consideration: (1) Life hazard to the populace protected. (2) Provisions of safe and effective fire-fighting performance conditions for the firefighters. (3) Potential property loss. (4) Nature, configuration, hazards, and internal protection of the properties involved. 74 Chula Vista,CA-2010 Fire Facility/Deployment Master Plan (5) Types of fireground tactics and evolutions employed as standard procedure, type of apparatus used, and results expected to be obtained at the fire scene. NFPA 1710 requires a minimum fireground staffing of 14/15 personnel on a typical 2000 sq. ft. single-family dwelling. Minimum staffing should be: Figure 52: Minimum Fireground Staffing Task Personnel Incident command 1 Establishment of an uninterrupted water supply 1 Establishment of an effective water flow from two handlines 4 Support person for each attack and backup line 2 Search and rescue team 2 Raise ground ladders and perform ventilation 2 IRIC 2 Total without Aerial Operation 14 Dedicated aerial operator if aerial is used 1 Total with Aerial Operation 15 Regardless of the study conducted, the same basic tasks are used. These are the critical path items that must be accomplished in order to successfully combat a structure fire and rescue victim from harm's way. NIST Study - April 2010 The National Institute of Standards and Technology (NIST), a part of U.S. Department of Commerce, published the Report on Residential Fireground Field Experiments in April of 2010. The Abstract and Conclusion from that report appear below: Abstract Service expectations placed on the fire service, including Emergency Medical Services (EMS), response to natural disasters, hazardous materials incidents, and acts of terrorism, have steadily increased. However, local decision-makers are challenged to balance these community service expectations with finite resources without a solid technical foundation for evaluating the impact of staffing and deployment decisions on the safety of the public and firefighters. For the first time, this study investigates the effect of varying crew size, first apparatus arrival time, and response time on firefighter safety, overall task completion, and interior residential tenability using realistic residential fires. This study is also unique because of the array of stakeholders and the caliber of technical experts involved. Additionally, the structure used in the field experiments included customized instrumentation; all related industry standards were followed; and robust research methods were used. The results and conclusions will directly inform the NPFA 1710 Technical Committee, who is responsible for developing consensus industry deployment standards. Emergency Services Consulting 75 Chula Vista,CA-2010 Fire Facility/Deployment Master Plan This report presents the results of more than 60 laboratory and residential fireground experiments designed to quantify the effects of various fire department deployment configurations on the most common type of fire—a low hazard residential structure fire. For the fireground experiments, a 2,000 sq ft (186 m2), two-story residential structure was designed and built at the Montgomery County Public Safety Training Academy in Rockville, MD. Fire crews from Montgomery County, MD and Fairfax County, VA were deployed in response to live fires within this facility. In addition to systematically controlling for the arrival times of the first and subsequent fire apparatus, crew size was varied to consider two-, three-, four-, and five-person staffing. Each deployment performed a series of 22 tasks that were timed, while the thermal and toxic environment inside the structure was measured. Additional experiments with larger fuel loads as well as fire modeling produced additional insight. Report results quantify the effectiveness of crew size, first-due engine arrival time, and apparatus arrival stagger on the duration and time to completion of the key 22 fireground tasks and the effect on occupant and firefighter safety. Conclusion More than 60 full-scale fire experiments were conducted to determine the impact of crew size, first-due engine arrival time, and subsequent apparatus arrival times on firefighter safety and effectiveness at a low-hazard residential structure fire. This report quantifies the effects of changes to staffing and arrival times for residential firefighting operations. While resource deployment is addressed in the context of a single structure type and risk level, it is recognized that public policy decisions regarding the cost-benefit of specific deployment decisions are a function of many other factors including geography, local risks and hazards, available resources, as well as community expectations. This report does not specifically address these other factors. The results of these field experiments contribute significant knowledge to the fire service industry. First, the results provide a quantitative basis for the effectiveness of four-person crews for low-hazard response in NFPA 1710. The results also provide valid measures of total effective response force assembly on scene for fireground operations, as well as the expected performance time-to-critical-task measures for low-hazard structure fires. Additionally, the results provide tenability measures associated with a range of modeled fires. Future research should extend the findings of this report in order to quantify the effects of crew size and apparatus arrival times for moderate- and high-hazard events, such as fires in high-rise buildings, commercial properties, certain factories, or warehouse facilities, responses to large-scale non-fire incidents, or technical rescue operations. The NIST study does a very good job of reviewing the previous work by others. A shorter version of that review is provided here: In 1980, the Columbus Fire Division's report on firefighter effectiveness showed that for a predetermined number of personnel initially deployed to the scene of a fire, the proportion of incidents in which property loss exceeded $5,000 and horizontal fire spread of more than 25 sq ft (2.3 mZ) was significantly greater for crews whose numbers fell below the set thresholds of 15 total fireground personnel at residential fires and 23 at large-risk fires (Backoff 1980). The following year, repeated live experiments at a one-family residential site using modern apparatus and equipment demonstrated that larger units performed tasks and accomplished knockdown more quickly, ultimately resulting in a lower percentage of loss attributable to factors controlled by the fire department. The authors of this article highlighted that the fire company is the fire department's basic working unit 76 Chula Vista,CA-2010 Fire Facility/Deployment Master Plan and further emphasized the importance of establishing accurate and up-to-date performance measurements to help collect data and develop conclusive strategies to improve staffing and equipment utilization (Gerard 1981). Subsequent reports from the United States Fire Administration (USFA) and several consulting firms continued to provide evidence for the effects of staffing on fire crews' ability to complete tasks involved in fire suppression efficiently and effectively. Citing a series of tests conducted in 1977 by the Dallas Fire Department that measured the time it took three-, four-, and five-person teams to advance a line and put water on a simulated fire at the rear of the third floor of an old school, officials from the USFA underscored that time-to-task completion and final level of physical exhaustion for crews markedly improved not after any one threshold, but with the addition of each new team member. This report went on to outline the manner in which simulated tests exemplify a clear-cut means to record and analyze the resources initially deployed and finally utilized at fire scenes (NFA 1981). A later publication detailing more Dallas Fire Department simulations—ninety-one runs each for a private residential fire, high-rise office fire, and apartment house fire—showed again that increased staffing levels greatly enhanced the coordination and effectiveness of crews' fire suppression efforts during a finite time span (McManis Associates 1984). Numerous studies of local departments have supported this conclusion using a diverse collection of data, including a report by the National Fire Academy (NFA) on fire department staffing in smaller communities, which showed that a company crew staffed with four firefighters could perform rescue of potential victims approximately 80 percent faster than a crew staffed with three firefighters (Morrison 1990). During the same time period that the impact of staffing levels on fire operations was gaining attention, investigators began to question whether staffing levels could also be associated with the risk of firefighter injuries and the cost incurred as a result of such injuries at the fire scene. Initial results from the Columbus Fire Division showed that "firefighter injuries occurred more often when the total number of personnel on the fireground was less than 15 at residential fires and 23 at large-risk fires" (Backoff 1980), and mounting evidence has indicated that staffing levels are a fundamental health and safety issue for firefighters in addition to being a key determinant of immediate response capacity. One early analysis by the Seattle Fire Department for that city's Executive Board reviewed the average severity of injuries suffered by three-, four-, and five-person engine companies, with the finding that "the rate of firefighter injuries expressed as total hours of disability per hours of fireground exposure were 54 percent greater for engine companies staffed with 3 personnel when compared to those staffed with 4 firefighters, while companies staffed with 5 personnel had an injury rate that was only one-third that associated with four-person companies" (Cushman 1981). A joint report from the International Association of Fire Fighters (IAFF) and Johns Hopkins University concluded, after a comprehensive analysis of the minimum staffing levels and firefighter injury rates in U.S. cities with populations of 150,000 or more, that jurisdictions operating with crews of less than four firefighters had injury rates nearly twice the percentage of jurisdictions operating with crews of four-person crews or more (IAFF, JHU 1991). More recent studies have continued to support the finding that staffing per piece of apparatus integrally affects the efficacy and safety of fire department personnel during emergency response and fire suppression. Two studies in particular demonstrate the consistency of these conclusions and the increasing level of detail and accuracy present in the most recent literature, by looking closely at the discrete tasks that could be safely and effectively performed by three- and four-person fire companies. After testing drills comprised of a series of common fireground tasks at several fire simulation sites, investigators from the Austin Fire Department assessed the physiological impact and injury rates among the variably staffed fire crews. In these simulations, an increase from Emergency Services Consulting 77 Chula Vista,CA-2010 Fire Facility/Deployment Master Plan a three- to four-person crew resulted in marked improvements in time-to-task completion or efficiency for the two-story residential fire drill, aerial ladder evolution, and high-rise fire drill, leading the researchers to conclude that loss of life and property increases when a sufficient number of personnel are not available to conduct the required tasks efficiently, independent of firefighter experience, preparation, or training. Reviews of injury reports by the Austin Fire Department furthermore revealed that the injury rate for three-person companies in the four years preceding the study was nearly one-and-a-half that of crews staffed with four or more personnel (Roberts 1993). In a sequence of similar tests, the Office of the Fire Marshal of Ontario, Canada likewise found that three-person fire companies were unable to safely perform deployment of backup protection lines, interior suppression or rescue operations, ventilation operations that required access to the roof of the involved structure, use of large hand-held hose lines, or establish a water supply from a static source without additional assistance and within the time limits of the study. Following these data, Fire Marshal officials noted that three-person crews were also at increased risk for exhaustion due to insufficient relief at fire scenes and made recommendations for the minimum staffing levels per apparatus necessary for suppression and rescue related tasks (Office of the Fire Marshal of Ontario 1993). The most comprehensive contemporary studies on the implications of fire crew staffing now include much more accurate performance measures for tasks at the fireground, in addition to the basic metric of response time. They include environmental measures of performance, such as total water supply, which expand the potential for assessing the cost-effectiveness of staffing not only in terms of fireground personnel injury rates but also comparative resource expenditure required for fire suppression. Several examples from the early 1990s show investigators and independent fire departments beginning to gather the kind of specific, comprehensive data on staffing and fireground tasks such as those suggested and outlined in concurrent local government publications that dealt with management of fire services (Coleman 1988). A report by the Phoenix Fire Department laid out clear protocols for responding to structure fires and response evaluation in terms of staffing, objectives, task breakdowns, and times in addition to outlining the responsibilities of responding fire department members and the order in which they should be accomplished for a full-scale simulation activity(Phoenix 1991). One attempt to devise a prediction model for the effectiveness of manual fire suppression similarly reached beyond response time benchmarks to describe fire operations and the step-by- step actions of firefighters at incident scenes by delineating the time-to-task breakdowns for size-up, water supply, equipment selection, entry, locating the fire, and advancing hose lines, while also comparing the predicted time-to-task values with the actual times and total resources (Menker 1994). Two separate studies of local fire department performance, one from Taoyuan County in Taiwan and another from the London Fire Brigade, have drawn ties between fire crews' staffing levels and total water demand as the consequence of both response time and fire severity. Field data from Taoyuan County for cases of fire in commercial, business, hospital, and educational properties showed that the type of land use as well as response time had a significant impact on the water volume necessary for fire suppression, with the notable quantitative finding that the water supply required on-scene doubled when the fire department response increased by ten minutes (Chang 2005). Response time as a predictor of residential fire outcomes has received less study than the effect of crew size. A Rand Institute study demonstrated a relationship between the distance the responding companies traveled and the physical property damage. This study showed that the fire severity increased with response distance, and therefore the magnitude of loss increased proportionally (Rand 1978). Using records from 307 fires in nonresidential buildings over a three-year period, investigators in the United Kingdom correspondingly found response time to have a significant impact on final fire area, which in turn was proportional to total water demand (Sardgvist 2000). 78 Chula Vista,CA-2010 Fire Facility/Deployment Master Plan The following five pages are taken directly from the final report. They summarize the work done on the critical task analysis during the study. A similar process was conducted locally using Chula Vista equipment, personnel, and procedures. This was accomplished to validate the findings of the NIST study on a local basis and to show the differences, where found, that are unique to Chula Vista and the region. The NIST study was completed on the east coast where fire stations tend to be closer together and truck companies more prevalent. Two-person and five-person companies were not evaluated locally as two-person companies are not within the norm for southern California communities with a full-time professional fire department and five- person companies have all but disappeared across the nation. Emergency Services Consulting 79 Chula Vista, CA-2010 Fire Facility/Deployment Master Plan Time-to-Task Experiments On-Soong Fire Departtrrent Tasks The on-scene fire department task part of the study Focused on the tasks firefighters perform after they arrive on the scene of a low-hazard residential structure Fire. A number of nationally 2 Person Close Stagger(One minute) recognized fire service experts were consulted during the development ofthe an-scene fire department tasks in orderto ?Person Clare Stagger{One mintrte) ensure abroad applicability and appropriateness of the task distnbtrtian,r The experiments compared crewperformence and 4 Person Clare Stagger(One minute) workload far a typical fire fighting scenario using two-,three, 5 Person Close Stagger(One minute) f yur,and five-person crews, 24 fatal experiments were conducted toassessthetimeittool various crew sizesto completethe some tasks on technically similar fires in the same structure. In addition 2 Person Far Stagger(Two minutes) to crew Azes,the experinterAs assessed the effects of stagger between the arriving companies. Gloss sta@garwas defined as 3 Person Far Stagger(Two minutasr 1-minute time difference in the arrival of each responding company. Far stagger was defined as a 2-minute time difference in 4 Person Far Stagger(7wo minutes) the arrival of each responding company. One-minute and two-minute arrival stagger tiutes were determined from analysis of 5 Person Far St7er(71ro minutes deployment data From more than 300 LT,S.fire departments respondingto asurvey of fire department operations conducted by Table 1: PH mary Va riables for Time-tc Task Experiments the InternationalAssocintionof Fire Chiefs(L4FC)and the InternationalAsso.iationof Fire Fighters(LAFF), Considering both crew sine and company stagger there were eight experiments associated crews,as well as a battalion chief to the experiments, conducted in trt icate totaling twenty-four tests,as shown in the The two battalion chiefs,alternated between the roles of battalion full replicate block in Uble 1, A Full replicate was completed in a chief and aide. Firefighters and officers were identified by randomized order(determined by randomization software)before participArr ins departments and oriented to the experiments. Each a test configuration was repeated. experiment included engine crews,truck crews and commend officers from each participating department. Participants varied Grey Sizo with regard to age and experience. Clews that normally operated For each expe imE t,three engines,a ladder-truck and a together as a campangwere kept intact far the experiments to battalion chief and an aide were dispatched to the scene ofthe assure typical operation for the crew during the scenarios, residential structure fire. The crew sixes studied included two-, However,in all experiments crews were used from both three-,fow-,andfi4e-person crews assigned to each engine and departments,including engine crews,truck crevm and officers. truck dispatched. Resultant on-scene staffing totals for each This aOocat ion of resources made it possible to conduct experiment follow:(PF=fireFtghter) back-to-back experiments by rotating firefighters between find work and rehabilitation areas. •TWo Person crews=8 FFs+Chief and Aide=10 total on-scene •Three Person crews=12 FFa+Chief and Dude=14 total Craw Orientation on-scone tlll studgparticipants were reyuiredto attend an orientation • Four Person crews—16 FFs+Chief and Hide—18 total prior to the beginning ofthe experiments(see Figure 9,page 2 5). on-scene The orientations were used to explain experiment procedures, • Five Person crews—20 PFs+Chief and Aide—22 total task flows,division of labor between crews,and milestone events on-scenes — — in the scenario. Daily orientations were conducted for ell shifts to assure every Deparunent Parficipadon participant atLended.Orientations included description of the The experiments were conducted in Montgomery County;MD overall study objectives as well as the actual experiments in which at the Mantgomery County Fire Rescue Tmining-wade mr during they would be involved. Per the requirements ofNFPA 2403,full the months of January and February 2009, All experiments took disclosure regarding the structum.the fire,and the tasks to be place in daylight between 0800 hours and 1500houie, completed were provided. Crews were also oriented to the Experiments were postponed for heavy rain,ice,or snow and Firegmund props,instrumentation used for data collection,and rescheduled for a later date following other scheduled the specific scenarios to be conducted. Every crew member was experiments. provided awalkthmugh ofthe structure during the orientation MonVomery County(MD)and Fairfax County(VA) and each day prior to the start ofthe experiments. firefighters part icipated in the Field experiments, P.ach day bath departments committed three engines,a ladder truck and 8 Tech nical ax parts inc Iuded[)an nix Campton.Russ))Sanders.Wr Ilianrn°SboM'Bryson.Vincent Du nn.Dar-id Robr.Richard Powers.Micheal Ckrnew.ranrnes Walsb. Lariy)enkinsand Doug Hinkle.Mare information about the experts is presented in tbeAckwAedgnx is Later in this report 9taoho-that the on-sometta6 account for onlvthe personnel amignedto-"work"thefim Additional ptrsanncl+ eFcrnided for anR]Tteam.a staffed ambulance on At.and a m&qy officer specific to the empericnents.7 be additional personnel are not included in thte statfi ng described abov+c. 21 80 Chula Vista, CA-2010 Fire Facility/Deployment Master Plan T i•:k� Twenty-tv,.tireground tasks we re Com Pleted in each experiment Meticulous - pr9cedures gathered data to measure key areas of four, such as individual task start times,task completion times, and overall scenario performance times Each task was assigned a standardized - start and end marker,Such as rossingthe threshold to enter __ the building with a hose line or touching a ladder to raise it to a second story window. The 22 Figure P:Crew Orientation and Wallsthrough tasks,with the ewnu for measuring start and atop timea. are shown in Table 2{page^6) Figures 10—19 illustrate firefighter activity in a number - sy of the tasks to complete experiments cr Prepare fc.r the next axperirneat For reasons of both safety and cost efficiency,Iw*tasks— t f forcible every of the front door - and ventilation of the windows r on the first and second stories —required spe6ai prxedures The study could not Figure t i.rournt Ladder Figme 11:Ventilation ail ors and i replacing o ily for then and windows drily For the fire suppression _ experiments Before the start of experiments with the full sequence of taslx,these two tasks were measured in a ; realistic manner using training props constructed at the site of �.- the tireground experiments. As kk with the overall experiments, these two tasks were repeated io triplicate and the times i.�• ■ �`"' averaged The avenge tima to _ Amd— complete the tasks wa s then used in tlhe Lugar scaly FWa 1 Ground LevellM1rndaw Breakage Prop Fopure 13:Second Story Nhndow&ealtage Prop experiment. As firefighter came to the point of breaching w the door or windows,the timers , would hold them for the time - designated by the earlier �r experiments and then give them the approval W open the door or windows Thestart and end times were then reoorded just as 1- other Disks were. t Figure id:Door Forcible Entry Prop Figure 15:Crew Preparation and Gue Cards SPSme ww.d rgency Services Consulting $ SP E-8 Chula Vista,CA-2010 Fire Facility/Deployment Master Plan Table,2:Taska arxi M,e,3aurenww Paramaters I.StopatHycantWrapHCae START-Erigires;oo=ca- II Cantluctl'rimarySearch START-Freiiigmusenwfro• - Fydrm do« STOP-Ffreiiepw bade on ertgte STOP-Fffdigmem trarffn.. atd Kong '9eard5 aorrpWe 2.Pbsidon Engine 1 START-Wreem offing tom 14-Ormnd Lsdck rm it Pysce START-Freiiiotier modes Ndd-• hycrad. 10 ptl rI icon tiu* STOP-V stopped ai STOP-4 Laddera tram,:3 aYuelure Faddera cn it's 2dalay and 1 lo to rcof 3.co ndu t 5izB-1p START-Offeer offends 15 Horizontal 1antilation START-Fffokjh er al 1'Y yxm it, (3u degas lap} transmit STOP-Cbmpeiea ram {drandl begnVwttston(HDLD for8 repen eat"Ii ltio nni nd tarlarisSortofreparl aecartC13) $TOP-Hold une,oxrF&-Lm- 4.Engage Pump START-Dnrer cffergm wrdov,opan STOP-DmWihraiaesuppunp iHHodamiei%WIhtlm $TART-FreirorAergxbaladd<r (2�Stnyr) far drab.(F. Ird$rnirsl lea look -P4sitl3n Attack Line START-Freigliler icuehes hose fQ uerrYatron HOLD ime ai eacr (Forward Lay) io pu rl iron enVe wnd vo re,10 aeooryde) STOP-F kke.charge and wed STOP-An 2aaioiy wndowa apex oorrpkme(hcee si tram door -deaoend ladder-feel on gcu'c' prep+sred 10 adW 9M8) i7 Comsat U01e8(trrterlor) $TART-Raho tanamearm,7 ik EstaW"2 i-J2 Ovt Corrparry ubmc ann u sea- 2 ornirol ulfrea h2Oul ea EWf[4p,eRCna asaeumed on some OR si the $TOP-Vf-en freir26er cam of i re MA" oanplelea the task al 1he parr: Crw[Canpany Offeerj I&Control Vie$(t3tWcr) $TART-Racho tanamis 3",7 7.S U pp ly Attac k Engine START-Frebglyw icuches CarArol ullrtes rgrtarl 10 siffid5 rye $TOP-VQhM ireidrder STOP-Vmw srppry io atl ack canpldes the task al 1he prr� erg" 1$Conduct SectndarySearcfi START-Freiigmmenlerfro-- 8.EstatA iah FyT Time Rai Company ORoer doer arroux m RITia eatsbba-�ed $TOP-Frdirgiers tansml 9.CairV "ce E3itrg START-Acironalaved -seca„dsryaeucnownploiE' (HDLD iine=10 aeoxvla) WChEckfw Fhe aiersor $TART-Frekjhws pckup STOP-Doan opsnEd for Why *A*) croak-bF-exismionprop I14.Advance Attack Line START-Frei"OmK4w how STOP-i.'iwpk kcn of4 sets MW (i sel=4nsnd4cu) STOP-Water cat ire The task may be dome by mcm 1 hen cne peram. I I.ACVance backup Line START-Freigrrier lcwr&3 haae step tine at fro at ijm) 10 pu horn ergte bed 21 Chock for Fire Extataim START-R-iotlerapkk up omilga) check-buexiomon prop STOP-BacwW rte ahergEd is no¢be STOP-Oorrpletort of 4 sale total [1 set=3upaM.5downt The task may be done by mom 1l'art cr'e person. 12.Advance ESacku p START-Freigrrler oroaaea Li rK0'NDbE'Ct Stakwer treshm 2t Mechanical Ver tiatim $TART- glarch fang ro remove tarn 1 nKk STOP-Pomron rte for atlwk M SWRWEM STOP-Fansnplace e,1 tow dxr and aiark� 82 Chula Vista,CA-2010 Fire Facility/Deployment Master Plan Data Collection: +~ Standardized Con tr«l r+••�..•+r Measures a+ Several control measures were used to collect data,including crew ate ca rds,radio *l communicat i-m task timers, , and video recording I++� Perfarntance was timed for each task in each scenario including R y 5 selected milestone tasks such as door breoth,water-o n-tire,a ad individual window vent dat ion Data were collected for crew and performance an each task, Figure 1&Connecting to to the Hydrant P%m V.-Crews Responding individual firefighter per for ma ace was not considered '� s Task Flow Charts and Crow Cue Cards TSsk procedures were r stan-iardixed for each experimenVwenario. Technical experts worked with study "_ * •r - investigators to break down crew tasks into individual tasks bassi on c raw size Task low charts f���-►� -- ,Avre created and then J customized for the varrous Crew saes. The carefrdh•designed task flow ensured that the same Figure 1&Ceiing BreschlMolitor Machine Figure t$;Incident Comraan: overall workload was maintained „ ur auh a"timent.but was redistr ibuted based,7.,n the number of personnel ivaiiable it-r the works See Appendix Ln + fc,r i-Mitioin[details 9 1i1 tasks were included in t%a r scenario•and ue cards ware A develolYd tar each Individual partrcilvra in each scenario Fc-r exa nq+le,a fourgvisoncrew would have a cue ca ni for each person on the craw inched*the officer,the driver,and the two firefighters Cards were color Figs 20t Task Timers Figure 2i;Video Recording for 0wlity Control coded by crew srze to assure proper use in each scenaria firefighters were used as timers.each assigned spot itic tasks x0 Radio communications observe and to record the start and end times Interoperabdity of radio equipment used by both participating Tb enhance accuracy and consistent'in recording tirn-m the data departments mad eit possible to use regular duty radios for rec ord in&sh eets used several dittereat colors for the tasks(see communication during the expenments Company officers were Appendix D)- Each timer was assigned taskathat were coded in the instructed to use radios as they would in an actual incident. same color as on the recording sheet All timers wore high-■isibility Montgomery county Fir,,and Rescue Communications recorded safety gear on the fueground(sea Figure 21)i all radio interaetiQn as a means o•f data backup Once all data quality contro l measure were oomplete•the records ware then Video racordF; overwritten as a toutine procedure In a idrti0n to the timers•vide?documentation pro vided a backup Wr timed tasks and for quality control(see Figure 21). No Task rimers less than six cameraswere used to record fire, round activity from Ten observensitimen,trained in the use of a standard stop watch varied vantage points observerttimer data were compared to with split-time feature•recorded time-to-task data for each field video records as part of the duality control process. experiment To assure understanding of the observed tasks, 27 Emergency Services Consulting 83 O Iww.d Chula Vista, CA-2010 Fire Facility/Deployment Master Plan Crew As signment Below are the values assigned to the various time segments in Crews From each department that regularly operated together the overall response time. The total of the response time were assigned to work as either engine or truck companies in each segments may also be referred to as the total reftex time. scenario, Both Fairfax County and Montgomery County crews participated in each experiment. 1.Fire ignition=time zero Crews assigned to each responding company posiiim in one 2.60 s for recognition(detection of fire)and call to 9-1-1 scenario were assigned to another responding company position 3.610 a for call processuig/dispatch in subsequent scenarios,with the objective of minimizing 4.60 s for turnout 10- learning from one experiment to another. For example,crews in 5,Close Stagger=240 E,travel time FIRST engine with the role of engine 1 in a morning scenario might be assigned to 60 s ladder-truck lag and 90 s lag for each subsequent engine the engine 3 position in the afternoon thus eliminating learning a.Truck arrives at 300 s from notification from exact repetition of a task as a factor in time to completion, b.Second engine at 330 a from notification Additionally,participating crews from both Montgomery County c.Third engine at 420 seconds from notification and Fairfax County were from threw different shifts,Further 6.Par Stagger=240 s travel time FIRST engine with 120 s reducing opportunities Farparticipwant repetition in anyone ladder-truck lag and 150 s lag for each subsequent engine paeition 7 Track arrives at 360 s from notification b.Second engine arrives at 390 a from notification Resfratise Time Asstrnptiorts c.Third engine a rrives at 540 s from notificatioa. Response time am mptions were made leased on time objectives set forth in the P4TFA 1710 Time stagger allocations were set L y the project technical odvisois in order to assess the impact of The design of thin part of the experiments allowed firefighter aniviug unit time separation on task start and completion times, entry into the bum building. The new part of the experiments as weR as the overall scene time. required modified methodology. t0 After the cxpadmmtnvrmec cnplete.theNRPA1710technicalco=itb!ereleasedaneweditionofthestandardthatprescribes00seoondsf6rtumoutticne. 2a 84 Chula Vista, CA-2010 Fire Facility/Deployment Master Plan NIST Study Conclusions (Summarized) Overall Scene Time: The four-person crews completed the same number of fireground tasks (on average) 5.1 minutes faster— nearly 25 percent—than the three-person crew. Figure 53: NIST Overall Scene Time Overall Scene Time W40D 020W 016W — aiz0D oAaoo 0;04W oAOOOa 2 p4lxplt Person 4-Person 5-Person 2-Person 3-Person 4—Person rrP Mon dose Close Close Close Far For Far For End Time 0:216 O:MD:30 015:44 015:13 0:22:52 4:21.17 0:15:48 0:16:31 5iartTme 0 0:00 0.Mw 0-0O 01DOM0 OtOD:00 ODMOO ODD. 0.06:00 Time to Water on Fire: There was a 6 percent difference in the "water on fire time" between the three and four-person crews. Ground Ladders and Ventilation: The four-person crew operating on a low-hazard structure fire can complete laddering and ventilation (for life safety and rescue) 25 percent faster than the three-person crew. Primary Search: The four-person crews started and completed a primary search 6 percent faster than the three- person. A 10 percent difference was equivalent to just over one minute. gmergency Services Consulting 85 TVV Chula Vista,CA-2010 Fire Facility/Deployment Master Plan Hose Stretch Time: In comparing four-person crews to three-person crews, the time difference to stretch a line was 34 seconds. This is not significant and this task does normally take more than one person to accomplish. Advancing a Backup Line Advancing a backup line to the door and stairwell was started 16 percent faster and completed 9 percent faster for replicates with shorter staggers between company arrivals. Advancing a backup line is typically a task completed by the third arriving engine on a full alarm assignment and is critical to the safety of firefighters already in the building on the initial attack line. For this task, stagger of arrival was statistically significant and is an important consideration for overall station location and full alarm response capability. The differences can be seen in the time from the start for the task "Deploy Backup Line" to the end of the task "Advance Backup Line." Figure 54: NIST Advance Back Up Line Advance Back Up Line 024M o-aaDD — 0:16706 O[12�4 NONNI DA4.b0 ODDAO 2-Person 3-Person 4-Person 5-Person 2-Person 3-Person 4-Person 5-Person close dose close dose Far Far Far Far End Time 0:11:28 0:11:33 0:10:55 CAIA8 0:13:37 0:12:23 0:11:54 0:12:04 Duration 0:02:34 0:02:58 0:02:46 0:0309 0:02:45 0:02:04 0:01:41 0:02:44 StartTlme 0:08:54 0;08;35 1 0;08:08 0:0839 0;10;52 0:10;19 0:10;13 0;09:20 Industry Standard Achieved: The "industry standard achieved" time started from the first engine arrival at the hydrant and ended when 15 firefighters were assembled on scene. An effective response force was assembled by the five-person crews three minutes faster than the four-person crews. According to study deployment protocol, the two- and three-person crews were unable to assemble enough personnel to meet the NFPA 1710 standard. 86 Chula Vista,CA-2010 Fire Facility/Deployment Master Plan Occupant Rescue: Three different "standard" fires (slow-, medium-, and fast-growth rate) were simulated using the Fire Dynamics Simulator (FDS) model. The fires grew exponentially with time. The fire modeling simulations demonstrated that, late arriving crews can face a fire that is twice the intensity of the fire faced by, early arriving crews. The rescue scenario was based on a non-ambulatory occupant in an upstairs bedroom with the bedroom door open. Independent of fire size, there was a significant difference between the toxicity, expressed as fractional effective dose (FED), for occupants at the time of rescue depending on arrival times for all crew sizes. Occupants rescued by crews starting tasks two minutes earlier had less exposure to combustion products. Local Critical Staffing Analysis Chula Vista Fire Department conducted a Critical Task Analysis of a moderate risk structure fire using three engines, one truck, and one battalion chief, just as in the NIST study. The two variables used were selected to demonstrate two aspects of the critical task analysis that differ from the NIST study. First is the arrival time for the second unit. The NIST study had the truck company arriving second, which is not the case most often in Chula Vista unless the fire is in FS01's or FS07's first due area. In those cases, the truck would typically arrive with the first due engine. In addition to bringing in the truck early, the stagger times used were one minute and two minutes in the NIST study while Chula Vista's times are nearly twice that due to the distance between fire stations (especially on the eastside). The analysis was conducted using arrival times from the 2009 emergency responses dataset. Figure 55: Chula Vista CTA Timeframes Average 80th percentile 90th percentile Second Engine arrival 1:45 3:06 3:49 Third Engine arrival 5:21 - - Truck arrival 4:22 - - Battalion Chief arrival 4:22 - - Above are elapsed time from arrival of the first engine The arrival of the second engine for the CVFD study was staggered at the average, 801h percentile, and 901h percentile while all other units were kept to the average. This allowed the isolation of this variable for analysis. The second variable is the CVFD study was staffing (number of firefighters). CVFD runs three- person engines and four-person truck companies. As with the NIST study, CVFD wanted to see the impact of having additional personnel who arrived in a more timely manner (referred to as a Emergency Services Consulting 87 Chula Vista,CA-2010 Fire Facility/Deployment Master Plan "heavy response"). Additional personnel in the early minutes of a fire fight can make a huge difference in the outcome. This was proven in the NIST study and CVFD wanted to see the impacts of a "heavy response" on operations within its own organization. In order to evaluate the impacts objectively, fireground evolutions were conducted. Each scenario (average, 801h percentile, and 901h percentile) were run with three different configurations: All engines with three-person crews, a single four-person crew on the first arriving unit with all other having three personnel, and all engines with four-person crews. Each configuration was evaluated a minimum of three times (27 evolutions minimum). The evolutions were conducted over three days using all three shifts. For this analysis, no smoke was used but the threshold of the doorway to the building was considered to be IDLH and required full SCBA (actually breathing air from the SCBA) and full PPE to proceed beyond this point. Figure 56: CTA Fireground Evaluations Y I Markers were placed at specific locations to have units stop at the same location each time. Each group completed the evolutions several times over the course of the morning/afternoon that they were assigned to the study. 88 Chula Vista,CA-2010 Fire Facility/Deployment Master Plan Figure 57: CTA Fireground Evaluations After each evolution, all personnel quickly readied the apparatus for the next evolution. Figure 58: CTA Fireground Evaluations, continued In the CVFD study, the first engine stopped at a fire hydrant, laid a supply to the building, pulled the 150' preconnect (13/4" hose) and advanced it to the entry door. At this point, they simulated forcible entry and were allowed to enter when an RIC was in place, all personnel had PPE on and they were breathing air from their SCBAs. The second engine assumed command, pulled the RIC line if this was not already done and staffed/augmented the RIC. The second engine assisted with moving hose into the building and if manpower allowed, secured utilities. As soon as the truck company arrived, they placed ground ladders on two sides of the structure and took tools aloft to cut a ventilation hole over the fire. If utilities had not been shut off when they Emeigency Services Consulting 89 Chula Vista,CA-2010 Fire Facility/Deployment Master Plan arrived, they accomplished this as well. A second attack line was placed into service as manpower allowed (but always when the third engine arrived). Figure 59: CTA Fireground Evaluations Evaluators had check lists with the major milestones. Five evaluators were placed around the drill grounds and each kept times Y �. for ever milestone that the witnessed. Stop � Y Y watches were synchronized at the start of each evolution. { Times from all five evaluators were averaged r into the times for that evolution. Times from the three or more evolutions in that scenario " i were then averaged into a time for that configuration. The results were then graphed to show the impacts of arrival time and staffing on the fireground tasks that had been measured in the evolutions. The graphs shown in Figure 60 and Figure 61 clearly show the difference in elapsed time for crews arriving with three personnel vs. four personnel. In both graphs, the red line shows the performance for three-person crews. Green shows the first unit arriving with four personnel and the balance of the assignment had three-person engines. Finally, the blue line shows four personnel on every unit. Several key issues are illustrated on the graphs. First, water on the fire occurred almost twice as fast (3:04 faster). As noted from the NIST fire test, "The fire modeling simulations demonstrated that, late arriving crews can face a fire that is twice the intensity of the fire faced by, early arriving crews." This is significant. The four-person crew had the first attack line in 90 Chula Vista,CA-2010 Fire Facility/Deployment Master Plan place faster but even more importantly, they were able to get the backup line for the RIC in place and the RIC itself so that the entry crew could proceed as soon as they were ready. Emergency Services Consulting 91 inn Z/NI Z c a ate`, weld ui ouil 0I?1,00Z c � E a �, O N y CL �+ QHIQI jol Apeaj Maj:D 'v •L N U H ai o E U_ v O U }, ° c U i co ti;u3 alglojo� U i 7 a—+ M LL n3 7 t U ioop@7"OS l I? r7 r7 07 07 I? V V V 07 r7 r7 07 c7 I? r? ch ch v v v v v v C7 r r CD r r CD r r a w o a ° o a ° m dots 6U3 00 N CO O M O O M 7 77 LP N O 00 LO N O O O O O O O O O O O O O O O N cY) rn m m � m m � m � � ai ai ai O O O weal g3aeaS i a3eld ui aui�pjE c LL CL v 3 o E U J@IeM Isal3 v rn ++ E m o m CL Q N inO Z/NI Z �V1 +� w H m LL a) r Q a:)eld ul aull Jlb,OOZ U- 0 m r , L) V1 0 0 m i r,4 >LL H a V m U HIGI J04 Apeaa nnaa0 C. V u M D LL AJlu3 algl:)aoj V aoop@„OST a do}s Su3 a U-- a V In 00 N rn m io O rn o m r1 7� c-I in N o O 00 Il Ln N c-I O d .-i O O O O O O O �p O O O O O O O O awil padse13 4 N LO N N O u011ellIuan r` co r` o 0 O O O O O 0 0 0 0 0 O LO m (D 't N O co O O O O O 0 0 0 0 0 CO " O N M O 7 N N aoeld ul punoa6 Z :saappe� 0 0 0 °O ° O 0 0 0 0 0 r` N Weal goaeas o co 0 � N 7 � aoeld ul aul� pa0 0 0 0 0 CO L CD 0 0 0 0 N It O r- It I- CO M CO CO O Ln N aaIeM IsalJ o It It 0 0 o N O O M N It CL ca O N N M co 1noZ/NIZ o00 00 CD 00 00 'u i 00 00 In O N f6 U "t co co U- 0) o ooeld ul oull o12� ,OOZ o o 0 0 0 U- V o 0 0 0 0 o N 00 CO O It m Heal aoJ Apeaa nnaaO o 0 0 ° 0 O ' o 0 0 0 0 M m co I U*) > It U*) U*) U*) U*) AJlu3 algloaoj co N N o 0 O O O O O v o 0 0 0 0 OM co M co � aoop9 .,Og co N 04 o 0 O O O O O 0 0 0 0 0 It CO CO O O dots Ou3 o 0 0 0 0 O O O O O 0 0 0 0 0 In L M M m CS M M MLF-- (0 O O O CO CO rn Chula Vista,CA-2010 Fire Facility/Deployment Master Plan In the preceding chart, the additional efficiency of the fourth person on the crew is clearly demonstrated. The four-person crew (first engine) clearly makes a difference in getting the first hose line to the entry point and forcing the door, but the performance gap increases significantly when the four-person crew is able to get the RIC line and RIC in place nearly twice as fast (2:30 vs. 6:00). This difference is increased to three minutes by the time the crew is applying water to the fire. Three other issues are clearly demonstrated as well. First, is the securing of utilities (an important safety factor for firefighting crews); this occurred at least 90 seconds sooner. Second is the third line (second attack line), which was improved by the additional staffing on the first unit but increased again with the additional staffing on the second unit. This time was nearly cut in half and dramatically increased both fire flow (ability to combat the fire) and firefighter safety (in the event that something should happen to the first line). Finally, only the all four-person staffing configuration was capable of providing a dedicated search and rescue team to the interior of the structure from the first alarm assignment (Figure 61). CTA Summary The 1984 Dallas Fire Department Study's conclusion on three-person crews bears repeating: The three-person crew was able to control the fire although they were unable to complete the search of the lower level until after the fire was extinguished. At this staffing level, there was little margin for error and any appreciable delay in arrival might place the control of the fire beyond their capability. Three-person crews can and do function on firegrounds all over the United States. The issues related to crew size are about safety (the public and firefighters) and the fire department's ability to perform in a manner that limits damage, saves lives, and protects the community to the level that the community expects. Four-person crews are more efficient. This has been demonstrated in several studies. Chula Vista Fire Department validated the national studies by completing a CTA with local personnel, equipment, and procedures. The results were similar but more pronounced due to the spacing of the fire stations in Chula Vista versus the one- minute timeframes used in the national studies. The issue of three versus four personnel on a unit is not specifically about how many personnel ride on a particular apparatus. It is about the number of personnel who arrive within a particular Emergency Services Consulting 95 Chula Vista,CA-2010 Fire Facility/Deployment Master Plan timeframe. The issue of a "heavy response" is key. A "heavy response" can be increased in one of three ways: 1. Increased staffing on apparatus 2. Decreased distance between fire stations 3. Additional apparatus in each fire station Amongst the options above, increased staffing on apparatus is the most cost effective. The fire department expends over 85 percent of its time on emergency call providing emergency medical services (EMS). Staffing for EMS was also examined by NIST. The following is the conclusion from that study published in 2010: The objective of the experiments was to determine how first responder crew size, ALS provider placement, and the number of ALS providers is associated with the effectiveness of EMS providers. EMS crew effectiveness was measured by task intervention times in three scenarios including patient access and removal, trauma, and cardiac arrest. The results were evaluated from the perspective of firefighter and paramedic safety and scene efficiency rather than as a series of distinct tasks. More than 100 full-scale EMS experiments were conducted for this study. As noted in the literature review, hundreds of firefighters and paramedics are injured annually on EMS responses. Most injuries occur during tasks that require lifting or abnormal movement by rescuers. Such tasks include lifting heavy objects (including human bodies both conscious and unconscious), manipulating injured body parts and carrying heavy equipment. Several tasks included in the experiments fall into this category, including splinting extremities, spinal immobilization (back boarding) and patient packaging. During the experiments larger crews completed these tasks more efficiently by distributing the workload among more people thereby reducing the likelihood of injury. A number of tasks are also labor intensive. These tasks can be completed more efficiently when handled by multiple responders. Several tasks in the experiments are in this category. These include checking vital signs, splinting extremities, intubation with spinal restriction, establishing IV access spinal immobilization, and patient packaging. Similar to the lifting or heavy work load task, larger crews were able to complete labor intensive tasks using multiple crew members on a single task to assure safe procedures were used reducing the likelihood of injury or exposure. Finally, there are opportunities on an EMS scene to reduce scene time by completing tasks simultaneously rather than concurrently thus increasing operational efficiency. Since crews were required to complete all tasks in each scenario regardless of their crew size or configuration, overall scene times reveal operational efficiencies. Each of these perspectives is discussed below for the patient access/removal scenario, as well as both the trauma and the cardiac scenarios. 96 Chula Vista,CA-2010 Fire Facility/Deployment Master Plan Patient Access and Removal With regard to accessing the patient, crews with three or four first responders reached the patient around half a minute faster than smaller crews with two first responders. With regard to completing patient removal, larger first responder crews in conjunction with a two-person ambulance were more time efficient. The removal tasks require heavy lifting and are labor intensive. The tasks also involve descending stairs while carrying a patient, carrying all equipment down stairs, and getting patient and equipment out multiple doors, onto a stretcher and into an ambulance. The patient removal results show substantial differences associated with crew size. Crews with three- or four-person first responders complete removal between (1.2 — 1.5) minutes faster than smaller crews with two first responders. All crews with first responders complete removal substantially faster (by 2.6 min. - 4.1 min.) than the ambulance-only crew. These results suggest that time efficiency in access and removal can be achieved by deploying three-or four-person crews on the first responding engine (relative to a first responder crew of two). To the extent that each second counts in an EMS response, these staffing features deserve consideration. Though these results establish a technical basis for the effectiveness of first responder crews and specific ALS crew configurations, other factors contributing to policy decisions are not addressed. Trauma Overall, field experiments reveal that four-person first responder crews completed a trauma response faster than smaller crews. Towards the latter part of the task response sequence, four-person crews start tasks significantly sooner than smaller crews. Additionally, crews with one ALS provider on the engine and one on the ambulance completed all tasks faster and started later tasks sooner than crews with two ALS providers on the ambulance. This suggests that getting ALS personnel to the site sooner matters. A review of the patterns of significant results for task start times reinforced these findings and suggests that (in general) small non-significant reductions in task timings accrue through the task sequence to produce significantly shorter start times for the last third of the trauma tasks. Finally, when assessing crews for their ability to increase on-scene operational efficiency by completing tasks simultaneously, crews with an ALS provider on the engine and one ALS provider on the ambulance completed all required tasks 2.3 minutes (2 minutes 15 seconds) faster than crews with a BLS engine and two ALS providers on the ambulance. Additionally, first responders with four-person first responder crews completed all required tasks 1.7 minutes (1 minute 45 seconds) faster than three-person crews and 3.4 minutes (3 minutes and 25 seconds) faster than two-person crews. Cardiac The overall results for cardiac echo those of trauma. Regardless of ALS configuration, crews responding with four first responders completed all cardiac tasks (from at-patient to packaging) more quickly than smaller first responder crew sizes. Moreover, in the critical period following cardiac arrest, crews responding with four first responders also completed all tasks more quickly than smaller crew sizes. As noted in the trauma scenario, crew size matters in the cardiac response. Emergency Services Consulting 97 Chula Vista,CA-2010 Fire Facility/Deployment Master Plan Considering ALS placement, crews responding with one ALS provider on both the engine and ambulance completed all scene tasks (from at-patient to packaging) more quickly than a crew with a BLS engine and two ALS providers on the ambulance. This suggests that ALS placement can make a difference in response efficiency. One curious finding was that crews responding with a BLS engine and an ambulance with two ALS providers completed the tasks that follow cardiac arrest 50 seconds sooner than crews with an ALS provider on both the engine and ambulance. As noted, this counter-intuitive difference in the results may be attributable to the delay of the patient arrest time based on the arrival of the 12-Lead ECG monitor with the two-person ALS Ambulance crew. The 12 -Lead ECG task end time was the arrest start time. In this scenario, there were instantaneously two ALS providers present at the arrest rather than the one ALS provider placing the 12- Lead ECG device in the ALS engine/ALS Ambulance crew. A review of the patterns of significant results across task start times showed mixed results. An ALS on an engine showed an advantage (sooner task starting times) over an ALS on an ambulance for a few tasks located earlier in the cardiac response sequence (specifically, ALS Vitals 12-Lead through IV access). A crew size of four also showed shorter start times for a few early tasks in the cardiac response sequence (initial ABC's, and the ALS Vitals 12-Lead and expose chest sequence). More importantly, a sequential time advantage appears for the last three tasks of the sequence (analyze shock #2 through package patient). Finally, when assessing crews for their ability to increase on-scene operational efficiency by completing tasks simultaneously, crews with an ALS provider on the engine and one ALS provider on the ambulance completed all required tasks 45 seconds faster than crews with a BLS engine and two ALS providers on the ambulance. Regardless of ALS configuration, crews responding with four first responders completed all cardiac tasks from the "at patient time" to completion of packaging 70 seconds faster than first responder crews with three persons, and two minutes and 40 seconds faster than first responder crews with two persons. Additionally, after the patient arrested, an assessment of time to complete remaining tasks revealed that first responders with four-person crews completed all required tasks 50 seconds faster than three-person crews and 1.4 minutes (1 minute 25 seconds) faster than two-person crews. In another study, Initial Attack Effectiveness: Wildland Staffing Study, 2010, (San Diego State University, Matt Rahn, Ph.D.) staffing on wildland incidents, as they apply to the initial attack phase, were conducted and the following is the conclusion for that study: The results from this study unequivocally show that lower levels of staffing result in higher physical stress and significantly lower efficiencies for initial attack effectiveness. The most dramatic gains in efficiency, and decreases in stress occurred when firefighters on a hose lay were increased from 2- to 3-firefighters. Additional increases were observed when comparing 3- to 4-person crews, while very slight increases were observed when comparing 4-to 5-person crews. From an economic perspective, the most efficient and beneficial change would be to increase staffing levels from two- to three-firefighter crews available for actual hose-lays and firefighting. On a typical engine, this would mean that there should be a minimum of three firefighters, and one company officer. The officer is not actively engaged in laying hose, but is instead responsible for the tactical command of the fire: giving orders, planning tactics, managing the engine, and ensuring the safety of the firefighters. What his study suggests is that the efficiency and safety of our firefighters requires a minimum 98 Chula Vista,CA-2010 Fire Facility/Deployment Master Plan increase in year-round staffing from 3.0 to 4.0 (using the historic terminology of engine staffing levels). Therefore, providing four staff per engine would provide the most significant potential gains in initial attack effectiveness and overall efficiency. Recall, the intensity and size of wildland fires have dramatically increased in the past decade; lower staffing levels may be unable to adequately respond to modern wildfire events. This is of paramount importance to the safety and security of California. Even seemingly minor decreases in wildfire impacts can result in significant economic savings. For example, if the devastating 2003 wildfires in San Diego County were decreased by only 1% to 10%, the region could have experienced an economic savings of between $25,000,000 to$250,000,000(respectively). The overwhelming conclusion from all three of these studies is that crew size has a direct relationship to the time it takes to complete critical tasks on the emergency scene. Time is the determination of success and failure in fire and EMS calls. Quicker suppression of fires keeps them smaller with less damage and limits the possibility of harm to the citizens and their homes. Time in nearly all critical care EMS calls is the one common denominator that has a direct relationship with outcomes for patients. The sooner a patient receives the proper care (in the field or hospital), the more likely the patient will have a positive outcome. In all three studies (Structural Firefighting, Wildland Firefighting, and Emergency Medical Services), staffing of four personnel was optimal and provided significant increases in efficiency for the emergency crew while increasing safety to the responders and victims alike. Emeigency Services Consulting 99 Chula Vista,CA-2010 Fire Facility/Deployment Master Plan Task 4 — Deployment Issues/Opportunities It should be understood that modeling has its limitations. Performance is modeled based on actual performance, but modeling cannot take into account all of the variables that occur in real life. In modeling, the calculation is linear, and does not have anomaly or artifact in it. For this reason, some of the performances will be slightly different than the actual performance results when viewed at the micro-level. The real value in modeling is to compare one set of calculations to another to see the net effect of the change. The models in this analysis were validated with actual performance values. Using current performance, risks, and growth expectations, it is possible to model predicted performance of the delivery system. One factor that needs to be understood in this process is that modeling is only as good as the data that is provided. In this case, input data on calls has been developed over a four-year period. Changes in the deployment system, data fields, and dispatch centers have cause some data anomaly and have reduced the ability to compare some data directly with years past. For the most part, this is statistically insignificant at a systems level but does become more significant when viewed at the district or incident level. The emergencies call database has four years of data and over 76,000 calls for service within it. When looking at specific subgroups such as structure fires, the database is still smaller and reduces the level of confidence in some aspects of the performance. This being said, the majority of the modeling has been done using the larger database for basic distribution, and the subgroups only used when the entire database would not be appropriate. Each year, the CVFD has been able to add to the database and re-analyze performance projections to increase the level of confidence and to validate current conclusions and recommendations. While some small shifts are to be expected, large changes in the underlying assumptions are not anticipated. While it was covered in detail previously, it bears repeating that some of the assumptions, performance measures and modeling inputs have changed since the 2006 report. Briefly, the differences are: 1. Travel Time/IAF/EFF are being used as the primary Measures of Performance for this update. One significant change is that EFF now measures 14 FF and 1 engine company whereas the previous report used 14 FF, 3 engines, 1 truck, and 1 battalion chief to stop the clock on the performance measure. Emergency Services Consulting 101 Chula Vista, CA-2010 Fire Facility/Deployment Master Plan 2. Use of AMR to stop clock on first unit for EMS calls. In the previous report (2006) ambulances were not tracked; data was not available and they were simply not considered. 3. Model changes have been made. The most significant is the use of speed limits as opposed to an average travel speed. Issues Distribution The current delivery system has evolved over time reacting to growth, calls for services, opportunities for land, and availability of funds. This was accomplished with logic, experience, and years of understanding what it takes to deliver service to the homes and on the streets of Chula Vista. The first issue to be addressed is the staffing of the USAR as a primary response unit. This action was necessary for several reasons. The unit had been placed in service in FS03 because it would not physically fit into the fire station on East Oneida. This required the movement of E53 to the Oneida station. The USAR does not have a pump, carry water, or carry firehose. It does not qualify under ISO standards as a primary response unit for fires. The movement of E53 to the west increased the size of an area that was underserved by ISO standards to the east of the fire station (Figure 62) Figure 63: ISO 1.5-Mile Coverage (FS03/Oneida FS) URS02 FS02 L x 3 � FS07 r F507 OeiduFS r OiduFS FS03 FS03 I SD6 SD6 , r 102 Chula Vista, CA-2010 Fire Facility/Deployment Master Plan During the latest visit by ISO to the city, this deficiency was confirmed and actions will eventually need to taken to resolve the issue. The addition of the Bayfront station will likely be the trigger point for addressing this issue. Travel Time The primary performance measure that drives the distribution of fire stations for the CVFD is first engine company/first unit performance. Using a performance measure of having the first engine/first unit arrival within four minutes of travel time, the level of performance is at the 73rd percentile (see previous Figure 47). At five minutes, the actual performance is at the 89th percentile. Shown below in Figure 64, the west side has overlap whereas the east side has gaps (black street lines) between fire stations at 1.5 miles (distance needed for the 90th percentile four-minute travel time). Figure 64: Service Areas 1.5 Miles - 8 Engines NC1 NC15 S2 T *FS06 K FS08 1 F501, 1 _ FSO4 FRSO'2 � Fso. 0 r idFS FS06 FS03 Sb6 SD30 First Unit Travel (4:00) with 2009 workload and current stations is provided in the figures on the following page (ALS-Figure 65, Rescue-Figure 66, Fire-Figure 67). When the workloads shEmergency Services Consulting 103 tAI_z« leVV Chula Vista, CA-2010 Fire Facility/Deployment Master Plan projected for 2030 are applied and the new development areas added, the gray areas turn red (Figure 68) but not much else changes geographically. Performance actually falls by 10 percent (from 73 percent to 63 percent) due to the new call loading in the new development areas. IAF (Initial Attack Force) The second performance measure that drives distribution is IAF (also a concentration issue). The current IAF is shown in Figure 69. Actual performance was 64 percent with an average 7:41, whereas modeled performance was 84 percent with an average of 5:34. This difference here is that the modeling assumes that the units are always in quarters and the lesser number of calls for services that make every single call impact the calculation. Being out of position even a few times will affect actual performance. This current performance level is achieved with fire station spacing of approximately three to four miles between stations (east side). Increasing the performance level for IAF will require station spacing to be less than the current distance or it will be necessary to increase resources at existing stations/units. The IAF is important to the safety of the public and the firefighters as discussed in detail in the section that reviewed the critical tasking. As shown in Figure 69, on the west side where fire station spacing is closer relatively good IAF is achieved; whereas on the east side compliance is not achieved, except in the areas between the fire stations (except FS07 where more than three firefighters are stationed) where the four personnel can be assembled within the performance measure (7:00). Additional staffing at any of the six fire stations that house only three personnel will increase this performance measure. 104 Lo 0 o r r� a p Ln ca c ` •: +-+ O +J CL CN ca fu I o ~ � N rn P N o v ' lots r MINT �' +J . `° 4-J LL p" ■1111- i LU u� I N X \ XQ a 0 0 0 0 0 L p omcor�r ti �A�� U� 0 0 0 0 0 LL H H H H H V V m ■■❑❑■❑ m tr _ d v d i I r - re w' r�1■IVir�, � " 1 ' J ------- - MISS., cu cu M-mm qY r- C) °° LL to LU L A�• �+ \\ a-1 .._ a-1 U N o \ - 1 a � N � f _ M LL �! iTL o -- ° u LL a �R�������'`'�-' O co 1bti Q \ +1 -1 iin LU o j,11� �= �a� > ii cu r .• AV b 1 a-1 � 0 0 X M 0 0 0 0 0 m LL u a _ ao, oro o 0 o Z 4) ■❑❑❑■❑ d v e d V ,� i1�V'>rA t Q OR �rl CD ,- M O E N �� N a O p � :3 f fr o N IMPR LL J N ��- .� ° L / LU LL z > �wWe ���, H a--+ N No X0 No\ N 0 0 0 0 0 LL Q _ o oro o 0 o z n I 00 iiiii C) r rn 0 1 in CID LL W to U CL v l�f T i N �� LL l O o Y r w LL Mai lk W LL o 'er 0 Ca LL CID L0 It m �1� ��►�i �� N O 1L 'R`si ?7� �i lie a-1 omcorrn C�� NODDED N u d d d 4 o r�il+i�11 00 N W ^I -2 L :3 °J O 0 � o CID LL 0 LL 1 � 1►v-' I lip "`v1�� LL w V CID CID A ��� �1\\ �1► 0 0 0 0 0 m Q _ o oro o 0 o z ❑❑M❑ N n I O r Chula Vista,CA-2010 Fire Facility/Deployment Master Plan Future Development The City will expand considerably over the next 20 years. The remaining villages will increase the population by nearly 54,000 and generate an estimated 3,426 calls for service. In addition, the university area will add another two calls per day (720 calls) when fully developed. However, the call load alone is not the issue. The development is spread over a large area and with travel time of four minutes set as the standard; these villages will create the need for additional fire stations. Projects in the balance of the city will generate an increase in population of about 27,000 and an increase in call loading by approximately 1,734 calls for service. With all currently planned development combined, the system will see an increase in demand of 5,881 calls or nearly a third again what is currently being serviced. Beyond the development planned in current General Plan, the JPB Proposal would increase the core areas around Villages 3, 8 east, and 10 by an additional 20,000 population, resulting in approximately 1,299 new calls for service. This call loading is in addition to that of the General Plan increase (3,426 for Otay Ranch Villages) bringing the overall system demand up to 7,180 new calls for service. This is half again the current workload. Beyond the existing city limits, the east unincorporated areas will bring more challenges to the fire/EMS services when incorporated into the city. Three areas have been identified: • Resort Focus Area • Proctor Valley District • San Ysidro Mountain District The center of the Resort Focus Area is approximately 2.9 miles from FS08. This distance is too great to provide adequate coverage from FS08. This area will require a new fire station to provide first due response to the resort within both the Fire Department Strategic Plan performance measures and the GMOC performance measures. Distances to the four closest existing stations are shown in Figure 71. The Resort Focus Area will have a single arterial through which all fire/EMS assets will have to travel for many years. This area will have concentration issues as well with the distances to the nearest truck, battalion chief, and additional engines. Emergency Services Consulting 111 i N d S) � 3 LL A N � L ca 0 LL N E i LL >, O 00 0 N Q 41 � O = d U L.L N L O 0 O > 4 E N � +� ti LL O n L Ln L LL 7 U r LL G r � ] q) 00 t { N Chula Vista,CA-2010 Fire Facility/Deployment Master Plan The Proctor Valley District and San Ysidro Mountain District shown below are expansive areas with difficult topography. They will likely be developed as rural areas but the configurations make servicing them difficult. In addition to distribution issues, they will have concentration issues as well. The city may need to adopt new performance measures for these areas. Figure 72: Proctor Valley and San Ysidro Mountain Districts JAMUL " C:UUN I VF 111 SAN DIEGO MASTER PLANNED SUBAREA COMMUNITIES BOUNDAPY su o,aR CA PRQCTOR r ti VALLEY DULZURA 1 � ' DISTRICT �' SAN `eQ RE S � -'� YSI SRO rOCIIS AREA MOUNTAIN N DISTRICT DTAY y RE8ERVUIR ':a3 eouNTrar N f SAN DIEGO f f 4TAY RANCH ti IN E 51 J F3AR FA J Jr f 5 NOT TO SCALE Concentration Concentration issues are related to call loading and the distance between assets. These issues are measured by the assemblage of resources to adequately service the nature and number of calls for service that are produced. Concentration issues are highly impacted by the type of development that occurs. First of these is population. Citizens are using the fire/EMS services more than they used to. The call rate per 1,000 population has increased steadily over the years. Even if population were to remain constant, the number of calls for service would increase. Smergency Services Consnlring 113 � � f wtw14�owcE Chula Vista, CA-2010 Fire Facility/Deployment Master Plan The second issue that compounds the problem is the aging of America. According to SANDAG and the U.S. Census Bureau, Chula Vista will see a significant growth in the number of citizens who are over the age of 64. This population will essentially double. This segment of the population uses EMS services at a rate four times the average. This factor will increase call loading beyond the additional 7,180 additional calls that are driven by development. EFF (Effective Fire Force) The primary concentration performance measure is the goal of having the effective fire force arrive within 10.5 minutes of being dispatched (or eight minutes travel time) to a level of performance at the 90th percentile or greater. Engine company performance also drives this factor, but the distribution of ladder trucks and chief officers is important to the achievement of the EFF as well. The current performance for the EFF in 2009 was 82 percent at 8:00 with an average of 6:15 travel time. The model produced a performance of 87 percent (6:19 average) with nine fire stations. When the 2030 workloads are applied, the performance for EFF drops to 78 percent and the average increases to 6:41. The build-out performance is shown graphically in Figure 73. As with IAF, the west side is reasonably well protected due the closer spacing of fire stations. On the east side, the same basic pattern emerges. Areas at the center of the protection area can assemble the concentration of assets needed to meet the performance measure while those on the outer areas do not. New fire stations needed to meet basic distribution will have a positive effect on the EFF as well. 114 LO A/C 0 N Y, N C n U L c N L.L 41 (A O - N ca N G m f r O cn 4-1 C c \ E T CD Y J+ N O CL N \ �� � r i 7 L) m aJ i I O 0 LL O LU LL Q M � a o �� •� F- LL N IIIIIIII r _NIII� r-I =lei=i LL b ! N 1 \ Y L Y O LL [1 L LL a U v-- v 0 0moo .r ❑ ❑9 9 9 / \ LJJ y a 0 0 0 0 Q jJJ p'1 a p m 8 8 0 ,z 44V Chula Vista,CA-2010 Fire Facility/Deployment Master Plan Specialty Units The need and placement of specialty units is always a difficult one. These are not like the engine companies that provide the basic delivery platform for the system. Truck companies and battalion chiefs have different roles and responsibilities. They carry specialized tools, equipment, and in some cases training that provides very specific services to calls of a special nature. For example, the truck companies not only bring a full complement of ground ladders and an aerial device, but they also bring specialized rescue equipment (Jaws of Life, specialized saws, and lifting equipment and ropes) and the manpower and specific orientation to get the job done. Calls for truck companies include structure fires, auto accident, technical rescues, any call where it is necessary to gain access through or into something or somewhere and the tools necessary to save, protect, or salvage as much property as possible during the emergency. The current system has only two of these resources. This is not enough to support the level of development that will be present at build-out. Battalion chiefs not only provide supervision in nonemergency environments but also manage nearly all emergencies that require more than two resources. They bring equipment, knowledge, and the responsibility to focus on the emergency as well as the bigger picture on calls. This may include environmental issues, preventing catastrophic events, managing scare resources and making decisions on risk/benefit tactic and strategies. Having adequate chief officer coverage allows company officers to focus on their responsibilities and crew. The current system has two of these resources. Additional battalion chiefs may be necessary depending on the final number of fire stations and the distance that needs to be covered in a timely manner. Sometimes, the truck company simply does not have the right specialized equipment or training for the extreme emergencies. Urban Search and Rescue units (USAR) are designed to provide the highest level of rescue equipment, staffing, and training available within the fire service. Chula Vista has the advantage of having such a unit. The USAR does not respond to calls on a daily basis that need this level of intervention. This tool is necessary to have available but does not have to be available in the same timeframes of that required of an engine company. Chula Vista needs to retain this capability in a manner that allows the asset to respond when needed in a timeframe that is acceptable to the risk. 116 Chula Vista,CA-2010 Fire Facility/Deployment Master Plan Wildland interface issues exist within the City of Chula Vista and will become more pronounced as the city grows into the areas east of the lake. The city currently cross staffs a Type III wildland engine. It will be necessary to either increase the number of Type III engines or utilize WUI (Wildland Urban Interface) engines at some of the stations nearest to the interface. The existing Type I (normal fire engine) engines will not be able to leave the paved streets and thus will have to limit wildland firefighting to progressive hoselays from the paved streets and/or structure protection when the fire arrives at the structures. It should be noted that as the city annexes lands into the city limits, they will no longer be SRAs (State Responsibility Areas) and the resources that are currently protecting them as provided by CAL FIRE, BLM, and other wildland agencies will not be provided without cost to the city. In a large fire, the mutual threat of the fire may be enough to have the state and federal assets be provided without cost, but the city has a responsibility to keep smaller fires in check so that they do not reach this level or it will ultimately bear the financial responsibility of the fire. Water is a critical issue in wildland firefighting. Water tenders are large water tankers that are used as "water points" or to resupply wildland engines during a wildland fire. This asset is extremely critical to the early success of a wildland firefighting operation. More wildland fires have grown to be large fires due to lack of water than most any other factor. Once a progressive hoselay is started, if it cannot be supported with continuous water, it will be overrun and be unsuccessful in stopping the forward progress of the fire. Like the USAR, this asset is not used on a daily basis but presents all the same reasons for having the ability to deploy the resource in a timely manner when needed. Reliability In general, reliability is the ability of a system to perform and maintain its functions in routine circumstances, as well as hostile or unexpected circumstances. For Chula Vista, this means the ability to meet the performance measures for 90 percent of the calls for service that occur. FS01 has a very high call load but the station has two units and handles it well. FS05 has a current call load that is nearly exceeding its ability to provide service. This, coupled with a large coverage area, makes its reliability questionable. Some action will need to be taken to reduce the workload or increase the resources at FS05. The only other area within the city, current or proposed, that will have reliability issues is the EUC/Villages 8, 9, and 10 areas. This area will have a significant level of call loading. The university and JPB proposals will only increase this impact on the system reliability in this area. Fire stations in this area will have to be spaced Emergency Services Consulting 117 Chula Vista, CA-2010 Fire Facility/Deployment Master Plan closer together and built to house more than one resources in order to address this potential problem in the future. Analysis Issues have been raised with travel time, IAF, and EFF for the current system and the development areas. An analysis of potential fire station sites was undertaken to see where new stations might be considered that will have the greatest benefit to the existing delivery system and the new development areas. Fire Station Sites Current and possible fire station sites within the existing and proposed city are listed below so reference can be made to them by site number in order to simplify the results of the analysis: Figure 74: Current and Potential Fire Station Locations Site Street 1 Street 2 1 Current FS1 -------------------- 2 Current FS2 -------------------- 3 Current FS3 -------------------- 4 Current FS4 -------------------- 5 Current FS5 -------------------- 5A Orange Ave 4th Avenue 6 Current FS6 -------------------- 7 Current FS7 -------------------- 8 Current FS8 -------------------- 9 Oneida Street Monterey Avenue EUC Eastlake Hunt Parkway Bayfront Bay Blvd J Street Village 8 La Media Rd S of Rock Mountain Rd Resorts Otay Lakes Road Resort Focus Many solutions have been considered. Some have been discarded as unusable; while others will need more study. The solutions provided here are those that appear to provide the most improvement at the least cost while still providing for movement towards the stated goals of the Chula Vista Fire Department. Eastern Urban Core (EUC) The Eastern Urban Core, University, and Villages 8, 9, and 10 will be the most densely developed area within the city. This general area will generate enough calls for service to 118 Chula Vista, CA-2010 Fire Facility/Deployment Master Plan employ more than a single resource by itself. The area has been slated for a new station from the initial concepts of the Otay Ranch. The station should be designed for multiple units (three or more). The location of the station has changed as the infrastructure and development plans have become more concrete. In this study, three sites have been modeled. These are shown below in Figure 75. Figure 75: EUC Fire Station Locations 5 �Vl .� �=FH1 Site l These include the original site (Old Site in graphic), Site A as currently planned, and Site B at Eastlake and Hunt Parkway. The old site is problematic in several ways and modeling was completed in a previous study that showed the Site A was superior. Site B has been modeled to increase the effectiveness of the fire station by increasing the distance between FS07 and the new EUC location. The Site B places the fire station at "center mass" of the high density areas with the Otay Ranch development. This action helps to keep the number of stations to the minimum needed to provide the services needed at the performance measures that Chula Vista has established. sh3mergency Services Consulting 1 1 9 Chula Vista,CA-2010 Fire Facility/Deployment Master Plan This site has been evaluated on three performance measures. First is travel time for the first unit. Figure 76 shows the travel time performance with the 2030 workloads prior to any new fire stations being added. Figure 77 shows the Travel Time with Site A and Figure 78 shows the performance for Site B. Site B shows better overall performance. First unit travel increases from 63 percent (2030 workloads without new stations) to 73 percent at Site B. This is the biggest increase that will be shown by any fire station due to the high call volume. In these scenarios, the truck and battalion chief from FS07 were also relocated to the EUC station to help with the call volume. System-wide performance is shown in Figure 79. The second performance measure is IAF. IAF overall was affected by only one percent with the 2030 workloads because of the proximity of FS07 to the new call loading. However, the EUC station increases IAF by 5 percent to 87 percent overall. System-wide performance for IAF is shown in Figure 80. The final performance measure is EFF (Effective Fire Force). System-wide EFF dropped from 87 percent to 78 percent with the 2030 workloads. The net effect of moving the truck and battalion chief to the EUC station to help with call loading is that the EFF is reduced as some cover is traded from the area around FSO4 for areas around EUC. The EFF increases to 84 percent but this is still lower than leaving the truck at FS07. The new coverage areas are shown in Figure 81 for EFF. When call loading is still low, the truck and battalion chief should likely remain at FS07 but when call loading requires additional resources, moving the truck to the EUC station and staffing a new truck at FSO4 (discussed later in this section) makes more sense from and overall performance standpoint. 120 N �.a\°M o I o o 0 0 0 - d5 66 L l LS c `1 1 0 WI L °1 U � � L w - c O o d lCL fu 0 LL s > 0 CL f� 0 PM o Q > O U � L > U � LL W l O ] 4-J ' L 1 I V 4 N 4W 0 d V J 111 i 000 > > o LL O d Q]CO fl L7� Z � h X11 � l L Q� Y _ >. E T,/ w CL 0 M w LL a LL o V ' o r'4 a.d i w \ o u f -J O t U y Q� I Q� _ o U w N N M N per 0 oa o0 od o'.d 0 0 o 0 0 O W O R L7 w+ m 0 0 � 0 0 0 0 4 � m ca n in Z ■■❑❑■❑ m � Y c� WI c L y ¢ t iz E - v LU C w C) > �. L L- U 'r Z) m w LL a, a; w iTL y N o o — W f -J > fu LL t O U y Q� I Q� � f6 d 0 U {+ a-J d 1 V V I W U d LU � � w 4 c 0 J I = r w V. � 1 r 0 v a� m O CL o LL \ y LL I1 0 O 0 ¢[ L} N � N S° V > W c 4J (6 y N C1 ti a--� U �! ML LU Cl s � V E - 1 1 4-J 0 0 0 0 0 N onor+in LL m 0 0 0 D 0 0 Air o m o 4 4 4 Z 4 I N LO N C/ w f♦� t m v LU LU V .. = c O Ti � a--+ CID d ' 0 C O LL a) LU all LU o r'4 LL a o �1►1i' `� o - ilr . •�C�n ;G" ���. m LU ,�, � Pit LL . G ��� �► v LL '��G��' ������� �j ca MW 4_j CID 00 0 00000 � ` c 00000 � o V � N d d V LU co Il LU e �. o � ��■1■`� f� 4-j .L .� CID L / WE v owl 2! CL LU > j 0 a — o in e ^ LU _11u11 r1 u ILL fir.. ♦°%r� fin, r r,�, liiiiii W LO .. u LL Fo- r„ . . , LL +•i: j U om�ti� y 0 0 0 0 0 W N.N.N.Na 00000 ° mm resin z p� I CO N Chula Vista,CA-2010 Fire Facility/Deployment Master Plan Bayfront (J and Bay) The Bayfront will intensify under the current development plans. A fire station has been planned for the area around J and Bay for several years. This station will be the primary unit for the Bayfront/Harbor area. It should be built to accommodate at least two units (engine and truck) for the potential of high-rise structures. Some discussion should be had about having a station large enough to accommodate the Heavy Rescue unit as well in terms of a long-term solution to where to house that unit. Figure 82 shows the Travel Time performance prior to the Bayfront station being added. In Figure 83, the travel time to the Bayfront is dramatically improved. System-wide performance (Figure 84) improves as well with the addition of the Bayfront station; up 2 percent from 73 percent to 75 percent overall. IAF for the west end is relatively good with the exception of the Bayfront and FS05 first due area. The area between FS05 and FS01 on the bay improves with the addition of this new station (Figure 85). IAF force improves for the bayfront but the system performance will actually decline by 2 percent from 87 percent to 85 percent with the closure of the Onieda station. EFF will see similar result. The percentage improves from 84 percent to 82 percent with most of the change in FS03's and FS05's area being effected (Figure 86). At this point (10 stations) the IAF and EFF are good in the northwest and southeast portions of the city. This is due to the staffing at FS01 and EUC and the proximity of stations adjacent to them (FS07, FS02, and Bayfront). IAF is at 85 percent due to the fact that a majority of the fires occur in the denser area protected by these stations. The same is true for EFF but now instead of assembling a crew of 4, 14 are needed so that the spacing of multiple adjacent stations are relative and not just the next closest. This is more obvious in the southeast where performance is not a good for EFF as it is for IAF due to this reason. Emergency Services Consulting 127 Lh I - N O N c ` s 11 - c� 2! m - LL 0 0 N O 0 0 �--� O a� M L LL f6 4-J t 00 O U i LL J \\ 0 0 0 0 0 0 o m oo ti ro a � H N N N H L b14 d�O4 14 boo Q L Q� r 00 N rn (A ca > E 0 CL LL iTL 0 -A 0 .(A s. > co U 2M co 4-1 00000 omorti in y VI 4-J m m 0 0 NODDED 44V co w � _0 r, ow Os_.�+r,� V LU ,�� n lit r +j ate, .. CID N o °� 4-j CL o o � \ � N V M o += rn M ':t U pop ��I AWE y O FO ril LL u CID co._ f � N N.X.N N 0 0 0 0 0 LL Q _ o oro o 0 o z n I o M 1 R r � �1►/r���1� t �o d I a LU L ,s CID V W CL \ C) - [ / a.., _ ! M L L rt+ �L 0 O v � � /� CID m L LL LL 0M+ 0 m N _ N �V '111 O L4 u u VIA, ALL I♦ �%I _-i�fl"u a-j (� 00000 l omco r,n ti U-- 0 H H H H H V o V NODDED N d d d o co LL Lv IB co ` �Q► j9 ;t U LU \off LL 1 Q E LL c v� > T� ra CL m N �, L.L ; j co LPL "� >>��'' IIIIIIIIIIII � g ♦`�� �1����� �IIIIIII r-I u (A � `G, ��finl�!��Llllllll LU W19 0 LL SIG ���%�r �j�•���" �,■III `i ' l i WR LL m, > U 0 0 0 0 0 W _ 00000 � m m n i n z NODDED L/ p" I N M Chula Vista,CA-2010 Fire Facility/Deployment Master Plan Village 8 The area east of the EUC/University will intensify under the current development plans. A fire station should be planned for the area around La Media Road and Rock Mountain Road. This station will be the primary unit for Villages 3, 4, 7, and 8. It should be built to accommodate at least two units (engine and truck). The specific site should be at La Media Road south of Rock Mountain Road Travel time is shown prior to the Village 8 fire station in Figure 87. The travel time for the suggested site is shown in Figure 88. This site increases Travel Time - System performance to 77 percent dropping the average by four seconds (Figure 89). IAF remains the same with the truck from FS07 at the EUC station but increases by 4 percent if the truck remains at FS07 (Figure 90). However, EFF increases from 82 percent to 88 percent with the truck at EUC station site and 91 percent with the truck at FS07 (Figure 91). As stated before, the truck should remain at FS07 until a third truck is placed into service at which time trucks should be located at FSO4 and the EUC station. The configuration of the 11 stations is detailed in the first due map (Figure 92) that shows that size and balance of the fire stations area of coverage. The configuration is as close to optimal as possible given the infrastructure and topographical challenges that exist in some parts of the city. emergency services consulting 133 / ` r � � 1 a L v U) c v 1 E > r� 41 L •f. � L L LL L.L �+ O I 0 U LL a--� C6 o~o � c� '> m fu 00 U LL hA 0 a-J L 0 f6 000�o O 0]tO M1 45 ? 1 v L O O O C 6 9 O4 804 dC dV Q L I ■❑❑❑■❑ a ^ JI C U M T LO M d a L Q� C I_ E C LL� Q r C) U pQ LL L) � Ll 0 > O N 00 I IU L r 7 `I LL 7 1 f 1 1 � } 0 o < < aam taA �, H H H H H V `V O C C 6 6 - T 7 V O H '� � � � ����.t��,. ter► � r, co 00 4-j 74 Ln a ` J N a v� N 4-j CL 0 L o V LL M `4�"' 1y'r G cp o += co U 000 I ����' y O CD LU LL u Coma a� CID WpIA WN f � N N.X.N // N 0 0 0 0 0 LL Q _ o oro o 0 o z ❑❑M❑ m n I co r- (Y) co LU o0�r� y Oil LL fu LU RW i o A CL o O m .L r u N LL _ v LL o ° a-J Awk ilk LL WN v as ��� •� Q���n `ice �� ' m `�.�• ��1'l'ii1`. fir' 912 R. w� i m O O O U u oa � o o z d v d 4 o Nv co W -�� ter► LL CID o LL > y +� >_ i u LU E m o W - M O CL v � C l � O 0 U) _0 , j 0 00 LL w LL ` \ 01 �•G;ii��. \\\�►��5G%%I�<' � :-uur li U 0 0 0 0 0 m W o n I 00 M rn co CD 31 , ary VA- MM 61 ILI ca CL M y i' � � ►, r o f � .► � 7 CD fu LL a o w U � CD � � f C1 ���IC=1111111 1= O u L �u,7�� lllllll a- CD [6 LL N 7:__■ C: w Co �. ., =3 V) .I o mww� � Bzzz. d 4 Chula Vista,CA-2010 Fire Facility/Deployment Master Plan Resort Focus Area The area to the east of the lake is not in the current model. It is not possible to analyze it in the same manner as has been done for the other development area. There are a few reasons for this. First, streets and infrastructure are not known to a point where reliable assumptions can be made for the model. Second, type of structures and use are not well enough established to be able to project workload. Third, the impact of services to be provided to adjacent land uses outside of the City's sphere of influence are not known or planned at this point and so it has to be assumed that no services beyond those provided today are going to be in place. These factors combine to paint a picture that is very negative in terms of service provision needs and costs. In light of this, the analysis for this area was done simply on time and distance and with the facts that are known. The center of the Resort Focus Area adjacent to the lake is approximately three miles from FS08. This is nearly twice the distance that will produce a 90 percent travel time performance at 4:00. The travel distance from FS08 for 1.5 miles is shown in red in Figure 94. Some areas of the development area could be up to five miles from FS08. In Figure 95, the distance to each of the existing and proposed fire stations is shown. These are converted to time in the table below: Figure 93: Distance to Existing and Proposed Stations Station Distance Time FS08 2.87 miles 5:32 FS06 5.03 miles 9:12 EUC 5.56 miles 10:06 FS07 6.69 miles 12:01 VILLAGE 8 6.90 miles 12:23 FSO4 7.28 miles 13:02 As can be seen from the table above, assuming a new fire station in the Resort Focus Area, the second engine would be over 5.5 minutes away, the third engine over 9 minutes, and the first truck (with truck at EUC or FS07) would be 10 to 12 minutes away. An EFF would not be assembled till the arrival of the truck/battalion chief. IAF is very critical here with the second arriving unit over 5.5 minutes behind the first. As was shown in the CTA, the fire attack team cannot enter (with the exception of making a rescue) to attack the fire until that unit arrives as long as only three personnel staff the unit at the Resort or this station has four personnel and/or 140 Chula Vista,CA-2010 Fire Facility/Deployment Master Plan two or more units. Future planning for this area should be for a station capable of housing at least two resources. emergency services consulting 141 \ LL o N ID V C LL L c a E LL CL W M LL \ \e\ W iTL LL � .� o O N V1 LLI L I \ fu � } l U N / � e LL R ) � c 2 k R / { § 2 E LL 0 § \ C R A § � - � � @ / [ LL i / . 4 \ V- ® . 0 \ § u to m .. 2 S / \ & a co / � ( / 2 � \ a ƒ ] � . • / � � 2 { \� � � ` » � � � • � � � Chula Vista,CA-2010 Fire Facility/Deployment Master Plan Additional Truck Company Current truck coverage is provided by two city truck companies. Using the ISO standard of 2.5 miles for truck coverage, the city is properly serviced as shown in blue (T51) and green (T57) areas below. San Diego City Truck 29 does not cover any of the city. Figure 96: Current Truck Coverage (2.5 miles -ISO Standard) NC1 NC15 S2 FS06 v j D FS08 -501 FS 4 X02 Bayfront FS07 -509 EUC-B FS06 FS03 Village,8 Sb6 SD30 ISO Service Areas(2.5 miles) —Truck at FS01 and FS07 Large areas of the city are not protected within this standard. Figure 97 illustrates that moving the truck from FS07 to EUC (shown in brown) while maintaining two trucks is not a good idea. No new areas are provided protection while large areas are uncovered from the protection area. The truck's service is area is pushed up against open space and topographic features which limit its effectiveness as a scare resource. However, when a third truck is added to the system at FSO4 (purple), not only is the majority of the city protected, the balance is achieve by moving the truck from FS07 to EUC, as shown in Figure 98. If a travel distance of four miles is used (eight minutes), the coverage improves 144 Chula Vista,CA-2010 Fire Facility/Deployment Master Plan significantly, as shown in Figure 99. San Diego T29 (yellow) still plays little to no role in coverage for the city. Figure 97: Truck Coverage with EUC Shift N'C1 NC15 S2 FS06 FS08 -Sol FSO45 0 a, F�SC2 a Baytront FSol FS09 � EUC-6 FS05 FS03 Village#8 SD6 SD30 ISO Service Areas(2.5 miles) —Truck at FS01 and EUC Emergency Services consulting 145 Chula Vista,CA-2010 Fire Facility/Deployment Master Plan Figure 98: Three-Truck Configuration (2.5 miles) W'C1 NC15 S2 � FS05 FS08 -Sol FSO4 X502 Baytront FS07 FS09 � El1C-B FS05 FS03 Village#8 SD6 SD30 ISO Service Areas(2.5 miles) —Truck at FS01 FS04 and EUC 146 Chula Vista,CA-2010 Fire Facility/Deployment Master Plan Figure 99: Three-Truck Configuration (Four Miles) Hni r�cas Bs2 } FS06 FSO8 -Sol FSO4 RSO2 Bsaytront FSO7 FSO9 EUC-B FS05 FSO3 Village#8 iSD6 iSD3o � Extended Service Areas(4.0 miles) —Truck at FS01 FSO4 and EUC (SDT29 inyellow) A third truck company should be added to the delivery system when EUC needs a second unit due to call loading (approximately 3,500 calls for service by engine at EUC fire station). When this trigger is reached, the truck at FS07 should be moved to EUC and a truck added at FSO4. This action will keep EFF to 92 percent system-wide and increase IAF to 88 percent system- wide. The additional risk to be added to the Bayfront area will likely require the addition of a truck at the Bayfront station as well. This is primarily due to the fact that the trucks at FSO4 and the EUC station are too far away to add the needed manpower, equipment, and aerial capabilities that will be needed for the midrise and highrise buildings that will be in this development area. The coverage area for this fourth truck is shown in Figure 100. Emeigency Services Consulting 147 Chula Vista, CA-2010 Fire Facility/Deployment Master Plan Figure 100: Truck Coverage from Bayfront Station NC1 NC15 S2 F v FS08 *S01 F9O4 � a iFSC2 &ayfront �� F507 FS09 � EuC-B FS06 FS 03 _ Village�8 `sbs SD30 ISO Service Areas(2.5 miles) —Truck at FS01, FS04, EUC and Bayfront 148 Chula Vista, CA-2010 Fire Facility/Deployment Master Plan Conclusions and Recommendations Distribution The Fire Department Goal of "first unit in four minutes travel time at 90 percent" is difficult to achieve. The modeling used here projects 24 stations are needed due to the nature of the street network combined with the sprawling nature of the development. First unit travel performance is achieved to the 77th percentile when the EFF is achieved to the 90th percentile (11 stations). Due to the extreme impact of tripling the number of fire stations, specific locations have not been detailed in this report. It should be noted that the 90th percentile can be achieve in five minutes when the EFF is achieved at the 90th percentile. Some thought and discussion should be directed at revisiting the four-minute timeframe in light of the analysis that has been conducted or to using the IAF and EFF standards are the primary goals. Concentration In order to achieve the EFF in eight minutes travel time at 90 percent today, it is necessary to increase the number of fire stations to 11 with three truck companies and two battalion chiefs. With future increases in workload, the number of stations is not expected to increase (either with the JPB proposal or the university). Development may shift or change and will likely have slower periods from time to time. Phasing of stations will need to match the development. The resort area has not been used in this calculation and will remain an outstanding issue until more specific information, timing and infrastructure are determined. Station Locations (Current and Proposed) FS01 —This station should be reconstructed at its current location with the ability to house three resources. FS02 — The location that best maximizes this station is within 0.25 miles of Hilltop Drive and Whitney Avenue, with locations closer to H Street modeling better. This relocation will better serve the areas east of FS01. Access to the freeway is good as well. The current site of FS2 is acceptable, but not optimal. A new site could be considered in the long-range planning. FS03 — Relocating this station to Olympic Parkway and Oleander Avenue is the optimal location. Any site within 0.25 miles of this intersection is acceptable. This area balances area shEmergency Services Consulting 149 tAI_z« leVV Chula Vista, CA-2010 Fire Facility/Deployment Master Plan coverage with access to the freeway. The current location is acceptable but will not increase performance on rescue calls and will not house two resources if needed. The new site could be considered in the long-range planning. FS04 — This station should be expanded to ensure that it can adequately house an engine and truck in the future. Since the trigger for this action in the call loading in EUC's first due, there is time to plan for this need and make the improvement with future improvements to the training grounds. FS05 — Fire Station 5 is a candidate for relocation if the current site cannot be reconstructed to house additional resources. It could be relocated to the south approximately one-half mile. The optimal location would be 4th Avenue and Orange. This should be a future large station that will house an engine and the possibility of a truck or squad. FS06, FS07, and FS08 —current sites and configuration are acceptable. FS09 — Current location is acceptable but the station should be closed and the engine currently housed here relocated to FS03 when the USAR is collocated at the Bayfront fire station. New Fire Stations EUC — All three possible sites are in development areas. Site B is optimal. Planning with the developer should begin to move the current site to Site B. Bayfront — This station should be constructed near the intersection at J Street and Bay Boulevard. This area is currently underserved, and given the expected growth in this part of the City, plans for this station are underway and should continue. Village 8 — The exact location of this station will not be known until more precise plans are available for the development in this area. This station should generally be at La Media; south of Rock Mountain Road. Future Development Outside of Current City Boundaries Resort — This is a new station that may eventually house multiple companies. A site should be found within one-quarter mile of the center of the Resort Focus Area. A rural standard may 150 Chula Vista,CA-2010 Fire Facility/Deployment Master Plan need to be adopted by the city for this area and the Proctor Valley/San Ysidro Mountain Districts. Initial Attack Force (IAF) As indicated earlier, with the current staffing, a second unit must arrive to assemble an IAF. In the critical task analysis section of this report it has been established that a three-person crew will take approximately 2.5 minutes (2:30) longer to be prepared to enter a burning structure. One in five calls (20 percent) have the second engine arriving three minutes after the first and for one in ten calls (10 percent) the second unit is nearly four minutes (3:49). These delays allow the fire to gain a large amount of momentum that will require even more resources to control and significantly reduce the chances of survival for occupants and the ability of the fire department to limit damage. The only deployment that guarantees a rapid IAF on every fire will be to staff each unit with four personnel. Until system-wide staffing is at four persons per unit, it is possible to indicate which units have more exposure to this issue. Stations with two resources are not as critical as standalone units. Stations on the perimeter (FS04, FS06. FS08, EUC, and VILLAGE 8) have a greater chance of not having a second unit in a timely manner. Four-person crews at these locations should be given serious consideration. Effective Fire Force (EFF) The current performance for EFF is 82 percent (87percent in model). The 2030 workload and additional area to be covered reduces that performance to 78 percent. That reduction is effective reversed with the addition of EUC, however, as staffing and stations are increased to deal with First Unit Travel and IAF, EFF rises to over 90 percent. To accomplish this, an additional truck needs to be added and the EUC, BAYFRONT, and VILLAGE 8 fire stations need to be constructed to get to the 901h percentile. Ancillary Issues Dual use apparatus/cross staffing is a concept that can be used successfully for wildland engines, water tenders, and other specialty units. The ability of the department to quickly field wildland resources is important to the probability of extinguishing these fires while they are still small enough to do so without a large number of resources. Consideration in the construction of fire station for the parking for specialty apparatus should be undertaken and space for at least emergency services consulting 151 Chula Vista,CA-2010 Fire Facility/Deployment Master Plan three or four wildland specific resources (brush trucks, water tender, patrols) should be incorporated into the new fire stations that are being projected. 152 Chula Vista, CA-2010 Fire Facility/Deployment Master Plan Appendix A: Standards of Cover Much of the following materials have been adapted or directly quoted from the publication, Creating And Evaluating Standards Of Response Coverage For Fire Departments©, 4th Edition, Commission On Fire Accreditation International, Inc., Chantilly, VA. Additional materials have been added by Ron Coleman and Gene Begnell, two of the co-authors of the above noted publication. History In the early days of the fire service, there was not much reason to talk about response time. In the days of hose carts and bucket brigades, fire stations were based more on the limitations of the fire truck, or the means used of hauling the heavy equipment over distances. With hand- operated equipment, the distance was obviously limited. When the steam engine came into service, horses were used to pull the equipment from the station to the scene. In areas where full-time departments were created, generally in the large communities, the placement of fire stations became a public policy decision process. This was the first instance where time and distance were really given consideration in selecting the locations for stations. This required that fire stations be placed using some type of criteria. Beginning around 1850, with the creation of full-time fire departments, fire stations were originally staffed based on the existence of the earlier stations, which were essentially based upon neighborhoods and the location of volunteers. When new stations were required, one of the very first criterion was the idea that multiple fire stations needed to be spaced sufficiently apart so that the overall community was covered, and yet close enough together to be able to support one another. Because this criterion was based upon the use of horses to haul the equipment, it was natural to look to the capacity of these horse teams to arrive at an emergency in a relatively short time. Whether it was by intent or by accident, the numbers that were arrived at were fairly easy to understand: how far could a good team of fire horses haul a steamer in five minutes? At a gallop, horses pulled steamers about 1.5 miles in five minutes. This practice was discussed in the fire literature at the time, and was a widely accepted practice. For more than 40 years, the method of choice for responding was to continue to use horses. The fire service adopted automotive fire apparatus to replace the horses once the technology had been proven to be reliable. However, the transition was not short, nor was it universal. shl3mergency Services Consulting 153 tAI_z« leVV Chula Vista,CA-2010 Fire Facility/Deployment Master Plan There were many fire departments that operated horse-drawn apparatus for 25 years after the introduction of internal combustion engines. Therefore, the existing prevailing practice of site planning for fire stations was based upon the common practice of the 1.5-mile radius as a rule of thumb. In fact, the practice was also institutionalized by fire agencies that continued to use the criterion in spite of upgrades of roadways and traffic circulation systems. Influence of National Organizations on the Process With the creation of the fire grading system by the National Board of Fire Underwriters, the fire service was almost immediately affected by that group's establishment of an evaluation system that was somewhat based upon science and somewhat based on past practices. For example, the work that was done to create fire stream hydraulics was based upon very specific studies and considerable data. The fire flow figures developed for various construction types were based upon studying actual fire losses. The data was not as scientifically verifiable, but it was systematic. The grading schedule was designed to prevent urban conflagration, not to serve the day-to-day activities of a fire agency. Among the concepts incorporated into this system was the assumption that the 1.5-mile fire station radius was appropriate for use in that context. There is very little literature describing fire station siting studies from the early 1920s until the 1960s. At that time, there was an interest in the question of how to site and staff fire stations in heavily urbanized and highly impacted fire service agencies. Beginning in 1968, the Rand Institute developed a research project to study the variables of fire station response. This included a review of both time and distance factors. The Rand studies were too complex and difficult for local government, and fire service personnel, to fully understand. One group that did pay attention to this research was the International City/County Management Association (ICMA). As a result of a series of exchanges between the organization and the insurance industry, a concern was expressed that the insurance industry's criteria were antiquated and not consistent with contemporary issues facing the fire service. Several documents were produced challenging the assumptions of the insurance industry relative to fire station locations and methodologies. 154 Chula Vista, CA-2010 Fire Facility/Deployment Master Plan Role of International Association of Fire Chiefs and ICMA In 1986, the International Association of Fire Chiefs (IAFC) began developing the concept of fire department self-assessment after adopting a proposal established by Chief Ron Coleman, IAFC second vice president. The IAFC Executive Board adopted the creation of a task force to explore the concept. The intent of this project was to develop a more uniform method of evaluating fire defenses. The program's intended result was the development of an accreditation system for organizations that had met all of the categories, criterion, and performance indicators established within the system. The first meeting was held in Washington D.C. at the IAFC annual conference. The committee eventually grew to more than 50 persons, and was in the developmental process until 1997, when the Commission on Fire Accreditation International Inc. (CFAI) was formed. The Accreditation Task Force instituted a study of the methodology, which was introduced in the first edition of its Fire and Emergency Service Self- Assessment Manual. ICMA entered into a memorandum of agreement with the IAFC to advocate the concept of self- assessment. The CFAI Board of Trustees was established in 1997. The commission was created after nominations were received from agencies that were eligible to have a seat on the commission. The Fire and Emergency Service Self-Assessment Manual was published and copyrighted. The commission reviewed and granted accreditation to the first five agencies that had successfully completed the entire process. European Practices When CFAI began its research into the concept of having a standardized model for reviewing fire department deployment, it discovered that this concept had been in practice in many European fire departments since the end of World War II. Fire station location, in other parts of the industrial world, developed under slightly different conditions. In Europe, as a result of more national involvement of the provision of fire services, especially in the aftermath of World War II, there was a desire to set some standards. Right after World War II, the British fire service adopted a concept called Standards of Response Coverage. Between 1950 and the early 1980s, the British fire service adopted a series of standards that dealt with a wide variety of conditions ranging from rural to urban settings. shl3tnergency Services Consulting 155 tAI_z« leVV Chula Vista, CA-2010 Fire Facility/Deployment Master Plan Systems Approach The historical Standards of Cover (SOC) systems approach consists of the following eight components. 1. Existing deployment 2. Risk identification 3. Risk expectations 4. Service level objectives 5. Distribution 6. Concentration 7. Performance and reliability 8. Overall evaluation Together, these eight components provide the groundwork for adoption of system performance measurements. Current practices are changing the process slightly, with additional new components, which were present, but subtle before. Current thinking uses the following: 1. Overview of Existing Deployment All agencies have an existing policy, even if it is undocumented or adopted by the locally responsible elected officials. Originally, stations and equipment were situated to achieve certain expectations. How and why they were sited needs to be historically understood, described, and contrasted to proposed changes. A review of the facilities, equipment, and personnel in the existing system needs to be provided. One key issue in this phase is to determine or document services that are provided by the organization. Traditionally, fire departments have provided fire and rescue service, but many departments today also provide EMS, hazardous materials, and specialized services such as ARFF (aircraft), marine, or wildland services. 2. Risk Identification and Assessment Risk assessment consists of two key elements: • Probability: The likelihood that a particular event will occur within a given period of time. An event that occurs daily is highly probable. An event that occurs only once in a century is very unlikely. Probability is an estimate that an event will occur, and a prediction that it will be very close by in time, or sometime off in the future. • Consequence: Which has two components - life safety (the amount of emergency personnel and equipment to rescue or protect the lives from life-threatening situations) and economic impact (the losses of property, income, or irreplaceable assets). 156 Chula Vista,CA-2010 Fire Facility/Deployment Master Plan Risk Factors In order for a fire agency to make specific observations about the scope and complexity of its risk areas, it must have conducted a risk assessment. Among the key risk factors to be evaluated are: • Population/demographic factors such as density or aged populations. • Building/occupancy factors such as the relative risk to life and property resulting in a fire inherent in a specific occupancy or in a generic occupancy class. • Environmental factors such as floods zone, wildland fires, topographic issues, weather, and climatic conditions. • Infrastructure including transportations systems (road, rail, water, and air), water systems, communications, and support systems (traffic control, flood control, storm drains, levee systems, etc.) • Demand/service zones— areas used to define or limit management of a risk situation. • Community: Defined as the overall profile of the community based on the unique mixture of individual occupancy risks, demand zone risk levels, and the level of service provided to mitigate those risk levels. Risk must be assessed for each service provided. 3. Risk Expectations Before performance measures can be developed for a community, it is necessary to determine the expectations of the citizens within the community. For example, fire protection for a community could range from a single fire extinguisher placed at the center of town for everyone use, to having firefighters stationed at every corner. While neither of these extremes is likely, the answer for each community lies somewhere in between the two extremes. The point at which it lies is a community decision, and will likely be different in every community. The level of consequence that is acceptable to the community will dictate the level of resources that community is willing to provide to see that the acceptable threshold is not exceeded. After understanding the risks present in the community, what control measures do the citizens and elected officials expect? For example, does the agency confine the fire to the compartment of origin, area of origin, floor of origin, or building of origin? Some agencies in sparsely populated areas with long response times of 30 minutes or more might have to accept an exposure level of service, where the building fire does not spread to the adjoining forest and Emergency Services Consulting 157 Chula Vista,CA-2010 Fire Facility/Deployment Master Plan start a conflagration. In EMS, the department might expect to get a trauma patient to the designated trauma center within the first hour. 4. Service Level Typically, the level of service areas would be urban, suburban, rural, or undeveloped. This does not stop a community from combining areas or developing new ones. Each risk category found in a community should have an outcome expectation developed for it. Risks other than structure fires are typically EMS, special rescue such as confined space, hazardous materials, airports, and airplanes, etc. Deployment is measured and typified from two concepts, distribution and concentration, which are influenced by response time, and create an effective response force for each risk category for each service provided in each level of service defined... 5. Measurements of System Performance Distribution is locating geographically distributed, first-due resources for all-risk initial intervention. These station location(s) are needed to assure rapid deployment to minimize and terminate average, routine emergencies. Distribution is measured by the percentage of the jurisdiction covered by the first-due units within adopted public policy response times. Policies include benchmarks for intervention, such as arrival prior to or at flashover, or arrival on EMS incidents prior to brain death in cardiac arrest. From risk assessment and benchmark comparisons, the jurisdiction will use critical task analysis to identify needed resource distribution and staffing patterns. A sample distribution policy statement could be: For 90 percent of all incidents, the first-due unit shall arrive within five minutes total reflex time. The first-due unit shall be capable of advancing the first line for fire control or starting rescue or providing basic life support for medical incidents. Distribution statements have some very specific grammar and structure. They must have a fractile performance measure and a time measure—either total reflex or travel. Concentration is defined as the spacing of multiple resources arranged (close enough together) so that an initial effective response force can be assembled on scene within adopted public policy time frames. An initial effective response force is that which will most likely stop the escalation of the emergency for each risk type. 158 Chula Vista,CA-2010 Fire Facility/Deployment Master Plan For example, in urban/suburban areas, an initial effective response force is typically three to four units, all arriving within 10 minutes or less travel time. Such a response can stop the escalation of the emergency, even in a high-risk area. An initial effective response force is not necessarily the total number of units or personnel needed if the emergency escalated to the maximum potential. For example, if a building pre-planned for a worst case scenario has a fire flow of 4,000 gpm (gallon per minute), it is possible for the jurisdiction to plan an initial effective response force to provide the gpm necessary (say 1,500 gpm) to contain the fire to a reasonably sized compartment of origin for initial attack, and to have further planned for multiple alarms to fill in the remainder of the fire flow demands if initial attack is unsuccessful. Additional alarms or units could be planned from farther away, using automatic and mutual aid. If risk is well defined within areas smaller than a fire company first-due area (demand zone, run box, CAD response grid, etc.), then the initial effective response force should be planned for the predominant risk type found. Historical fire data is used to match predicated response staffing to prior incident history and department standard operating procedures. This method is commonly called critical tasking. Concentration is measured by risk category type — high-risk areas need second and third-due units in shorter time frames than in typical or low-risk areas. A sample standards of cover policy statement on concentration could be: That in a maximum risk area, an initial effective response force shall arrive within 10 minutes total reflex time, 90 percent of the time and be able to provide 1,500 gpm for fire fighting, or be able to handle a five-patient emergency medical incident. Concentration statements, like distribution statements, have very specific grammar and structure. They must have a fractile performance measure and a time measure - either total reflex or travel. The performance measure is for the initial effective response force that may not finish the job without additional help, but is designed to stop the escalation of the emergency. For example, the force (first alarm) is designed to stop fires, historically, found in each risk category, not the worst fire flow expected. The force may call for additional aid to help finish such tasks as overhaul, or to provide crew rest rotations. emergency services consulting 159 Chula Vista,CA-2010 Fire Facility/Deployment Master Plan Figure 101: Distribution/Concentration Matrix P R HIGH PROBABILITY C HIGH PROBABILITY LOW CONSEQUENCE o HIGH CONSEQUENCE O n B Medium C High A e n B Distribution t Low a Special L t LOW PROBABILITY i LOW PROBABILITY 0 T LOW CONSEQUENCE n HIGH CONSEQUENCE Y �j CONSEQUENCES Concentration pushes and pulls distribution; there is no one perfect mathematical solution. Each agency, after risk assessment and critical task analysis, must be able to quantify and articulate why its resource allocation methodology meets the governing body's adopted policies for initial effective intervention on both a first-due and multiple-unit basis. Performance Reliability This section looks at actual incident history data to measure historical performance. If your agency states it does something within X-minutes, Z percent of the time, does it? The reliability of the response system is evaluated. Does the agency frequently see multiple calls for service (stacked or queued calls), and do these degrade performance? Are there predictable times of the day, week, or year when queued calls occur? Can these occurrences be controlled or can peak hour staffing be used? For example, in some areas in the summer during extreme fire weather conditions, additional crews are placed into service for the worst part of the day. In a similar manner, EMS peak hour incident needs can be handled by additional, part-time units. In essence the methodology looks at outcomes and determines if the standard of coverage is achieving the community's expectations. 160 Chula Vista,CA-2010 Fire Facility/Deployment Master Plan 6. Critical Task Analysis The scene of an emergency is by definition, organized chaos. It is extremely important to study the sequence and nature of the primary or critical tasks that much be performed in order to bring the emergency to a positive conclusion. This is Critical Task Analysis. Use of this analysis will determine the number, type, and timing of needed resources to accomplish the tasks at hand. Because the equipment, training, procedures, and knowledge differ from one organization to another, this process should be accomplished by each organization as it moves through the SOC process. While most are similar, difference will occur. 7. Overall Evaluation Once all the individual standards of coverage factors are understood and measured, an overall, comprehensive evaluation must be conducted. This is where the professional fire officer's experience in his/her community is needed. We have all heard the term "garbage-in, garbage- out." Well, all the statistics may say one thing, but they may totally disagree with real world experience. If so, find out why and keep studying until the numbers come close to reality. Then based on good data, compare and contrast the study findings to community needs, expectations, and the ability to afford. All elected officials should be presented with a cost- benefit analysis, not just a demand for a change! The decision-making body should also adopt the performance measures identified in the process. 8. Compliance Methodology Finally, it is extremely important that a methodology is established for the continued measurement of performance and the adjustment of the delivery system when needed to attain the performance desired. This is accomplished by detailing the methodology that will be used in the evaluation of the organizations performance in the future. Good compliance system will have monthly, quarterly, and annual components to them as well as long term plans to revisit the entire SOC process. It is important to remember that, what gets measured; gets done. Summary Fire departments have been building fire stations and staffing them in this country for more than 250 years. Benjamin Franklin probably did not have much discussion about where to place his first fire company in Philadelphia. Today, there are a wide variety of reasons to place emphasis on this methodology. Among the top contenders for the prime reason is fire department Emergency Services Consulting 161 Chula Vista,CA-2010 Fire Facility/Deployment Master Plan performance in a contemporary fire service. Placement and staffing of fire companies is not as simple as it once was, but it is not as complicated as some would have it be. Standards of response coverage are merely a rational and systematic way of looking at the basic service provided by a fire agency - emergency services. 162 Chula Vista,CA-2010 Fire Facility/Deployment Master Plan Appendix 6: Deccan Software Deccan International, founded in 1995, is a software company focused on developing and applying practical, data based tools and analysis for enabling fire fighting, ambulance and 911, operations to become more efficient. Dr. Raj Nagaraj, Director of Engineering and Research, is an Industrial Engineer who has designed and managed award winning productivity improvement projects in all three types of operations. He has built a 20-year record of accomplishment using industrial engineering techniques to help ambulance operations, 911 communications centers, and fire departments reinvent their operations. CAD Analyst CAD Analyst is a Performance Analysis system. It is "mapping based" software that runs on the Windows environment using another program called Mapinfo. The CAD Analyst software is used to calculate workload and performance, then display the result in both text and graphic outputs. The User can adjust the criteria in the calculation to see what the overall and specific result would be when applied. The overall system performance is then shown in a text report. Performance for each grid is shown on a thematic (color coded) map. Workloads are shown in the same manner. CAD Analyst features include: • Workload and Response Performance calculator • Average Performance results • Fractal Performance results • Agency Level Performance results • Grid Specific Performance results • Printable maps and data for each criterion • Summary maps for workload and risk inputs. Users can print maps for each performance. Using CAD Analyst, the fire chief or any other user can analyze last year's workloads and response performances for rescue calls, during morning rush, in the weekdays, during the summer. The results would be available in just a few minutes with all of the detail. It is important to note that these calculations are based on the actual data/calls. These are not projections, estimates, or annualized factors. All calculations are run directly from the call database and contain the entire call data for each incident in the analysis. Here are specific examples of the software capabilities: Workload and Response Performance calculator: This feature that lets a User specify the specific days-of-the-week, times-of-the-day, seasons of the year, and incident type groups to be calculated. CAD Analyst then extracts the incidents during that time period for the type(s) of calls indicated and displays the results thematically in a map. Additionally, the User can emergency services consulting 163 Chula Vista, CA-2010 Fire Facility/Deployment Master Plan change the time standards for each of the pre-identified interval in the response standards adopted by the City and recalculate the performance. WorkLoad And Response F' —Time Period— Criteria— By Day Served 911 Call Processing Time: ffw By Date First Unik Turnout: 100 Day Of Week: Month Year: Hour Block: First Unit Travel Time 4:00 Sunday n Midnight to 1 am First Unit Call Receipt to OnScene: 600 Monday June 2009 lam to tam Second Unit Call Receipt to OnScene: 10:00 Tuesday tam to Sam First Unit Assign to OnScene: 700 Wednesday August 2009 Sam to 4am First Engine Call Receipt to OnScene: 600 Thursday September 2009 4am to 5am First Engine Dispatch to OnScene: 7:00 Friday October 2009 5am to Gam Second Engine Call Receipt to OnScene: 1000 Saturday am to lam y `� Second Engine Dispatch to 0nScene: 1000 First Truck Call Receipt to OnScene: 10:00 Incident Type Groups First Paramedic Dispatch to OnScene: 1030 5ucture Fire Commercial Initial Attack Force(E,4FF)Assign to OnScene: F7 00 Structure Fire Multi family EFF(E,22FF)Call Receipt to OnScene: 1 Structure Fire Residential EFF(E,14FF)Call Reciept to OnScene: 10:00 Aid EFF(E,14FF)Enrte to OnScene: 8:00 BLS Calls'Medic al Aid EFF(E,14FF)Dispatch to OnScene: r 900 EFF(E,23FF)Call Receipt to OnScene: 1000 Vehicle Fire Incidents EFF(E,23FF)Enrte to OnScene: 8:00 Brush Fire Incidents EFF Call Receipt to OnScene on Rescue Calls: 1000 Hazardous Material incidents Alarms First AMR ALS Unit Dispatch to OnScene: 1000 Bomb Incidents First AMR BLS Unit Dispatch to OnScene: 2000 Non-Emergencies Other-Emergencies Other Fire Incidents PDGs Station Area for Station 51 Station Area for Station 52 Station Area for Station 53 Skakion Area for Skakion 54 CheckValues Analyze Analyze Later Cancel Station Area for Station 55 Station Area for Station 56 Skakion Area for Station 57 Station Area for Station 58 Station Area for Station 59 This tool allow the user to formulate a matrix of performance that shows the current performance and can be used in the "Standards of Cover' process to determine the exact nature of the proposed service level if it has not been achieved. For example: If the performance measure is the 901h percentile and the current performance is less than 90. The user can continue to change the test value until the 901h percentile is reach. This will demonstrate the performance gap that existing with the current resources/deployment. 164 Chula Vista, CA-2010 Fire Facility/Deployment Master Plan Average Performance. The software lets a user look at specific response type performances such as average First Unit, First Ambulance, First Truck, Second Engine on scene, and shows the performance in both time and percentage for both the system-wide and grid level. The performances are thematically displayed in an easy to understand manner. Green means performance with the standard chosen and red indicates performance greater than the standard chosen. f� J A M417 \ AM416 T1 cos � k � FSU6 F \ F501 415 � g�9 FF F1 IF f � F� - FFFFFFF �_�EF rrn �FFFF Ff C r« 2rf n Ma o Legend First Unit Travel Time Average Performance Served Over 06:30 Served 04:30 To 06:30 ❑ Served 04:00 To 04:30 ❑ Served 03:30 To 04:00 ❑ Served 02:30 To 03:30 0 Served Under 02:30 ❑ No Incidenks Emergency Services Consulting 165 � f wtwl14� Chula Vista, CA-2010 Fire Facility/Deployment Master Plan Fractal Performance. Similar to average performance except that performance is calculated based on the ranking of the calls rather than to averaging of the data. In this case, a score of 80 percent means that 8 out of 10 calls actually meet the criteria. In the average performance, all the calls were averaged and the combined score used in the calculation. Fractal performance is a much higher standard to achieve. It also has a diminishing return on investment of resources. f� J F-- yAM417 � ( � AM416 16 ✓ � "412 F508 420 n n Fs01 rs64 4M 2 415 '�M414 � rsos Fsos F FF F1 F1 - FI OFF TF TTfTI - FFF r -MT F F�FFF MO rk:FFn F[FFk— � o - 1 1 First Unit Travel Time Percentage Performance 0 90%To 100% (70) ❑ 80 To 90 (50) ❑ 70 To 80 (53) ❑ 50 To 70 (59) 0 0 To 50 (59) ❑ No Incidents (23) 166 Chula Vista, CA-2010 Fire Facility/Deployment Master Plan Specific Performance. Through the use of the Zoom button the User can zoom into a particular area of the response area, and views all the incidents in that zone. Each incident is colored- coded to show what type of call it is. The first call for that location is labeled. The User can click on the call to get all details on that incident including incident number, date of incident, location, etc. District Level Data 0 Mapinfo Professional-[CADAnalyst Scenario"January 2009 thru December 2009-Core Emergencies":Detail of RespZ] File Edit Tools Objects Query Table Options Map Window Help i s gl RI ^i II CRS -±J* ® �i �c ® o a� +I A I B I C D I E I F I G I H I I I J I K L I M I N 0 P 10 1 R I S U I V I I TA I A I B I C I t I I I G I H I I I J I K I L Y •ALS A LS LS } 0 0 LS • LS LS NL9 �A� s LS rZ Vl�gO� m 1 LS , 51E17a v 507 5 7 LS i LS LS S 51 E18 LS F 9T ¢ LS LS LS S 6 � LS S m G 'C�SyS"C S 51 E17 LS LS LD LS S' LS ym m LS 51 El 7b 5�1 O LS S LS m 1 } S } tY, S LS } * LS EiT 5 12 } V l S ► S S S LS a 51 E4 LS S S fxs LS onnMF LS IV LS 51E14 S LS �ripps Mem Hospit� LS Scenario D- 5 L a Scenario:January 2009 thru December 2009-Core Emergencies ^ LS INCIDENTS REVIEWED: Days of Week: All;Hour Blocks: All;Month Year:January 2009 thru December 2009 PST PST Incident Type Groups: "s LS Structure Fire Commercial,Structure Fire Multi family,Structure Fire Residential LS AILS Calls-Medical Aid,Rescue Incidents,Structure Fire Commercial Multi Family PDGsAnalysed: 51E 6 All Performance across all analysed areas: Incidents • AILS Calls-Medical Aid TOTAL INCIDENTS REVIEWED:11580 Rescue Incidents Across Served Service Area: • Structure Fire Commercial • Structure Fire Commercial Multi Family NUMBER OF INCIDENTS:11006 • Structure Fire Multi family • Structure Fire Residential [A 911 Call Processing Time<=:01:00:52%(10781).Avg 01:12. E First Unit Turnout <=:01:00 41%[10748].Avg 01:10. First Unit Travel Time<=:04:00:73%[10532].Avg 03:16. [D]First Unit Call Receipt to 0-Scene<=:06:00:63%[10497]. Avg 05:38. v SPSme ww.d rgency Services Consulting 167 SP E-8 Chula Vista,CA-2010 Fire Facility/Deployment Master Plan Incident Data Level Response Zone/Apparabus/Station Info .................................................... IncTimeLoc: IncidentNo CV09016288 Date 11129!2009 Time 15:13 Address:446 F ST Chula Vista.Grid:CHV51-NSR- IncType: (Medical Aid 1--Unknown Problem(Man Down)(Ll))DispCode:10-Acute/M Lineup: CVT51(00:00),AM414(03:51) PDetails: CallProc 00:00,FURpOs 00:00,SURpOs 03:51,FUAsOs 00:00,FTRpOs 00:00,FParaDpOs 03:51,FALSDpOs 03:51 IncDefak: DayWeek 1 Call Source Cancellnc F Analyze T IncTypGrp: ALS 4C > Lisf Scenariolncidents All of the data resides within the system. Location, time, date, units that responded, timeframes that it took to process the call, have unit go Enroute, arrive at scene and the total amount of time units where committed to this incident. Fire/EMS ADAM Fire/EMS ADAM is a Deployment Analysis system. Using the results derived from CAD Analyst, Deccan creates the appropriate workloads for each grid and travel speeds for each unit type and geographic area. Then, using a street map, the computer calculates the response time (based on actual performance in the past) as well as each current and proposed fire station locations. The model is then calibrated, so that response performance projections for the current location scenario closely match actual recorded performance in CAD Analyst. The software is now ready to model changes in the deployment. Fire/EMS ADAM runs in the Windows environment. It, like CAD Analyst, runs within another program called Mapinfo (GIS program). The program enables the user to specify alternate fire apparatus types and/or locations by merely "dragging" apparatus with a mouse from one location to another or by using interface windows. The software then automatically recalculates and graphically displays response performance for each of the time standards in each of the pre-identified intervals for the response standards adopted by the City. Fire/EMS ADAM features include: • The model uses real data to provide estimates. The software estimates call-to-scene times for new location scenarios based on past history, with assumptions related such things as speed limits or grade included based on the users preferences. Travel distances are based on the actual or proposed street system and not "as the crow flies." The estimates for apparatus workloads (run-loads and apparatus availability) for new location scenarios are based on the actual, historical distribution of incidents. Several different base maps can be used for planning activities and the impacts of future transportation links. • Calculates both average and fractal response performance to each zone or grid within the service area. Criteria for each grid is based on the risk level assigned to the specific 168 Chula Vista, CA-2010 Fire Facility/Deployment Master Plan grid rather than some overall calculation. • Displays separate response performances for fire, medical incidents, rescue and wildland as defined by the user (up to 40 parameters). • User can delete, save, retrieve and even build upon each of the different analysis scenarios. With the add-on software from ESCi, scenarios can be compared directly with outputs showing only the changes between the two scenarios. • The software produces color-coded outputs for Hazard Class (risk), Workload, First Due Units, and Performance or the ability of that area to be served with the response time goals. Risk Categories AM417 C15 AM41fi AM412 #501 fSOA 4FS02 AM419 l , 1 1 503 1 X505 os Hazard Analysis — ❑ Risk Not Assigned ❑ SFNormal ❑ SFHigh Invalid Risk Value F-1 Emergency Services Consulting 169 � t1ww.d Chula Vista, CA-2010 Fire Facility/Deployment Master Plan Workload Outputs AM417 C15 AM416 AM 12 501 $04 502 AM415 AM414 503 505 os AL. CallsVWorkloads Dist 200 ko 701 [9) 82 ko 200 [65) ❑ 32 ko 82 [113) ❑ 0 ko 32 (127) 170 Chula Vista, CA-2010 Fire Facility/Deployment Master Plan First Due Areas (Engine first due areas shown for baseline deployment) AM417 C15 AM416 S06 AM412� 1 568 1 S01 i - 104 11 y Af4415 � 1 1 S97 / A 1 S03 505 C� os — AM413 D30 rEngine First Due Areas E51 E52 E53 E54 ❑ E55 ❑ E56 E57 E58 NCE31 NCE34 ❑ NoAccess SDE6 Emergency Services Consulting 171 � t1ww.d Chula Vista, CA-2010 Fire Facility/Deployment Master Plan Performance (First Unit on ALS calls) AM411 cis AM416 AM412 S0l SO4 So, AM415 1 Rrr14'I4� ` 1 `11.... SO I 505 U i D6 90oTo100P 80%To 90% ❑ 70%To 80% ❑ 50%To 70% 0%To 50% ❑ No Access Response Zone/Apparatus/Station Info Fx) Respzone: 521`4 Description: 52F4-First due area for Station 52 StrufireHazard: SFNormal AlsHazard:ALSNormal RescueHazard: RESNormal PD G: 52 CLASS: Served NO ACCESS: F Incidents:ALS 90,Rescue 0;StruFire 2;Other 8 Respapp:ALS E52,AM415,E53,AM65R;Rescue E52,AM415,B51,T51;StruFire E52,E53,B51,E51,E54,E55,T51,NCE31 App_miles:ALS 0.77,0.69,2.5,12;Rescue 0.77,0.69,3.,3.;StruFire 0.77,2.5,3.,3.,3.1,2.9,3.,3.7 App_mins:ALS 4:24,5:32,7:15,24:16;Rescue 4:40,6:04,9:07,10:35,StruFire 4:12,6:42,7:34,7:54,7:56,7:56,8:09,8:13 App_odds:ALS 84%,36%,0%,0%,Rescue 83%,46%,0%,1%,StruFire 20%,0%,0%,0%,0%,0%,0%,0% Perfrmance: FURpOsA<=6:00:84%,FIJEnOsA<=4:00:92%,FLIA.sOsA<=7:00:99%,FParaDpOsA<=10:30:99%,FALSDpOsA<=1 Centx: 6,854,163.074646825 Centy: 1,325,559.729633336 Tiger id: 100002119 RowNo: 53 « —1-1i List Respzone 172 Legend Census Tracts Count of Age 65 and up October 9th,2013 City of Chula Vista Mayor Cheryl Cox& Councli members 276 FourthAvenue Chula Vista,CA 91910 RE:City of Chula Vista Fire Department Fire Facility Master Plan Dear Honorable Mayor and Councilmembers, On behalf of the Chula Vista Chamber of Commerce Ye are pleased to present to you our formal letter of support for the City of Chula Vista for the Chula Vista Fire Department new Fire Master Plan- The Chula Vista Fire Department currently utilizes a Fire Facility,Folaster Plan that was created over 15 years ago, in 1997.The new Fire Facility Master Plan contemplated and includes for maintaining and providing Fire and BAS services to the community, off budget forecasting, elements needed for our Accreditation process,and to maintain firefighter safety-The Plan adopts an 11 station build out model and a five minute response time for the first arriving unit meets the current General holanagement Oversight Committee threshold,adopts the National Fire Protection Association's standard for the Effective Fire Force,and a four person staffing moidel- In general,the Plan will significantly enhance the efficacy of the department and aligns the path fonvrard with our mission- . .- . q The update of this, and other facilities master plans that are in.process with the City are also of considerable interest to the City's recovering development industry-The Chamberwould encourage the City Staff to continue to engage the building industry on these plan updates and to carefully consider their input and address their cancems in • formulating a final plan for the Council's consideration- The Chula Vista Chamber of Commerce is an 86-year old organization that serves as the "Business Voice of the Chula Vista businesses that provides jobs, generate tax reldenue, build infrastructure, and provide services for the City of Chula Vista- Our members are the key contributors to the Chula Vista's economy and have helped foster growth,of ne%qr businesses and commerce throughout the region_ Sincerely,. C��,siaoh: CEO 233 Fourth Avenue Chula Vista,CA 91910 1 619.420.6603 i fax 619.420.1269 www.chulavistachamber.org ATTACHMENT Cost Proiections This deployment plan for the Chula Vista Fire Department provides several scenarios for changes in resource deployment in the future. Those scenarios involving new stations, apparatus or personnel are provided with associated cost projections in this section of the report. It should be noted that our cost projections are being provided in today's dollar values, with no additional inflationary increases based on changes in consumer price index. This methodology is chosen to provide today's elected officials with the opportunity to evaluate the cost of the planning strategies in today's terms and dollars. Actual cost of any component of the master plan, therefore, could be different at the point in the future when the specific action is implemented. The assumptions used in the cost projection are as follows: • Each new fire station that is intended to house a truck company is estimated at 12,500 square feet. This includes three drive-through bays and living space for up to twelve personnel. Cost is estimated at $450 per square foot'. • Each new fire station that is intended to house an engine company, but no truck company, is estimated at 9,500 square feet. This includes two drive-through bays and living space for up to eight personnel. Cost is estimated at $450 per square foot. • Land acquisition through development agreements may be possible, so no specific land acquisition costs have been projected here. • Cost for purchase of each new engine is projected at $565,000 • Cost for purchase of each new ladder truck is projected at $1,200,000 • Cost for associated equipment (hose, SCBA, tools, etc.) for each new apparatus has been projected at $200,000 • Cost for station operation (supplies, utilities, maintenance) is projected at $4.41 per square foot annually. ' Square footage cost averaged from other previous station projects in the region. • Annual cost for each position includes mid-range salary and all benefits. Costs are projected as follows: • Fire Captain- $145,691 • Fire Engineer- $127,481 • Firefighter- $111,666 • Leave ratios are calculated in these projections, resulting in a total of full-time equivalencies for each of the positions shown. This indicates the relative number of FTE's necessary to provide the quantity of on-duty staffing indicated. Leave ratios are calculated at 30%. The following table projects the capital cost and one year of annual operating costs for each scenario. Figure 1: Cost Projections — Scenario Three SCENARIO THREE COST PROJECTIONS New EUC Area Fire Station Design/Build 12,500 sq ft $ 5,625,000 Furnishings $ 35,000 Land Acquisition not included Engine 1 $ 565,000 Ladder truck 1 $ 1,200,000 Apparatus Equipment $ 400,000 Capital Costs $ 7,825,000 Fire Captain 7.8 $ 1,136,390 Fire Engineer 7.8 $ 994,352 Firefighter 11.7 $ 1,306,492 Utilities, Maintenance, Supplies $ 55,125 New Operating Costs $ 3,492,359 Remodel Station 4 for Ladder Truck 7 Relocation Design/Build Addition 9,500 sq ft $ 4,275,000 Furnishings 1 $ 10,000 Land Acquisition not necessary Capital Costs $ 4,285,000 Utilities, Maintenance, Supplies $ 41,895 New Operating Costs $ 41,895 Four-Person Staffing at Fire Station 6 Firefighter 3.9 $ 435,497 New Operating Costs $ 435,497 TOTAL SCENARIO THREE CAPITAL COSTS 1 $ 12,110,000 TOTAL SCENARIO THREE NEW OPERATING COSTS 1 $ 3,969,751 Figure 2: Cost Projections —Scenario Four SCENARIO FOUR COST PROJECTIONS New BayfrontArea Fire Station Design/Build 12,500 sq ft $ 5,625,000 Furnishings $ 35,000 Land Acquisition not included Engine 1 $ 565,000 Ladder truck 1 $ 1,200,000 Apparatus Equipment $ 400,000 Capital Costs $ 7,825,000 Fire Captain 7.8 $ 1,136,390 Fire Engineer 7.8 $ 994,352 Firefighter 11.7 $ 1,306,492 Utilities, Maintenance, Supplies $ 55,125 New Operating Costs $ 3,492,359 Close Oneida Area Fire Station-Redeploy Apparatus Surplus Building Land Disposal I not included Reduced Utilities, Maintenance, Supplies $ (41,895) Decreased Operating Costs $ 41,895 Four-Person Staffing at Fire Station 8 Firefighter 3.9 $ 435,497 New Operating Costs $ 435,497 TOTAL SCENARIO FOUR CAPITAL COSTS 1 $ 7,825,000 TOTAL SCENARIO FOUR NEW OPERATING COSTS $ 3,885,961 Figure 3: Cost Projections —Scenario Five SCENARIO FIVE COST PROJECTIONS New Village 8 Area Fire Station Design/Build 9,594,275,999 Furnishings 1 $ 35,000 Land Acquisition not included Engine 1 $ 565,000 Ladder truck 0 $ - Apparatus Equipment $ 200,000 Capital Costs $ 5,075,000 Fire Captain 3.9 $ 568,195 Fire Engineer 3.9 $ 497,176 Firefighter 7.8 $ 870,995 Utilities, Maintenance, Supplies $ 41,895 New Operating Costs $ 1,978,261 TOTAL SCENARIO FIVE CAPITAL COSTS $ X66 TOTAL SCENARIO FIVE NEW OPERATING COSTS $ 1,978,261 *Note: Correction to the figures above under Design/Build, it should be: 12,500 St ft, Cost $5,625,000 Total Capital Cost: $6,425,000 Figure 4: Cost Projections — Scenario Six SCENARIO SIX COST PROJECTIONS Four-Person Staffing at Fire Stations 2, 3, 5 and 7 Firefighter 1 15.61 $ 1,741,990 New Operating Costs $ 1,741,990 TOTAL SCENARIO THREE NEW OPERATING COSTS $ 1,741,990 In an effort to provide a broad look at the overall cost projections of the deployment scenarios, the following table is provided. This table summarizes the total capital cost of all facility and apparatus improvements, along with a one-year look at annual operating costs for the station and staffing identified in the recommended strategy. Again, the operating cost projections are for one full year of operation only. Figure 5: Total Deployment Strategy Cost Projection Summary Table Full Buildout Capital and Operating Cost Projection Summary Deployment Strategy Projection Capital Operating SCENARIO THREE COST PROJECTIONS $ 12,110,000 $ 3,969,751 SCENARIO FOUR COST PROJECTIONS $ 7,825,000 $ 3,885,961 SCENARIO FIVE COST PROJECTIONS $ 5,075,000 $ 1,978,261 SCENARIO SIXCOST PROJECTIONS $ 1,741,990 TOTAL BUILDOUT COST PROJECTION * $ 25,010,000 $ 11,575,963 projected at current values _ City of Chula Vista CITE VA Legislation Details (With Text) File#: 14-0033 Name: Type: Mayoral Report Status: Agenda Ready File created: 1/21/2014 In control: City Council On agenda: 1/28/2014 Final action: Title: RATIFICATION OF APPOINTMENT OF ROSA MARIA ROBLES TO THE BOARD OF ETHICS Sponsors: Indexes: Code sections: Attachments: Item 9 - Memorandum Date Ver. Action By Action Result RATIFICATION OF APPOINTMENT OF ROSA MARIA ROBLES TO THE BOARD OF ETHICS City of Chula Vista Page 1 of 1 Printed on 1/23/2014 powered by LegistarT"" Mayor and City Council City Of Chula Vista 276 Fourth Avenue � ! Chula Vista, Ca 91910 CITY OF 619.691.5044—619.476.5379 Fax MEMO CHUi:A VISTA January 21, 2014 TO: Kerry Bigelow, Senior Deputy City Clerk Sheree Kansas, Deputy City-Clerk CC: City Council Simon Silva, Board of Ethics Staff Liaison Joyce Malveaux, Board of Ethics Secretary Jill Maland, Assistant Cit y Attorney VIA: Mayor Cheryl Cox,l (,� j{ FROM: Jennifer Quijano, Constituent Services Manager RE: Board of Ethics Appointment Board of Ethics applicants are interviewed by two outside City Managers in accordance with the process approved by City Council and with the General Rules for Boards & Commissions (see below). 2.25.040 Membership —Applications; interview, nomination and appointment process D. The Mayor shall forward applications for membership on the Board of Ethics to a panel consisting of at least two City Managers from cities in San Diego County, excluding Chula Vista. The panel shall review the applications, interview applicants, and make a recommendation} to the City Council for appointment. On June 13, 2013, Leslie Deese, City Manager of National City and Gary Brown, City Manager of Imperial Beach conducted interviews to fill a vacancy in which they interviewed five applicants. 'Ms. Deese and M_r. Brown-selected an applicant to fill the vacancy and made two recommendations for future vacancies on the Board of Ethics (See attached Memo). Todd Glanz's resignation from the Board of Ethics was accepted by the City Council on December 10. Ms. Deese and Mr. Brown's next recommendation is Rosa Maria Robles. Ms. Robles confirmed her interest in serving on the Board of Ethics. Please place this item on the January 28, 2014 Council agenda for ratification of Ms. Robles to fill the vacant seat on the Board of Ethics. Thank you. Mayor and City Council City Of Chula Vista 276 Fourth Avenue Chula Vista,Ca 91910 CITY OF 619.691.5044—619.476.5379 Fax MEMO CHUiLA VISTA dune ig, 2013 TO: City Council Donna Norris, City Clerk Kerry Bigelow, Senior Deputy City Clerk CC: Simon Silva, Board of Ethics Staff Liaison Joyce.Malveaux, Board of Ethics Secretary -Jill Maland, Assistant City Attorney VIA: Mayor Cheryl Cox/�C; L 1 FROM: Jennifer Quijano, Constituent,Services Mana l er- RE: Board of Ethics Appointment Felicia,Starr termed out from the Board of Ethics. Board of Ethics applicants are interviewed by two outside_City.Managers in accordance with the process approved by City Council and with the General Rules for Boards & Commissions (see below). 2.25.040 Membership --Applications; interview, nomination and appointment process D. The Mayor shall forward applications for membership on the Board -of Ethics to a panel consisting of at least two City-Managers from cities in San Diego County,.excluding Chula Vista: The panel shall review the applications,.interview-applicants, and make a .recommendation to the City Council for appointment. Leslie Deese, City Manager of National City and Gary Brown, City Manager of Imperial Beach conducted interviews on June 13, 2013 in which they interviewed five applicants. Ms. Deese and Mr. Brown recommend to the City Council W. Brent Livingston (see attached application) for, appointment.to the current vacancy on the Board of Ethics replacing Felicia Starr.- Please place_ this item on,t_he July 9, 2013 Council agenda for ratification. Ms. Deese and'Mr. Brown also-recommend Ms. Rosa Maria Robles as their second choice and Mr. Victor Esquer-as their third choice for future vacancies on the Board of Ethics.. Thank you.. # City of Chula Vista GIN Of VTA Legislation Details (With Text) File M 14-0030 Name: Type: Councilmember Report Status: Agenda Ready File created: 1/21/2014 In control: City Council On agenda: 1/28/2014 Final action: Title: Councilmember Bensoussan: Request for consensus to agendize for City Council consideration at the next Council meeting the following items: A. Discussion of a potential November 2014 ballot measure to repeal or modify Prop G regarding City participation in Project Labor Agreements; and B. Discussion of a potential policy relating to prevailing wage, living wage, or minimum wage. Sponsors: Indexes: Code sections: Attachments: Date Ver. Action By Action Result Councilmember Bensoussan: Request for consensus to agendize for City Council consideration at the next Council meeting the following items: A. Discussion of a potential November 2014 ballot measure to repeal or modify Prop G regarding City participation in Project Labor Agreements; and B. Discussion of a potential policy relating to prevailing wage, living wage, or minimum wage. City of Chula Vista Page 1 of 1 Printed on 1/23/2014 _ City of Chula Vista QTR CHVIAVISTA Legislation Details (With Text) File#: 14-0041 Name: Type: Closed Session Item Status: Agenda Ready File created: 1/23/2014 In control: City Council On agenda: 1/28/2014 Final action: Title: CONFERENCE WITH LEGAL COUNSEL REGARDING EXISTING LITIGATION PURSUANT TO GOVERNMENT CODE SECTION 54956.9 (a) City of Chula Vista v. Bay& E, Inc., et al., San Diego Superior Court, Case No. 37-2013-00055103- CU-MC-CTL Sponsors: Indexes: Code sections: Attachments: Date Ver. Action By Action Result CONFERENCE WITH LEGAL COUNSEL REGARDING EXISTING LITIGATION PURSUANT TO GOVERNMENT CODE SECTION 54956.9 (a) Cit-y of Chula Vista v. Ba-y & E, Inc., et al, San Diego Superior Court, Case No. 37-2013- 00055103-CU-M C-CTL City of Chula Vista Page 1 of 1 Printed on 1/23/2014 powered by LegistarT""