Loading...
HomeMy WebLinkAboutAgenda Packet 2004/09/07 I declare under penalty of perjury that I am employed by the City of Chula Vista in the Office of the City Clerk and that I posted this document on the bulletin board according to Brown Act requirements. CITY OF CHULA VWJt~ q ~ lOll Si ned ';)}V/JL ~ttl~j.- ADJOURNED REGULAR MEETING OF THE CITY COU~CIL AGENDA September 7, 2004 6:00 P.M. Council Chambers 276 Fourth Avenue CALL TO ORDER ROLL CALL: Councilmembers: Davis, McCann, Rindone, Salas, and Mayor Padilla 1. CONSIDERATION OF APPROVAL OF THE FIRE DEPARTMENT'S STRATEGIC BUSINESS PLAN IN CONCEPT, AUTHORIZATION OF THE RELEASE OF A REQUEST FOR PROPOSAL FOR A FIRE FACILITY MASTER PLAN STUDY, AND APPROPRIATION OF $40,000 FOR AN ADVANCE LIFE SUPPORT AND AMBULANCE TRANSPORT STUDY On March 16, 2004, the City Council authorized the Fire Department to contract with Weidner Consulting Inc. to develop a Strategic Business Plan. The Fire Department is pleased to present the plan, which internally aligns staff resources and positions within the Fire Department to achieve mission-oriented results. (Fire Chief) Staff recommendation: Council adopt the following resolution: RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA ACCEPTING THE FIRE DEPARTMENT'S STRATEGIC BUSINESS PLAN IN CONCEPT, AUTHORIZING RELEASE OF A REQUEST FOR PROPOSAL FOR A FIRE FACILITY MASTER PLAN STUDY, APPROPRIATING $40,000 FOR AN ADVANCE LIFE SUPPORT AND AMBULANCE TRANSPORT STUDY, AUTHORIZING THE CITY MANAGER TO EXECUTE SAID AGREEMENTS (4/5THS VOTE REQUIRED) ORAL COMMUNICATIONS Persons speaking during Oral Communications 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 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. COMPLIANCE WITH AMERICANS WITH DISABILITIES ACT The City of Chula Vista, in complying with the Americans with Disabilities Act (ADA), requests individuals who may need special accommodation to access, attend and/or participate in a City meeting, activity or service to contact the City Clerk's Office (619) 691-5041 for specific information on existing resources or programs that may be available for such accommodation. Please call at least forty-eight hours in advance for meetings and five days in advance for schedule services and activities. 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). 2. CONFERENCE WITH LABOR NEGOTIATORS PURSUANT TO GOVERNMENT CODE 54957.6 . Agency designated representatives: Sharon Marshall, Marcia Raskin, David D. Rowlands, Jr. . Employee organization: Police Officers Association ADJOURNMENT to an Adjourned Regular Meeting on September 9, 2004, at 4:00 p.m., in the Council Chambers, and thence to the Regular Meeting of September 14, 2004 at 6:00 p.m. in the Council Chambers. COMPLIANCE WITH AMERlCANS WITH DISABILITIES ACT The City of Chula Vista, in complying with the Americans with Disabilities Act (ADA), requests individuals who may need special accommodation to access, attend and/or participate in a City meeting, activity or service to contact the City Clerk's Office (619) 691-5041 for specific information on existing resources or programs that may be available for such accommodation. Please call at least forty-eight hours in advance fnrmeetin\?~ ami five ciav~ in !lrlv:mC'.p. fnT~('.hp.rl111p ~PTV;(,"'<! !Inn ",...tiviti..q / COUNCIL AGENDA STATEMENT ) Item: Meeting Date: 09/07/04 ITEM TITLE: RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA ACCEPTING THE FIRE DEPARTMENT'S STRATEGIC BUSINESS PLAN IN CONCEPT AND AUTHORIZING RELEASE OF A REQUEST FOR PROPOSAL FOR A FIRE FACILITY MASTER PLAN STUDY AND APPROPRIATING $40,000 FOR AN ADVANCE LIFE SUPPORT AND AMBULANCE TRANSPORT STUDY AND AUTHORIZING THE CITY MANAGER TO EXECUTE SAID AGREEMENTS SUBMITTED BY: Fire Chief'S:>t>.'¥ REVIEWED BY: City Manage~ (4/5ths Vote: Yes X No -> On March 16,2004, the City Council authorized the Fire Department to contract with Weidner Consulting Inc. to develop a Strategic Business Plan. The Fire Department is pleased to present the plan, which internally aligns staff resources and positions within the Fire Department to achieve mission-oriented results. RECOMMENDATION: That the City Council: 1) Approving the Fire Department's Strategic Business Plan in concept and authorize release of a request for proposal for a Fire Facility Master Plan Study and appropriating $40,000 for an Advance Life Support and Ambulance Transport Study and authorize the City Manager to execute said agreements. The Facility Master Plan Study will be paid for from the Public Facilities Development Impact Fund. Sufficient funds have been appropriated in the FY 2004-05 budget to complete the study. No appropriation is necessary. J - ( _......- -..--.....--.- ....-..-... 2) Implementation and required appropriation actions will be forthcoming to the City Council later this month to amend the FY 2005 budget and appropriate unanticipated funds from the state in the amount of $125,000 and $368,690 from the available balance of the general fund to add 1.0 Captain, 1.0 Engineer, 1.0 Secretary, 1.0 Senior Office Specialist, 1.0 Office Specialist, 1.0 Facility and Supply Specialist, 1.0 Community Education Specialist and 1.0 Public Safety Analyst to the Fire Department and related services and supplies. 3) Implementation and required appropriation actions will be forthcoming to the City Council later this month to amend the FY 2005 Fire Department budget and appropriate $204,500 from the available balance of the Public Facilities Development Impact Fund to purchase and outfit one Battalion Chiefs command suburban, four pick-up trucks, one stake bed truck with lift gate, related furnishings and uniforms and equipment and authorize the purchasing agent to execute said agreement. BOARDS/COMMISSIONS RECOMMENDATION: N/A BACKGROUND: Growth continues to have an impact on the services provided by the Fire Department and its resources. The pace of growth, and the resulting transformation of the community, presents challenges that must be met with a comprehensive management approach to ensure the optimal delivery of fire services. In an effort to achieve this result, the Fire Chief recommended that the Department develop a Strategic Business Plan using the Managing for Results framework developed by Weidner Consulting Inc. This framework has enabled the department to develop a performance based management system. This management system focuses on aligning people and resources for the purpose of achieving results for Customers. DISCUSSION: The pace of growth, and the transition of the community to a suburban designation with an urban core, presents challenges that must be met with a comprehensive management approach. The Fire Department is pleased to present the Department's strategic plan for 2004 - 2010. This plan represents the beginning of a new way of doing business in the Chula Vista Fire Department. Fire Management and Labor partnered to develop a vision and a plan to achieve results for our Customers - the City of Chula Vista. The document was developed using the input provided by fire department personnel during pre-facilitations sessions and the Weidner Managing for Results process, which focuses on the results for our Customers. It clearly identifies the critical issues facing the Fire Department and the Chula Vista community, and sets achievable and measurable goals and performance measures. The document identifies the Fire 1- J- Department's Mission, Lines of Business, and Programs and Services. The Fire Department believes this will be a very valuable document, which will build an understanding of the Fire Department's daily operations, responsibilities and services demands. The Strategic Business Plan was carefully crafted to provide the following: · Structure the Fire Department around results and align programs and staff to achieve the critical Strategic Goals. · Organize in the best possible way to demonstrate the Department's desired results and tell their story of challenges and accomplishments to the community, and thereby demonstrate accountability. · Create a Family of Measures© for each program, which includes Results, Outputs, Demand, and Efficiency measures. · Create a performance-based organization which has the information needed to make decisions in a high-growth, fast paced community environment · Create the foundation for future implementation of performance-based budgeting, performance-based contracting, and employee performance planning. Participation The Managing for Results framework developed by the Weidner Consulting Inc. was selected based on its practical approach and Customer service orientation and most importantly as a process, which allows for 100% participation. Pre-facilitation sessions took place in April allowing all members of the fire department to provide valuable input as a first step in the process of developing the Fire Department's strategic plan. The wide variety of honest input and ideas provided by all staff members gave the project a tremendous start. The Strategic Business Plan team 1 was able to identify five critical issues based on the input received during the pre-facilitation meetings. The critical issues became the driving force in the internal alignment of Programs and Services to better serve the community. As we continued with the project, mission-oriented goals were translated into Lines of Business, Programs and Services that are all Customer based. 1 The team is comprised of a cross-section of 16 management and labor representatives including all ranks of the Fire Department. 1-3 ...--------------- --~--~.- Participation opportunities continued throughout the process. In Mayall members of the Fire Department were invited to participate in Purpose Statement and Performance Measures workshops, which focused on development of performance measures for program. Post-facilitation sessions with all members of the Fire Department are scheduled to occur after the Council workshop. The Strategic Business Plan will also become part of every new fire department employee orientation package. The Strategic Planning Team and the Weidner facilitation team made it possible to develop a comprehensive plan in a timely manner. The Strategic Planning Team is comprised of a cross-section of Management and Labor representatives including all ranks of the Fire Department. Members include: Fire Chief Perry, Deputy Chiefs' Peter and Geering, Administrative Service Manager Quilantan, Battalion Chiefs' Brand, Reeves, and Hartman, Captains' Hill Jr. and Garcia, Engineers' Nash and Gregoire, Fire Inspectors' Edmonds and Gipson, Emergency Services Manager Bejar, Fire Communications Manager Nasta and Local 2180 President Miller. The Weidner Team is comprised of Marv and Marty Weidner and facilitators Carla Penny and Shivani Kathuria. Critical Issues After completing an internal and external assessment, there were six Critical Issues identified by the Fire Department. This assessment of the future is based on an analysis of the internal and external trends and issues that will have a major impact on the Department and its Customers over the next 5 years. Issue Statements were developed for each Critical Issue. They represent a summarization of the issues and trends that will have a major impact on the Fire Department and its Customers over the next 5 years. The Issue Statements consist of two parts: the first part describes the issue or trend and how it is increasing, decreasing or continuing and the second part describes how that trend, if it continues, is projected to impact Customers and the Fire Department over the next 5 years. The following is a summary of the Issue Statements: Issue Description Proiected ImD8ct Growth Although growth will provide · Reduced survivability extraordinary opportunities and · Increased demands for service economic prosperity for the community, · Increased response times continuedlrapid growth in resident and · Increased loss of property non-resident populations, and · Increased risk to firefighter safety, increased density and diversity in and commercial, industrial and residential · Increased risk to the environment occupancies will also continue to result from hazards. in: / " _ --r Changing Changing industry standards and trends · Increased demand for specialized Industry (government mandates and training Trends, requirements) together with higher · Increased demand for service Mandates, Customer expectations have made the · Improving the public's and Standards and Fire department's responsibilities more firefighters' safety Requirements complex resulting in: · Increasing costs Greater Increased demand for internal and · Decreased efficiency Demand for external accountability coupled with the · Increased liability for Accountability Fire Department's inadequate staffing litigation/adverse action levels, threatens the department's · Deterioration in stakeholder and ability to meet Customer expectations, partner relationships which will cause the department to experience: Technology Technological advances have affected Keeping up with technology advances will Advances every individual in our community and increase survivability, lower response will continue to change rapidly. times, enhance Customer service, However these rapid advances will firefighter safety and increase the make it difficult to select proper effectiveness of all of the services technology, implement, and support provided. and budget appropriatelv. Community The character of the City of Chula Vista · Increased demand for service Changes is changing with increasing · Increased demand for training recreational/entertainment facilities, · Increased complexity of service schools and industrial/commercial · Increased demand for staffing businesses which increase Customer · Increased potential for public expectations to provide specialized misunderstanding and services such as ALS, rescue, hazmat disappointment mitigation, terrorism prevention/response, plans examination, community education, inspections and investigations and be all things to all people. This will result in: Staffing Continued understaffing of the Fire · Will threaten the department's Department at all ievels ability to fulfill our mission and achieve our goals. Fire Department Mission The mission focuses on the broad, yet distinct contribution the department makes to the community. It will allow the Fire Department to remain focused, achieve its goals and service a growing community. The mission of the Chula Vista Fire Department is to protect life, environment and property. /-6 -----.-----.----.-.--.- --- Fire Department Goals Strategic Goals are a description in measurable terms of the significant, must-do results that the Fire Department must accomplish over the next 5 years in order to proactively respond to the critical trends, issues and challenges on the horizon as articulated in the Issue Statements. Goal #1 - Class 1 Fire Department: By FY' 07-08, Chula Vista residents, visitors and businesses will be served by a Class 1 Fire Department as defined by Insurance Services Organization (ISO). The Insurance Services Organization collects information on a communities public fire protection and analyzes the data using a Fire Suppression Rating Schedule. The ISO then assigns a Public Protection Classification (PPC) from 1 to 10. Class 1 represents the best public fire protection. Chula Vista is currently rates as Class 3. The Insurance Services Office (ISO) Class 1 classification represents exemplary fire protection and lowers fire insurance premiums for residential and commercial properties. There are only 9 Fire Departments in California rated Class 1. Goal #2 - Fire Based Emergency Medical Service: Chula Vista residents and visitors will have a full level of fire based Emergency Medical Services available. By FY' 06-07, every person calling 911 with a medical emergency will receive appropriate Emergency Medical Services (EMS), including Advanced Life Support (ALS), from the Chula Vista Fire Department. Goal #3 - Response Times: By FY' 08-09, Customers calling 911 will have: · A fire engine on scene within 6.5 minutes of the call, 90% of the time, when required · A first alarm assignment (3 Engines, 1 Truck, 1 Battalion Chief) on scene for a fire or a major incident within 10.5 minutes, 90% of the time. · Advanced Life Support (ALS) transport, when needed, within 8.5 minutes, 90% of the time · Basic Life Support (BLS) transport, when needed, within 15 minutes, 90% of the time j- Ú? Goal #4 - Community Risk Reduction: By FY' 05-06, through community risk reduction education and engagement with the public the Chula Vista Fire Department will: · Reduce property loss · Increase survivability · Reduce accidents · Reduce injuries · Reduce false 911 calls · Increase public awareness of fire department services Goal #5 - Training: By FY'07-08, the Fire Department will have defined training priorities and have the facilities, equipment and technology for Fire Department training that: · Is delivered with minimal interruption to personnel and resource availability 0 Decrease % of time fire resources are out of service · Meets/exceeds Local, State and Federal established standards 0 % of all staff who meet and exceed standards · Increases safety while decrease injury rate Line of Business. Proaram and Services Alianment As part of the process, the Fire Department completed an internal inventory of all services provided by the department. This is the first time in the history of the Fire Department that management and labor have worked together to identify all services or products - the deliverables, tangible or intangible that the Customer receives from the department. The focus of this review resulted in a paradigm shift, which focused on the services our Customer get rather than what the department does. These services were then grouped around a common purpose into 17 different Fire Department programs. The Purpose Statement and Services provided by each program are described in the attached Strategic Business Plan document. The.programs were then grouped into four Lines of Businesses: Fire Administration, Calls for Service/Operations, Prevention, and Disaster Preparedness. Lines of Business are a set of programs organized around a common purpose. This was critical step in aligning resources to achieve mission-oriented goals. Furthermore, it allows managers to manage and measure organizational performance. A one-sentence statement of purpose for individual programs that includes the name of the program, a summary of the services included, the Customer group, and the intended benefit or result for the Customer was developed for each program. The thinking that goes into the Purpose Statements makes it possible to measure operational performance in terms of results for Customers. Programs will also become the "building blocks" for the organizational structure of a Performance Budget. / -1 ~-- - ..........-.---. -- Summary of Fire Department Programs by Line of Business Other Alianment Issues The Fourth Line of Business - Disaster Preparedness is a citywide service, budgeted in the Fire Department. The purpose of this Line of Business is to provide training, coordination and consultation services to the community, businesses, and City employees so they can mitigate, respond to and recover from natural and human-caused disasters. The Fire Department is recommending this Line of Business, program and services be transferred to a central location such as the City Manager's Office. This recommendation is consistent with other municipalities, such as the City of San Diego. Many cities have established Homeland Security Departments, independent of their Fire and/or Police Departments. This effort ensures that Disaster Preparedness Services are provided in a consistent manner according to citywide priorities. The Fire Department is also recommending the transfer of the clerical support duties to the International Friendship Commission. This commission is one of the most active commissions in the City and requires significant clerical staff support. Currently, this support is provided both on-duty and on an overtime basis reducing the available clerical support for the Fire Department. j-f Performance Data The Fire Department was able to develop performance data for each Line of Business and program using a Family of Measures © developed by the Weidner Consulting, Inc. The set of Performance Measures developed for each program describes the information managers and other decision makers need in order to make good decisions. Specifically, the Family of Measures © includes: · Results - defined as the benefit the Customer experiences as a consequence of receiving the services; expressed as percentages or rates or ratios · Outputs - defined as a count or the number of units of one of the services · Demand - defined as the number of units of a service expected to be required or requested by Customers · Efficiency - defined as the cost or expenditure per unit of Service (Output) or per unit of result Key Result Measures were developed for each Line of Business. Key Result Measures are a set of measures comprised of one result measure from each of the programs within that Line of Business. These measures will be linked with the citywide performance system developed by Office of Budget and Analysis. They will be instrumental in tracking, analyzing, responding to, and reporting performance during budget development. Data Collection The Fire Department is in the process of working with Weidner Consulting, Inc. to begin its data collection phase of the project. Weidner Consulting will provide technical support, tools, training sessions, and consultations, which enable Fire Department personnel to accurately and consistently collect data that supports program performance measures in a timely fashion. Additionally, the Fire Department is requesting Council approve the addition of one Public Safety Analyst. The position will manage the Fire Departments records management system (FireHouse), performance measures and National Fire Incident Reporting System (NFIRS) reports. More importantly the position will help ensure data integrity and enhance mapping and fire department reporting capabilities. /.. 9 -----_...._.._.._----_.~. .--.-- Performance Budqet The reorganization provides a framework to develop a performance-based budget for the Fire Department. The Fire Department will work with the Office of Budget and Analysis to restructure its operating budget to improve performance base reporting opportunities. Additionally, the Fire Department will continue to work to build the internal capacity within the Fire Department to use performance data to improve decision-making and achieve mission-oriented results for the community. Initial Findinqs/Recommendations Need to hire consultant to develop the Fire Facility Master Plan - The City of Chula Vista has experienced considerable geographic and population growth in the past several years. The City is anticipated to continue to grow and change accordingly with the adoption of the new General Plan later this year. The Strategic Business Plan was designed to serve as a forerunner and provide support to the update of the Fire Facility Master Plan. The Fire Facility Master Plan is scheduled to be completed by an in-house committee by October 2004. In an effort to proactively address the growth issues, the Fire Department is recommending that an outside consultant be hired to develop a long range Fire Facility Master Plan which would include an assessment of fire facility, staffing and equipment needs to meet service delivery demands posed by growth and the changing inner city core. The cost for a Fire Master Plan is estimated to range from $50,000 to $100,000. The Facility Master Plan Study will be paid for from the Public Facilities Development Impact Fund. Sufficient funds have been appropriated in the FY 2004-05 budget to complete the study. No appropriation is necessary. Advance Life Support and Ambulance Transport Study - The Fire Department is recommending, funds be allocated to release a request for proposal to a professional consultant to conduct a feasibility study of providing Fire Department based Advanced Life Support (ALS) services and ambulance transport services. The Chula Vista Fire Department currently provides Basic Life Support (BLS) using three person engine companies. An internal Advance Life Support Committee2 has completed an initial report detailing the different types of fire department based ALS engine company programs that are currently being used by other municipalities. The study was designed to make a preliminary analysis of the different service delivery models and program revenue sources currently being used throughout the industry. The initial report further focuses on the key issues, strategies and alternatives for providing fire department based ALS delivery within the City of Chula Vista. The ALS committee is recommending that the initial report be given to a professional 2 Deputy Chief Peter and Battalion Chief Layman led the Fire Department ALS Committee. Members include: Captain Berthiaume, Engineers Breton, Flores, VanBibber, Firefighter Garcia and Union Representative Eagan. /-/0 consultant for further review and analysis so that a final recommendation can be made that provides the best combination of high quality and cost effective Fire Department based ALS delivery with the City of Chula Vista. Several municipalities throughout Southern California have successfully integrated ALS service delivery including ambulance transport service into their fire departments in a beneficial and cost effective manner. The cost for an Advance Life Support and transport study is estimated at $30,000 to $40,000. In order to expedite the Fire Facility Master Plan and Advance Life Support and Ambulance Transport Study's process (release of RFP and award of contract), Staff is recommending the City Council appropriate funds in the amount of $40,000 and authorize the City Manager to execute the agreements for both the Fire Facility Master Plan and Advance Life Support and Ambulance Transport Studies. No appropriation is necessary for the Fire Facility Master Plan. Building Internal Capacity - As the Strategic Business Team developed the Strategic Business Plan it became evident that internal infrastructure changes are needed to enable the Fire Department to transition from a small bedroom community fire department to a large, diverse suburban city fire department with an urban inner core. The following recommendations are based on an assessment of internal capacity for each of the Lines of Business, Programs and Services. Initial Findinas & Recommendations During the past two years the department has grown significantly in terms of safety positions and facilities. The workload and state and federal training requirements have increased accordingly. However, support and administrative positions have remained the same. Moreover, the availability of safety personnel downtime is non- existent and the use of safety personnel on an overtime basis for administrative projects is not efficient. As a result many of the Programs and Services described in the Strategic Business Plan are hampered by a lack of support and administrative staff. The Fire Department is recommending that eight positions be added in FY04-05 to build the intemal capacity of the Fire Department to support service delivery, provide required training and meet changing industry trends and a greater demand for accountability. A summary of the positions and justifications is attached - Attachment II. Also, a spreadsheet summarizing personnel costs by program including related uniforms and equipment is attached for Councils review - Attachment III. Human Resources has reviewed the classifications and is in agreement with the proposed recommendations. One new classification, Facility and Supply Specialist, is recommended to be added to the City's Classification Table. /_ 1/ ¡ I ~ ~ _........_---_.,_.~._._-~---_.~.._-_...._- Summary of Personnel Requirements FY 2004-05 - The eight positions proposed to be added in the current fiscal year include: one Captain, one Engineer and one Secretary to support the training requirements for existing and new fire personnel; one Office Specialist and Sr. Office Specialist to support the Administration, Human Resources and Prevention Lines of Business, Programs and Services; one Facility and Supply Specialist and reinstatement of one Public Education Specialist. The Public Education Specialist position is currently budgeted but frozen due to anticipated State budgetary impacts. The hire dates for the eight positions have been staggered throughout FY04-05 to minimize the impact to the general fund. The total cost for these positions and related equipment, services and supplies is $658,190. A total of $204,500 is proposed to be paid from the Public Facility Development Impact Fund (PFDIF) and $125,000 from unanticipated revenues from the state resulting in a net General Fund impact of $368,690. The ongoing annual costs to the General Fund are estimated at $584,585. Implementation and required appropriation actions will be forthcoming to the City Council later this month. FY 2005-06 - An additional six safety positions are proposed to be added in July of 2005. These positions consist of three Captains to provide 2-0 staffing for the Light & Air/Heavy Rescue and three Battalion Chief positions to form a second battalion to provide coverage in eastern Chula Vista. The total cost to add the 2nd Battalion and Light & Air/Heavy Rescue is $885,220. A total of $119,000 is proposed to be paid from PFDIF resulting in a net impact of $766,220. Ongoing annual costs are estimated at $808,220. FY 2006-07 - Six Firefighters positions are proposed to be added in July of FY 2006- 07 to fully staff (4-0 staffing) the Light and Air/Heavy Rescue. The total cost is estimated at $602,130 with an ongoing annual cost of $598,630. Related Proaram Eauipment Vehicles - Staff is recommending the purchase of one Battalion Chiefs command suburban. The cost for the suburban including outfitting is $85,000. Staff estimates purchase and outfitting of the vehicle will take up to 9 months. Thus, this vehicle is recommended to be purchased immediately in order to be operational in July 2005 when the 2nd Battalion Chiefs are hired. In addition, staff is recommending the purchase of four pick-up trucks with extended cabs for the Captain, Engineer, Community Education Specialist, Disaster Preparedness Manager and a small stake- bed truck with a lift for the Supply and Facility position. The cost for these vehicles including outfitting costs is $133,000. Implementation and required appropriation actions will be forthcoming to the City Council later this month. /-/a-. Furnishings and Computer Equipment - Each position will require the purchase of a computer and furnishings. Office space and furnishings are available for the Office Specialist, the Facility and Supply position, Community Education Specialist and the training Captain. Four office spaces will need to be designed and furnished for the remaining positions. The cost to furnish each office is estimated at $7,500 "each for a total cost of $30,000. Additionally, each position will require the use of a computer and related office equipment for a total estimated cost of $16,000. The two safety positions will also require an 800 MHz radio. Implementation and required appropriation actions will be forthcoming to the City Council later this month. Related Proaram Services and Supplies The following is a summary of services and supply recommendations. Implementation and required appropriation actions will be forthcoming to the City Council later this month. Uniforms and Equipment - The uniforms and equipment for the two safety positions is $24,000. The ongoing costs are $12,000. Hourly Wages - Staff is recommending the appropriation of $10,000 in hourly wages for Firefighter and ongoing Dispatcher background checks. During the Fire Communication Center (FCC) dispatch recruitment and background process, the Fire Department was fortunate to have the opportunity to work with the Police Department to process background investigations. The Fire Department would like to expand the background process to include hiring process for new Firefighters. As such staff is recommending hourly wages be allocated to hire retired police personnel to conduct the backgrounds. Customer Survey - A critical component to measure our performance is community outreach. A Customer survey will not only provide the Fire Department with valuable performance data but also help educate the community on what services the Department currently provides. Staff is recommending a survey be conducted on a bi-annual basis beginning in FY 05-06. The survey would be conducted by an independent agency. The cost of the survey is estimated at $18,000. Community Outreach/Annual Report - The completion of the strategic plan marks the beginning of a new era for the Fire Department. Both management and labor have joined together to achieve mission-oriented results for our Customers - the resident's of the City of Chula Vista. Staff is recommending appropriation of $10,000 to conduct community outreach activities and produce an annual report for distribution to the business and community of Chula Vista. .""" , ....-./~) --_.._._~-_._-_.~-~--_._-_._-,---. Management Training - The Fire Chief is recommending $25,000 be budgeted for Management Training due to the growth of department and new middle and upper management positions. In an effort to achieve the our goals the Fire Chief is recommending all middle and upper management members of the Fire Department participate in leadership and management training. The training will enhance the effectiveness within the department, balancing executive focus between operations and strategic leadership, and improving other functional relationships, communication, and practices among the entire leadership (Chief, Senior Managers, Middle Mangers and Battalion Chiefs). Integration of Individual Peñormance - Additionally, staff is working with Weidner Consulting and Office of Budget Analysis to develop 2-4 different levels of Individual performance plans which will be integrated and aligned with the Strategic Business Plan so that every employee-at all levels in the department-can see how what they do contributes to operational results. Weidner will provide its proprietary and copyrighted tools and templates, as well as consulting and change management services, to facilitate the integration process throughout the CVFD. Building on what already exists, Weidner will help the CVFD design the performance management system/process, make recommendations for how the process and forms can be used to facilitate integration, and provide extensive consultation on the change managemenUimplementation effort. The estimated cost is $40,000 for approximately 15 days of training. Employee Recognition Program - The Fire Department is recommending the appropriation of $3,000 to implement a performance based employee recognition program within the Fire Department. The Strategic Business Plan implements a performance base structure, which would be enhanced by recognizing individual employee performance that aligns with and supports the Strategic Business Plan. Wel/ness Program - Earlier this year, the Fire Department applied for Federal funds to implement a wellness program in the Fire Department. A goal of the department is to develop a wellness program which will reduce firefighter injury rates. An agenda statement on this subject will be brought forward at a later date. Hazmat- Staff is recommending appropriation of $10,000 to set-up a purchase order for citywide clean-up. What's next . Post Facilitation Sessions - Following the Council workshop we will schedule post facilitation meetings with all members of the Fire Department as we did at the beginning of this process. At the post facilitation meetings we will present the Strategic Business Plan and the City Council's direction. We hope that the City Council will support the mission and goals set forth in the Strategic I ..- lif Business Pan as well as allocate resources to complete critical service delivery issues. A copy of the plan will be provided to all members of the Fire Department at the post facilitation meetings and to new Fire Department employees. · Release of Request for Proposals for Fire Master Plan and Advance Life Support (ALS) and Ambulance Transport Study. · Data Collection and System Integration · Employee Performance Plan Development · Performance Based Budgeting One-time Revenue The Fire Communications Center became the secondary Public Safety Answering Point (PSAP) for the City of Chula Vista. PSAP sites are eligible to receive reimbursement if they meet specific criteria defined in Government Code Section 53101. The Fire Communications Center meets the criteria and has filed a request for reimbursement for dispatch eligible equipment purchases from the State Department of General Services, Telecommunications Division. Staff is recommending these revenues ($125,000) be used to offset costs associated with implementation of the Strategic Business recommendations. FISCAL IMPACT: Staff is recommending the City Council accept the Fire Department's Strategic Business Plan and authorize release of a request for proposal for a Fire Facility Master Plan Study and appropriate $40,000 for an Advance Life Support and Ambulance Transport Study and authorize the City Manager to execute said agreements. The Facility Master Plan Study will be paid for from the Public Facilities Development Impact Fund. Sufficient funds have been appropriated in the FY 2004- 05 budget to complete the study. No appropriation is necessary. Staff is also recommending the addition of 7 positions and reinstatement of 1 position to the Fire Department. The total cost for implementation of the first fiscal year recommendations is $658,190 of which $329,500 is offset by $125,000 from a one- time reimbursement from the State for the Fire Communications Center equipment purchases and $204,500 from the Public Facility Development Impact Fund. The net impact to the General Fund for FY04-05 is $368,690. The ongoing impact to the General Fund is $584,585. Implementation and required appropriation actions will be forthcoming to the City Council later this month. / - /5 --~~- - --~-_._..-~-_._----".-.-,~--.~-- If Council approves the Strategic Business Plan recommendations, the remaining 12 positions will be added as part of the upcoming two-year budget process. These positions include three Battalion Chiefs for the second Battalion and eastern coverage and three positions (3 Captain and 6 Firefighters) for the Light and Air Rescue. In order to facilitate the full operation of the second Battalion in July 2005, funds for purchase of the Battalion Chiefs Command Vehicle are included in the FY 2004-05 costs. It is estimated that purchase and outfitting of the vehicle will take up to 9 months. The total cost for implementation of the Strategic Business Plan staffing recommendations, which includes 20 positions and related equipment, services and supplies is $1.7 million. The ongoing cost is estimated at $1.9 million. Fiscal No. of Total Cost Revenue Net Ongoing Year Positions General General Fund Fund FY 2004- 8 $ 658,190 $ 329,500 $ 368,690 $ 584,585 05 FY 2005- 6 $ 885,220 $ 119,000 $ 766,220 $ 808,220 06 FY 2006- 6 $ 602,130 $ 18,500 $ 583,630 $ 598,630 07 Total 20 $2,145,540 $ 467,000 $1,718,540 $1,991,435 Implementation and required appropriation actions will be forthcoming to the City Council later this month. Attachments: I. Summary of Recommendations II. Fire Department Strategic Business Plan III. Costing I-If¡; RESOLUTION NO. 2004- RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA ACCEPTING THE FIRE DEPARTMENT'S STRATEGIC BUSINESS PLAN IN CONCEPT AND AUTHORIZING RELEASE OF A REQUEST FOR PROPOSAL FOR A FIRE FACILITY MASTER PLAN STUDY AND APPROPRIATING $40,000 FOR AN ADVANCE LIFE SUPPORT AND AMBULANCE TRANSPORT STUDY AND AUTHORIZING THE CITY MANAGER TO EXECUTE SAID AGREEMENTS WHEREAS, On March 16, 2004, the City Council authorized the Fire Department to contract with Weidner Consulting Inc. to develop a Strategic Business Plan; and, WHEREAS, The Fire Department is pleased to present the plan, which internally aligns staff resources and positions within the Fire Department to achieve mission-oriented results; and, WHEREAS, the City of Chula Vista has experienced considerable geographic and population growth in the past several years and the City is anticipated to continue to grow and change accordingly with the adoption of the new General Plan later this year; and, WHEREAS, The Strategic Business Plan was designed to serve as a forerunner and provide support to the update of the Fire Facility Master Plan; and, WHEREAS, The Fire Facility Master Plan is scheduled to be completed by an in-house committee by October 2004; and, WHEREAS, In an effort to proactively address the growth issues, the Fire Department is recommending that an outside consultant be hired to develop a long range Fire Facility Master Plan which would include an assessment of fue facility, staffing and equipment needs to meet service delivery demands posed by growth and the changing inner city core; and, WHEREAS, The cost for a Fire Master Plan is estimated to range from $50,000 to $100,000 and sufficient funds have been appropriated from the Public Facilities Development Impact Fund in the FY 2004-05 budget; and, WHEREAS, the Fire Department is also recommending, funds be allocated to release a request for proposal to a professional consultant to conduct a feasibility study of providing Fire Department based Advanced Life Support (ALS) services and ambulance transport services; and, 1- J 1 .-------------------- WHEREAS, The Chula Vista Fire Department currently provides Basic Life Support (BLS) using three person engine companies and an internal Advance Life Support Committee has completed an initial report detailing the different types of fIre department based ALS engine company programs that are currently being used by other municipalities; and, WHEREAS, the study was designed to make a preliminary analysis of the different service delivery models and program revenue sources currently being used throughout the industry; and, WHEREAS, the ALS committee is recommending that the initial report be given to a professional consultant for further review and analysis so that a fInal recommendation can be made that provides the best combination of high quality and cost effective Fire Department based ALS delivery with the City of Chula Vista; and, WHEREAS, several municipalities throughout Southern California have successfully integrated ALS service delivery including ambulance transport service into their fIre departments in a benefIcial and cost effective manner; and, WHEREAS, the cost for an Advance Life Support and transport study is estimated at $30,000 to $40,000; and, WHEREAS, this resolution appropriates $40,000 to conduct he Advance Life Support and Transport Study and authorizes release of the request for proposals; and, WHEREAS, this resolution authorizes the City Manager to execute said agreements. NOW, THEREFORE, BE IT RESOLVED THAT the City Council does hereby approve in concept the fue department's strategic business plan and authorize the release of a request for proposal for a Fire Facility Master Plan Study and appropriates $40,000 for an Advance Life Support and Ambulance Transport Study and authorizes the City Manager to execute said agreements. Presented by: Approved as to form by: ~d ,'( ?:::: .~~ Fire Chief City Attorney H:/shared/attorney/sbp RFP's reso j- Ix -Q)m~~ocm~~c~m-o ~o",'ø mmum-" -omæ~m m-",m~~~ID ._~ ·-cc ~ID~ .~ ~.~C~ ooc- - >c>·_~ ~-ucIDmmCoB~'~m ~~~ -~m-mE mro'ESB ~§omg~- U__m-u ~~O""o __ ( ) "'- o~·_m W._~ rouE --C)Ocn>'''com'- .....'C -t: ·-a.ml... c.....a.cn.- o (t .... I... I :!:::: rn ..... en ø.J: C > Q) IJ):::¡:O :t: ,-:J UJ 0 co 0.= = ..£: l.- e m_cu""'wwQ...... ~~(t e..£:l...cm Oc-o~ a.ccom·~~o o""oQ)Ecoa rncu.Q en CD=:¡ a.-:J",mQ. 0 _0::] UJ"-Q) 0> 't: .-Q)C) 0 Q) "Cm - t::Q> '-wctJ --0) S m ~ (1):€ CD..c ~:; rn æ W ~ a..~ g- CD m o"tJ :ê Õ 0 0 gJ ~ 1:: 'g ~ ~ E a m ~ ~ -g t> £; 15 ü: ~.º Q) ~ rut) = g> E E.~ ~ ~.9 = E 8J -; Õ ~ I- ~ .8 m~8mm~~~~~~£ ~æ(1) gæ~'-- ~o~~ '~£ui~~"'C ~ ~ '- § iõ'.ê g. g> co 8.. § § "5 ~~ 5 E æ ~ --g :g s 8. f5 g m"C C'J ã) ~ a. ~ ~cÕ~~l-m·-"E_~m --,,(1) u=~~m ~~a.~m bC·£~.5(1).º _0 (tJ - l...Q)mo ::J.s:::. .-t::"::C) > ::JCDE Q.)cu-c....·OOuCJ) 1ii..c: êñ UJ .Q ~~:.c êi5 '2: a. Q)E ..... g> ~ o.~ _ J9 (/) a..... (/J ..... ffi ·5:E :J =š ~ cn_~ ~ ..£:o-u en t:: ~ t 'a. 0'--_0 c mo~ CU(j)NC1).-¿a. ~ (1)~ rn.~o UJC(1)~a. (/).5(tJct ~(1)Eo_m- ..c I!:::: .J::. 0 co "C c: I... Q) :J Co tV 0 a. m UJ C).Q Q) CD ..r::; E E 0 0 Q) Q) ~.~~:u~~~Bg~~ ªg~ ~~~iE 8~~~~ oo¡8~~~ê Q)~ooo5~g~~~~~ ~~oo ~ROO~Q) eogmE ~~~~~æ~ E~Q)1:='û)c>~gm ñi o~.9 (/) :J_g o.",",:-~~ _Q) -g~Em ~ ~c>~ Q)~rn~UO _rn --Q)~ørn Q)oQ)~C> ~C.~rno:Ja ~u>o-û)rnQ)~rn~Q)Q)~ ~oo~ ~~Q)~~ ~~~ e Q)Q)-~~~O Q) ~~~~ rnœ"'o __Q)m Q)~~,. ~ - >"'e. E~"o" Q)-~Q)~- Wee:J -~- --~Q) - ~ '-Q) Q)Q)~ o g ~ ð ~ ~ 15 5 ~ £ ~ ~ -~ ~ ~ -ê ~~u .~.~ ~ ¡¡: -ê ¡ ~ E ~ ã> £; ~ Q) - 0 .- "'0 0 ~ ~ C> ~ Q)e.¡¡:: Q) rn""; E E ~ .- ~ _ ~ 0 Q) ~ ~ .Q k- ~ ~ ~ .-~O~~rnOcQ)Q) 00 ~OOQ) rn _:J_~~ ~~~~ ¡¡: ã ñi ~ :fi rn -¡: û5 0:a ~ E ø ~ 00 Q) ~1ñ.s ~ ~ ~.~ rn ~ 0 ~ g- ~ Q) g,-o =~UC>~o ~~_Q) Q):J~ .cm~oo~ Q)o~:J Q)Q)o~~a.æ Q)mm ~ OOQ) Q)=_ o~Q)oo Coo~~ Eu~Q)OO.~ -:J ~~~uQ)ES·",--~Q)E~o ~C~Q)~<_wg ~ .~~_ ~~Q)~to"'-Q) -m C ~~ _ O~UO'- C _ rn~-om -~.- .s:> Q) '" Q) '" -œ - E " ~ .2·s LL ~ Q) C> C ~ Q) "S .- ~ Q) ¡¡: ñi Co.9 ~ ~ ~ Q).-- 0 a ~ ~ -EC-- Q)COO~_ ~~ ._~ ü ~Q)~Q)~o~o~og·û) o~.~Q)~~Q)Ern O~C~rn -SQ)g:JC ~ ~ 5 có ~ _oEffi' ~ ~ ~ ~ ; ~ ~ .~ .~~ ~ ~ ~ ~ i~ .~ ~ 8 gf~ ~ ~ ~ ~ ~ ~ ~ o :J Q) _ _ ~ .Q rn - .- ..c 0 (/) ~~ m 0 rn ~ Q) ~ U ~ 0 (1) ~ (1) - 0 :.¡::; ü.~.~.~ C ~ ñi g U:t:: ~ I - - E - = E ~ OJ c: ~ ii ~ ~ -5 ¿ 2 ëü ~~ _ a.> c: _ - _ Q) (tI"I:I -- _ m;: en ..c _:J co ...... Q) 0 ~:> :J \U IE .~ ~~a>Q)=~m cn~om~:Joo:fi~~ ~oo~~= ü_'ëñO~~a '"'0 co.!! "C - a.~ '- C u# "C = ctI = '- ca a.."E U a> Q) '(i.i Q) 00 8 0 _~ ~ ..æ Q) c: 0 0 :J rn ~:f:! '- Q) Q) Q) "C .!! 0 ctI 0 C 0 -õ :2 I ~s: c: _ Q) E $! Q) 0 Q) ._.<::; O:J 0 ~ ~ _ ~ ~ u = '- <C Q) 0 0.:= C - 0 ~ en .... Q) '- ~~Ü'-~E---~~m ~"C~ C:Q)~ëü~ o~ .o~ =~Eo~orn -E ~~õ.e~ Er-----gÜ ~ :æc5'š'°;;;Q)~~ :e<~-g:fig'~~8õ~~~ I- Em:: ~ ~g>~ 5ã.Q)Lri~.e CD ~.º~ ';;õciÎ= ~ .!!-g-s-rn]!~ CD d> 0.6 00 g>"C Z 0 Q) ~ o:.c œ·- E.<::; 0 ~ '" 0 0 ~ ~ ~^ (1) 3= - '" '- - 00 00 Q."C.- -- '- -- Q) 00 "C'- m - - -.- oo-v# E C> 0 a.OOcrnø--~-Q)-OO llJ UQ) -g 6'û) ~o 8·5 ~ot5 ee."o~·~~ &::o-~ g,-Ë u g~ ~ §~ oã) Q) § 8- CD ~~~ E-~'~ ~ o~_ ._~ .-_ -- '-=~mo~~ caC>~'- -urncmOQ)Q) .:::: 0::: 0'" -û) ooQ) g. 2: 0 g. ~ 00 E ~ E ~ . 5--~ E oS::a œQ.:';:;",·û) 8.. ~ "C - ~ "C Q)E ;¡:: '- .~ Q) û) Q) a I 0 Q)a>OQ)·-mo:J"C- ~Q)~U-"C OQ) ~:J_Q)C: - ~ :J :J () .~ ø a. 3: ~ 00 0 '- u.. ~ ~"""') rn ü ø '- ~ < a.. rn 0 Z a. ~ C ~ 0 00 m:c o.e ~ £; 0 =- 00 ~ ~ B .ê ~ ~ ~-g ~ I- C-o· "'ffi C Scaca .....-0 .Q :.;:;:g 'õ .Q ~ -õ '"'" ñi cae eD - (J Q) ~ 15£;û5N c% ~ ~ ~_ªc% CtI cc-¡~-s Q) m Uo ~ëQ) E . ;-;- ...., 0 en " ( ) 0 "'C ~ ._ ._>-- c: _ :t:: 0 ca ~ Q):t:: Eo 0", 0 = - .- ~o o ~ co XQ. :J CD ~ g>"'8 ~ :J ~ 0 Q) c: 6 U) (f)-õï: 0 w a..~.~ m Q) co:!:! ""O"Q» "C "Cca~rn > E...... 00 "C--a.> "C "'CC:Q)~ 00-00 <8o.~ < «eea.. ~~ma.. .. . . . r:: '" ~ e o ~ ~ ~ ~ ",r::o¡ r::.. ~.2 0 0 ~ (1)-- :¡: u '- C1:I 0 s::: ~ .= e r:: .. ~o .....c: :.- -§J:!~ e~ <:e.E;¡.;;. a..ct: ~ ~ ~ >- -- ~ .- c Q) ~c: ~ Q) ~c u.. CD ~c: 00 § _2 T""" 00 § _2 T""" 00 E .2 -" E~ -c: ~ -r:::: ÕC: 00 c: 0 _ 00 c: 0 E _ 00 c: 0 E - .- ",œe. E- "'Q)e. E- ",œe. 0_" "'E ""0 "'E""O "'E""O- _ 00 oeD - 00 00 - 00 0cuCG Ut:2",ua: Ut:2",ua: Ut:2", a:~ ca ..... Q) rn u.. Q) m u.. Q) ~ .. e... E ..~ .. e... E ..~ .. e... E·· ",.. _CUM ~~ _CUM ~_~ T"""Q)M ~._~ øOØFØa: øoØFØa: øoØFØa:Ø , '0 . . . . . . . . . . /-/-¡ , 'j _.._.._._--~ -.------.-.-- . Q) Q) - ~ CD ~~~B.S.~Cõ .~~Z"CD::Qm C/)'-Q)-'- om.~'E~~rJ'- -CQJocn_ -c.8£0.e ->-c8o .- CO 0 .-'- :::::I - 0.._ Q) - 0.9- Ü:-t.>.~~t::.~ Q)LL.§enO-C COCD Ct:::: -co..Q)E :.;::J~ E.Qo·-t:: Q)'- o..OOQJ o E'S 3: J!! E...J .2 ° Q) :::::1'- t:: Q) CD (/) '- o..~ ~ 0 £ .E Q) ~'ëij ~u c Q) -c CD c-C '-m 0.. - ~ 0'-1: °E"'OJa. ~ £ ~ ¡¡¡ ~.ê Q)-cUml:Q)o 't:Q)m(/)o..· _(/)£ ~.~:::::I Q) m I: Q).~ ~ enc o..m 0..'- Q) 0..t:::::::I E ~Q)gmE(/):C '-Q)oEè:(ñ ã.'" E a._ -cmQ)Q)~om _oom ß Q)'!::: 053 c: ã) 0.. - CD 0 (/) m Cõ.2 m Q) E.~.!2 .g-cQ)E~Q) .2 r::(ñ a.:::::I o~'-o..-c'- :aLL.Q) Q)..... _._ 0.. 0.. I: en I: ~ ~ 0 ~'m Q)'~£ 8 Q) (/) enQ):::::Io..C: ~-cw·!:::=QJ -cg-C)~m~ .ºWl--O-> a. .- $Eü",a¡ :!:(/)O~Q)>'CD o...! ~ ~ >- ·Ë.c: LL ;¡: ;¡:- a>QJC rJ)0.. '" OJ o -a> ã)ct:I -c _>_ ~ '" OJ oben:senC c..::.::::a>-C:rJ) -c t:: Q)'§: :¡:::; - a> ° 3: rJ)~ 1:D..c c en :::::I == 0 rJ) «00 o~~ 5>-0'~criè: rJ) ~ 0.5 co ° __c 0 ~ a> ctI_·c rJ):.;::J 'ëij -c - E:¡:; a> O"·-rJ)m.....- §.g~q~ Q) CD '- -c a> ~coo·ffi:::::lg rJ) ..... 0 m ::J c: I o..~ Q) ..... £:2.effigcå co8·S-õ:æ c::JOo(ñ8~ a> Q) co LO ER--CenrJ).....0:::::1 ã)~entri'¡g;: o rJ) ..... 0 .- :s _ 0..û5 ° Q) õ~rJ)E-cû) c..........-.e- ë¡__rJ)5E g rJ)0ã) >-£ -- E 0·- ~CD:::::I~a>Q) r:: .5 g ..... Q) m C:.c: .u._ c: 0- .....> .-_oE~>'- c: ã) rJ) ._ I- Q) .!!~13¡gQ)t-C E en t: ° .ºCD~8a.m -Cc I-'-Q) ~2~~£~ E·-r::.....~o~ -coa>.-_ ~..;~~~~ C:a>Q)Q) :;.c: 1-:::::1 - a. - rJ) -c rJ) ~E£Ec:n~õ Q)oo(ijcoã. E~oCõ-a.rJ) o SCõ':;: ~o a.c:-c U oOUE°:::::l'(¡¡ ~w-c:x a.~Ì5..>CõE -;:_0.-0 E Q) Q).~ rJ)_ E CD > C:._ Q) o Q) a> c Q) 0- Q)Q)CI)co :J ~ t: oE'E~.~o oa.Q)a>.5 c: Q.°a>'E5~..c ..... ..c a. c: Q) ca.~a>Ìi>-c c: >- '¡:;,.c: Otm ~>- o a>.- E m en c· <Dcu·-m>- ~-c-fi mob.5"s: rJ) .- m - c: '-'-£'-rJ)19m mmm>-ml- 0.. ..... - .- .- m ...c: >- c: m ~~ ~·-rJ)E 5è:m~..c ~ OJ ?(I)Õ § rJ) Õ m g'E g e .c:~~.Q:::c: rJ) O..c e: _.- 0.. ~ -c a> rJ) :>. Ot: "'E :::~0C:Q).!2a. "Cc-mom~ :::::IQ)a.oo C m -.- 0 Q) E a> t:'ëij 0 1 o.~ ~~~~~E·ê -c-cEC):¡:; .!!!.::o e:'m ~.~ > o.....oG~ffi 1::::~'ëij19°E æ g _ CD.5·c _ o>·_Q)° omC: en oü:.~.~m8 Ueo'-g>...... .- en _ ~ en ,¡"Q)ëjimEuc: _E~ëëü'" 5}OJE>-5OJ a> en:t:: ~ c: c: -c å>-cI:OoO C;£.~Q)E_m :.c: Q)ï5"en~ g mO Q):::::I_ O::£mcuo£ I- II) Q) co II) c C E.c: 0 e: . .2û)oEêc: .- a..§", ü32m·S-..... en -ome:- "¡ '- [)"S »-c LL.:5c:::::lE > ..::.::: - Q) .2c5crJ).20á3 :!::::::I't:tmQ) ::J O._.r:::.:!: c: Q)om-c m ~0"::':::0~Q) t; 0 m cu . -c - .- en·- - a. .- c: c:';-§ü§m ~-c:c-ga.C: .-o..-cco-» ca-cU=~'c-c E « o....c Q) 1-Q)-mmQ):ë LL. '- .::o.§ 0 cffi ml-enC:~ .q: mQ)ma. t:.....cu_ErJ) »CD8 ~a.ã. ~Ea.~ .(¡¡ co co :cOca> ~Q) 0 rJ) ::J Q) a. -c rJ) _.- 0.. :t§;¡:.8 E~ OI-Cuj::C;·-CDm '5..cQ)~::JE cE.r:::.=rJ)rJ)~Q) I . ~ (1) o-g u CD à>~8·tij t: enC::2~=-c 0..0"'" C (1)Q) -o(l)3:~Q):::::IO .c: _.c: -c'- fa c () :::::I "æ·S.ºEã>cm (1)-~~:s-c 10-c .-.....-c ~om-Q)m Q) c rJ) 2:':; . Q) Q)m>(I)_ Glm£ õ..c ,,_c:!: -c'-- C(I)::J:::::I-ca> G) '- (1)._ Q) C" C:.!:: ~~=~g~ .t:_Q)Q)::Ja> fCI'ffi (1)= ~ m(1)'coQ)g- = ï:: t=. rJ) (1) 0 LJ.. ::s 0 C>~ -c ~ ~.....omcu~ >-.2'- 0 g ã) en (l)LJ.. ..... ~ in·2: § ðJ o 0- c::_ _ I- 0.. C)~ ~.g ..c2:-c-C'-> en'- -c ~ Q) 0)-" _ 0 0 t:1:'E.5crJ)g - - .c-cõ= b.S -c 0 0 - . Q) C-c 0..(1) _'Em'Ecoc:..c..... ,,->-'Emoõ cþ -C'- rJ) 'g('f.)mC-C-C c Q) 5 (1) rJ) œ 0 "- c a> 0 c eOJOJt:OJOJõí tD:!:Q) (1):::::1 t:C:C(l)-O EEOJ-t:~ rJ) _:::s c Q) "E..EE.?;>"- et:Eõí.Q"o ~'-'-""o:;:::; tDQ)(1)ECOQ)êi) .- cOm..c E-e"'-e",·-~15 o :::St~ >-Co e en.o Co :::::I 01 Q) Q) E .&.2: 2: uj-8 0>>-0 Q) -a> ..c ccoCm.....()·-a. _Em:;=(1)Oo E..c a> -c o_.~ ~~~o·Qõ (1) a>._"::'::: 0_ ao.......a.en > "lEa. ~0cri" a.:¡:; 0 0 = _ '-a>,SQ) 0 (1) oa. om>·tij°1ñ camco c,:,t::..æ-c :::::I :::s 0 m 0 a> C(OECo.£a.~ aO~C::::::ICDT"" U=~~;';:.c :s:æ:E~[à1ffi rJ)-c co.c a.» o O(l)..cER- - ---c:CDen m>-C:C:oQ)C: :::::I Q) CD Q)._ »'- t: ~ E E.!!! ° t: .c: c :::::I 1:: CD 2: - c o 9' en m en CD a.j!;! 0)-"'- a. co o..Eo.. .. c [CD CD c: :::::I LlJ C .- co 0 -C(l)- 0 ('f.)-c'- . C'- (I) :æ: (1):!: :::::IC-c>-a> ffiuc -ì::c_..... cO) a>:::S'cÜ: -co8 ::ë e:::::l_ - ~E Q) " enenEcut:: .-.....0::: ..::.:::¡¡::..x::E:::::IO cO CD a> 0 c o..-c '(ij 't: -c CD,: co 0 c Q) C I- (1) C (l)LL<Dü«a::",~a.", . 1- ",\ , " .¡i L...-en..... rJ)tI)OðC1)Q)Cf) Q) E Q) Q) -Q)- ~~b~.9Q)~ a>(tJcnCO "'.<:: c Q) C::SQ)..c: ca~u._:Q..c-g :5~g~ Qj..... Q) c::S 4)'- ..c :ë 3232c:: =o>cn>i-:J C)C>coo "'cE (1)"'C1ã-5:~ 0 Q) >.- Q)ouc:e - coEã. (1).- Q) t:C(/)..9:.¡:;o= :5:.- (/) :: :: c.. Q) 0 a. ........ "'''0 :cc..C5E l.L.U)co ::J 0 - ëñ Q) .?;- ca¡.<:: en .c~ 't::ffi o~(¡) Ucn°<DO(/)"C " £= u m c:..."'C-og.- c: c:'t: C1) Q) m CD ,5:2 Co c: Q) 0. .- 0-- Q) tñg.Q-r::: æ (1).2 Q) 0 Q) -",,,, Cõ::s~2:c:g·Q Q) ;: (/) ~Q) mCI:JQ)Q) tt:::: E;.¡::¡a.ãi ."-.,, 0 0)- __ en ..... L....c E - c: ::s E ,:: m :J Q)en c :Q_~.~u2: .5 ~ ~ c: co C> c: 0 en o g cn:Q = Q) ( ) > c:: := c: CD ....: ã. Q) ;:; E 0·- u - > 0..0) C::CQ)-.~.2t1) ..:::.r::::Q)-ro E5 3: 81519 . .Q£"õoo "'C Q) ~-(I) y (1) 0 C·- 0.- '" :ë 0_ Q) L...Q)Q)"C '" c Õ cnE ~ro~c: Q) L...Q)L...cg> ~ E c Q) ~ 3:ffi..c.... ..... Q) CD '- C) Q).- (/) .- _Ec c:JC1)W-a.t'a (/)I--C: .<::c Q)Ec .- Q) CD c t '" :Joc:>oa.cn .- Q).c Q) "'C....."C Q)..... .- .....gã.g' -¡='-= C):J c: 0. c: ._..::.::: c: Q) m Q)",O) :E !I::!I::""E m Q) Q) co'--l::;: æ co E"Ñ E 0. c - CD c: Q) c: f/) ï:: (/) .rg:C;:t: J!! 19 ~ E ..'B Êõ E E·-·¡: t: Q) ï:: ~ > co -c:S:-c'ffi ~ en 'V"'C m t:l-cC) '" 0.0 E ..~Q).cc:.þ Q) 0= - - [0'- ~ I Q) a. O'õ jg (/):!:::::, (/) co.g.!2 0 g. = t>J!Jcn=cumc: ." ~N c: Q) '" -mcnUJ:=c>o 0.(1)0..0 0)-- c·-.c 0 ~ m a. cn"C "0-'- Q) 0 Q) CO Q) a. (/) @: D.!::: 3: ..... Q).J:: c"" en §-ºmQ) .æo~8~E"C LL (/)Ef-·-O)Q)(/) Cla>m>. Q) "'C 0 :.¡:; ::J .g; ~~-c£ .c ..... >- '- Q) I,() .!::: CD c: E c: . >..5:= U .~ cñ-C..e-.s gT'"" Q)Q)c:..o u..cm cnU):!:::""O'õo "E "'CQ)C:c: L... >...- ..... ëñ'EEc:m- !;.mmE-cC:>Ocri ._ ° (I) -c-c m·- LL.-::J-C ~c:E ~øQ)ê5~-.9 Q) <.8-c$ 0.0 Q) (0- o.a¡ Q) .- L........ m E Q) ø Q) o~mØØ m~ Q) E U .....·-m .....mE~-- .<:: . ø2 ~ . ° 0> >O::J .c o>.g æ -Ee» -ëãc:c:Eo~ - CD·- m Q) jg -cømØ mEe ~m~.c (ijmo OL....~::JOL...c: (,)øL... - Q)L...L... oJ!:!ø_o,Cõ0 0)....:. >- C)- ::3 c: .c ..... m C)·x a. c (/) c:;- 0>= ø m'E3:c.cC:oø I..........c: >.~o. 3:!2~o~o.~ 0- ~~'ECO~ Q) m CO L...._ ~c: ~ Q) .~o.~ ~8Q)-5·~~~ E·!!! ~ E c: E C .c o..c EQ)- <.-..... - CO ° m co ° a...... E en Q) "'.<:: I.;;; Q) co co i!mQ).c :5cnê lø~!2'E-CQ) 0 'ê ~~ ¿.Q ã) ~ en en ° m co.!! (/) c ï::::COc:mØ.cL...J!! bJ"'ã..c-c L...ø= û)co.c Q)C:~ Q) 0 CD-C= mm o.c=t5æE......eo. eEf-" Q) 0> m .__..... Q) E co =c:: -Q)E'<::t Q) u._ a.. ::J ~ >..L... em=EL...s::oE 11...- ·0 L... = ca c: ..... Q):ë tšm _1D.c0Q) o.E~ .2000 0- :: 8]~co ·g5.g.~~g~ ",:::: C'Ø_oõ.o. Q) aU r::..... ~ ~ '" '" 0·- E 0 1!1 m ° -c c: - ° .2 g E.c I co g>aj ~~ 8.~~ ~~ 0. a¡ ~~-¡0>.9 .- enci C c: 0°..... ~ot::·~ ."." Q)æLL.com:,¡::¡~-c r:: ~ co.c e.....·ëLE a. ::JmJ!:!= c c '6 IE (/) 2:' (/) :2.c>EøS W 01'" 0.:: C'Ø æ o~ ~~~ ø.=.s: ~ '" '" .sOæ~~ È) °U 0 ø:;·~~ o <h Q) I.;;; Em L... Q.w'- ~LL. m.~ - (/) (,)-0 - bJ 0> > 2 Q..- t:: ..... w E.c c ~ .....-gã.o>£! L... 't: Q) (I)..... c: Q 0 Q) o Q) a.-gWCDOc:øQ) a::C:~:;aj e-mco::lmCDm.c ~ ~en °COCD.....,þ -co:5a.eoo-c a.,o.-c-CI) >.c~m · '" c c: ° m c: == 0.°°.- cþ.Qi.Lõo E_m >.0..... .c""; U '" oC)c.co ;r: en '5 m -c c: U).- 0m oð.c cQ5w..... ~ .. .¡: :2 :t:;.E m..... ° L....E o£ m g! CD ~ CDmm2C: ~ï:::.c"'" m :g.9(1)-o ~~mC:C:Q)E " Q) f!3E5Lg m......s::. .c.-..... o a...... U'J E c:"'S C)C..... U'J m.c (I) L....... c: C c: C) 1:: E- -oc L... r::enmm=:2oooco E:g ~ ~.g c: >.. -c en ::J en C E m Q" L....- m 0 ::::-co~'C:;>-cenøc:[ .- 0·-:: Q) Q)C ø .....~> E 0.'<:: (/) 'to 0·- - 0 CD co Q) S;0..cQ)oxøm o.~ co Q) ~c:e asec:ivivct'lQ) u:2 .50 a.ã:£ o.....-c"Cmm.c 11.I '" ::.0 0. 2 o..J2 LL a. m a. a. E -c >. ~ ã. 0. .(3 " '" en LL>. ." oð " Q)- ~ .= C/) · LLc '" · .(3 _ë: '" c U ~ " LLO " Q) '" .,,- -0 "(;) c (/) "'0 0'" «0. 0:2 . . :g .. '- - .- u ~ ~ ¡:¡: ~ 0) - c (I) C ._ (/) Q) c ..!J! E ïij Ot~ ",f- .. 0. .. ~Q)1l) øoø . . I ~ ') 1 i i?' 1 __u. _ __ ____m._.___,. .___.__________..__.,_.__~ _,.________ ~ ~ ¡:5..r:: ~ ~ co .9 .~ .s 13 ~ ~ g' ~ g> Õ .9 .E: CI) ~ +-'0:=3: êQ'- (1)>-~tC:""" --1-'- CD- Q)- uf-oe '-[ êO~coo::J -cE'= oocã) (I) C') ~ Q) CO n:I en CO Q) - == 0):::: 0 .9 Q) 0 m CO Q) c: E .5 >- co .~ :J - 0.,- enD Q)() _0 ~ mEc: CC- CI)g.~~ 9-0.. _co C>C'" C Eo§-.(1) ute 2 (Ümo. O~ en CI)-_~ ~'" m.ftC mo c:en c:roCl) CI) '- -- = .- CD ¡¡:: '.. v. .- ca .r:: .- 0 ::¡: a. '- >- I- E 0 c: .- ..c:>_"C CU.Q g5=~c"""~ ---g·ºo ::Q)O> C/) o>,J::;w ð ¡~O~ £~ -~e-c>o a.m.~.r:: coo.. (1)C')~oE§(1)CI) o O"E 00. _0 ~ "'C en C) ..;..~ a. ~ _ ~ C: ~ '" >. :::::J.!: "Y¡ ..... (l) ,... ::ë ~ a:: '- OJ ""'1:J UJ ...... ...... .- ..... u c: - -- "C '-11 .- v, C)-CD 'E (/JC:CUCC>- .....3:"'C m.!:::.æ CI)·-(1)°cuQ)ecn<:>. Q)"'CE~ ~CD cu.Q:;"¡::Q)m $00>1: ELLrn Q)œ.~2o.!:::o.!2(/):=: :; ~ :z c: ~ E ~.~ _ 15 E êD "á o,.f: ~ CD Q) en a:: I- 0 I- « I..L. LL U ::> U .ft~(1)ca EIU o.~",~~E~ ._- c:x 0..<=", v, en E - c:_ 0 "0'- - U)Q)CI) :.¡:::;,£g ·-......>e0a> ~Q)~(l) co ~ . .. .. . ~ .c co ~ Q) U) .r:: C) ~ 0 ~ en ü: ~ I- "'C C)J!:! _ "'0_ .r:: :=:c'-E'- c: c: C.Qm "'Cc:c:~ _co ~'-o "'C :'¡:::;(1)n:J ·-co- comma> _~ .!:~~.~c: ~c:.r::_ ~co en >.~Q» en","C'" :;:¡_m MO.....U "'(1)..... en c: _ :::::I"O._:::J CD '- - u- m (/J c: .- m rn :::J Q) :a' C) - I- . "'C .æ '- "'C 0 a. E == C) rn n:J >,.!: >c--c me:( Q.QJoocrnQ) (1). E E~c: m ã: E'" :.¡::; 0 0 _::J"C 0 Q) '- 00 >,.- ï:: oe:= "C .... 0) OO.~([) o·õ o£Q)o-:c :C-:=!Q) 000__,0:::; Q),- wI-...... C mw 0 ......C 0 woQ)'~ .~o~ o~~ - ~mOO"Cc:c .- o......."C·:;:: _:;:¡ "Cc......cc: ...r-(tJ...... !U....._ OC:¡¡:::,N"''''O''' c: '-~-~ ~ ~Q) c -~ - 0 m--o E -- ~:§ 5 Q) .~ 8 "i õ O)-g 0 w á1 ü m S .~ æ ~ ~ I!! ~ g « :~ Q) 0) ~ .9::J;=cn 0 om-~Q)~ _ Ecom .........;..... O::Ja..~CO'-2:O)c:1- _0 _ 0.« ,-a.C:CQ)C .....0_.2' cQ)~ a.'-m-Q.Q)",,,,·c:-~ ~ '" mE'- -- '-=m..... 0) m.....~·~::Jo ~ o c: -5 Q) 0 _ u m Q,) a. m m m c: ·E- Q) 0>._ CD 00 0 ~ 0 .- a. C:'ëij ~ ~ m -- E a. E 1'- .þ ~ CD ë.. a.:t:: '- E -g ã> :> ~ ° _ 0 Ott: ::J ~ '- ::> C1) O)~ 00 m ~ (/) ......~ m ~ co .æ ~ 't ..c _~ :> ~ ....J 0 0 C/) 00::::: I- :> C c::;> 0 . -- '- ~"""c:..."C-ü !...IaJ C:ã) m u. co- .....Q)tt:C) cQ)- .- Q.C) ~æoo'-mO SBwc:Ow w~w~ WC:"C .. .... ~Q>~"C8~~ !~ES~c ~"C5~ O:~_~ IE w ..... .uct~=O C::;> Q>(tJ::J c E Q) ~ ~ . c: c CD C) m .2'~ _ '" m WOO.!:: l:; C'" w c: 0> tIS ..... oCDQ)0cn-ëñQ.w ° -oc LL. Q) U 0 c _ooo......'--E:O= CO~Q) ~oomo 0)'- (tJ Q) :.¡:¡-- Q. 0 m c: :s m _ 00 "'C - c: 0.'- Q) c: 0. c: Q) Q)Q)~Q)~~ oo~C: .- ~ ~'-C) ::Joo c: - ¡ '- ~ E 2 CD ~ ~ ... ~ Q) ~ ~:§ ;g ! "5 .~ I- ~ .~ 5 CI) ~ E ~ ~ 1;;'~ .2:-_9-'- "5 Q..ëj) = 00 £ 00 -º:a. 0 m ° Co I ~ 3=:.¡:¡ ~ .æ Q) ..... tlSë=::JctnQ)C:c2..c:ã)Q)"'CC: Nü_Q) U).Q ~ ~ ë c: _",ocr.- ~O-m.....»mo =00 ~Q)~._ "''-,^c_ Q) C co Q) - 0 CD 'S: Q) -ëñ "'C T- ~ co c .c _ .= "'C ...... \U 0 E ~Eu. c:cEUJc~>~"'CQ)'~ CT- ~ :s..... x Q)Q) (tJw:'¡:¡ UJ ·æ~I!!~~~wE~wEco~~~£Õ mmS~ LL..9Æ w~ö~~~~~~ " (J 0.-- mOm c:" m c: co C"') '- C . CD .9 c: 00 .- UJ c: Q. W '- caC1)u.C)Q)(J·9-::J£mo.Q)·~~O)c: oæQ)EC:o~ cOoQ)"3R23=2>([)S~~ LL.O c:~ca::Joca,u .~......- 0 ._0'- "'CQ)...........,L.L.CI)L.L. L.L.u....... ~:e..... - C"'U - Q) a. co ~ e -= N'~ I!!:=! m .5°_-> 00 ! I!! c: m"'C i"w '- ~"'C Q) a. ° a. m C):.¡:¡"C a. tIS 0 0 ::J -·u.-m.....c__o(JQ)Q)x'-a......~ c:LUC:Q)"Cm ....."'M'-O.. .... . u.. '- UJ m 1.1.. ~ _ _ ~ Q) a. m _.... m 0 6ft a.~ ~ '" '" c: - .- c: 0> en '" c: "C E LU c: Q) _ .2 ~ .~ C) ï5.. 19 ~ -~ Q) m 0.19 .~ '-- row m Q)::J U.... l:; .~ -g ~ JC: ~~ :gC/) æ a:: ¡¡¡ ~ oð rJ) . . . .., "'t;: .a Q) t1) I!! e " CD .9- ë: Q.::. '- Q:O' I!! q:1¿ ¡..;; '" '" ~ ~ ü: ü: ~ ~ 0> - - c: UJ c: 00 C:._ UJW OOQ)C: .!!! E .!!! E ï'õ Ot: ot:'= '" '" .. Co . _ a. -. '-Q) T-Q)1O c.90 c.90c.9 f\ I', . .. I .......~"t' .-:f., I t".... 0000..... Q)t/)C) ""Cev'- .c. 0'" OQ)Q)(þL... CD .- c ~-cbcES oQ)·~ -~.c..c.Q) "C _ '" u... .- c .... ..... U m ..... ., ...... L- ~ .- <::0E M<::O,wOM m~ ~~~ ~- > m- . ~.- mOO ~~~ oOOm æ ~ E tU)m ~U)- I!) U)0c: o~E ¡,¡:: ?: (ãco~C:Q)-"1:J.~~Q) ·c-rnm C\I :.;::¡....:~ "(3 t::: en Q..- 0 ::J - Q) >::s ~ Q) CD .- m 0 Q) ~ 0 a:J Q) . 0 .......?:o-o en c: '"ï ..... a. a.C Q) £; (I) ~ c l!;! ~ ( ) ~ =(1) ~ ::J ':;: :ë c: 0 .E (1)0 ( )":;:Q)CL...::JcQ) "C::J= ~~-o~ 0..... ~t >C::'-'(ij.c. oca:::: .- 0" c:-- ~- 0 0.._ Q) OJ t) _ <C en co .- c: <C Q) 0 ~ ~~o.c.£"C mo L...Q) cQ) a.~ ~ ._L... '-0) cc: ,,,L...U) ·-E· 0 u..OtD(/)~::::J ~m·-tnQ) .:::" ca co Q) '¡:: ~ c: c: t:... (/) .s::: 0 en::::J - 1:' - >0.- ~ Q) :c m Q) 0 m,E:=: Q.::s c.mO Q.m..oã) co tR- ~û).>'þrnÉ.~C)~5-c ErJJ« ¿]a.ëiimE - Q)oQ)B«~=( )a.Q) emu ~m( )~ 0 I :::J....u c: ·õc:'E,-~. ()o Q) - c: ~~a.c:._ ( )oQ)~E- ( )(1) C:~( )Q)Q) 0 "CI ~-l!! 0"':'- ""0 = c: CDlõ.c. O..e'-.!:::..s::: :c :s O::::J C)o"'C ""C._ ""0 II) ..c..... _..... >.-...... co .e ...Q)uc:IDE -__ 0..... CD .- ~m>' OWrJJC:_..o ......::: =::'=L...10 '- ø -oEoC\l::J::s'-'''' a. ac: """-::1 0 Co t:: Q) .a m:: _ ~ g.9 E ~.~ 1: m _.eO) 25 §"ª.E ~ N e ocnUJ-C .....OQ)'+'- C»E.... --Q) :2 a. -~ a. Q.ca>.£::~C"')'-Q)(¡)= Q) Ë:~..!!:! -c<Dm:5'Eu. c. tnC1J.....m::J -..cQ)'-Q)C) ::J::J'(ã ""O::::JO__o co c~~.e·=0i~~=.~S~~ ~O> cogm~E~ m ftI m -'---o>..c: 0co mQ):J -..c: ~ ëi.i.~i3~.§~c:~--§, .~~>- ..c:c::::0-cv" ..... .9m~CI)C:OMWû)c:¡¡:: ("")"2 -,-m~N.£ C» G) _ W en 0 .æ LO Q) w .Q ~ LO :'= 0 e».«- '- co 0 -c .£ u-cm0-- _WC::Jâ)¡¡:: Q)CO _£ Ww--W w ¡~_éñCÞ:Eo:JoOsrts_~ :J-c-~ -g-c:5 w3! W -''''0 ::S'-0 ..c:""U)0 Oe:('f') me: mE~ :> iL~.g~ ~£ m ~~ ;;;:S~ ~ COLO E m-g..c:¡:¡ ~ g E - c: - CD c..c:::: 3: m c:::: - W E - co -c ..c '- co 01:::: a::: B .2:-_ -c c: rE êñ _ ~:J o"á-c"S c: 0 C 00 ._-OQ)OW..c: 0=0 o·-mo·Q.9-- olS.8.8~~:rg~~:§~~õ ~"co~ ~~]23:j-g ~ 1:: _:J ra: 0 > 0 co -c \...I -c 0 c:::: 0 c.. c..-c - o 0 c: en CD _ Q):¡:¡ c.. 0 e: c: e-..c: Q) -- -5 E ~ E c: CJ) Q..-g!9.æ::J:COCl)~.~ï:::::_QCO :JÕE 'E-008w I Q.:J"5::::¡ -.;:J!:! w-C-2.ëõ E c....c., woo CI) E Q.. ::s - 0 ... -- -c c.. m e>t:: W C) 0 E C/J e: m - E (I) _e:-c:a:-æe:o..ce:mw e:m_~ tQ)Q)C::::~o :¡s .. C> 00 Om m >.= '¡:: cc >. -E- E..c: m C/J m '- ·......0 0 c e: ,-..c: m'S: 0 CI) - c..:J..c.- "- W ca ~=ë_C:oðw -c:>..cQ)w Em- Q) «c..'- CD ...J c: ê ~ _ c...9 6 ("")..c: £ - m w m C ~ g) _~ Õ CDQ)O-C~'--c~LO'~~Em ~>.~~ _-..c:~-C0 . OE'-« cnw..,>. m,... """0W"" "" ....m ~a. C CI) ._",,,,,-Q)e: -- 0 >0 '--co>m-C ftI:J E C/J ...J "" e:....:J -.:!:::: "-- ... -u...- '" 0 ra: Q) i _£ cn-C 0 .... ~::> a.c Q) :J æ _£ - E" E e: .:: 8 õ C/J Q) ~'(ij -c ~ ~ CI) w '- « 03: ~ Q) a.-~ -5...'(ij « N.. I.'! ~Q),,-m..c:""wc:""_m 0u w ..c:Xm.~00- ~ C '- a...c ~ W -c m c:::: 0 0 £ IJ... _:I: '- ~ Q) .þ.....r Q) Z::J: 0 - ~ a. -§, ~7 t: ::J g> c: '" 0 u:: IU Q) c.. _~ m :¡:¡ ,-a. o is! e»u := 5 o:J Q) CI) .5 '- 0.. -cno-c C:Q) -c Q) J!;!m Q.wc.a g:J c: -c -c lJ...~mCJ) mO :J O~ c: c: C::::...J"5 - C/J - -- w w..c t: c: c: (1) Q) E CD 0 E 0._ CD 0:: CD '" E "'<::« cbE_ -cm mm ~CI)W'- ~!-'--'= 8 '" > -c m co ã.<ë w ~ Q) "" -c c: '- ..c: E w__ :J '- C::::«m~Q.._oð Q)cnoa. <:: . . . ~. '" ~ ~ ~ '" y ~ ~ ~ 0 y Q: '" g: ¡~ b &o~ ~y ~ ~!~ CÞ~ ~ œ~CÞ e CD ,f!! ;: ~ 1; ~~ ~ O~~ ~ C/J ~ ~ ~ W'- c: c ~ 0 u.. to. :J c: :J c: ~.- "" 0 0 aJ C: ~ '" E", c> E", <:: >- -<:: E0<:: Eo '-Q)0(1) 0C:O :J-- :J ....c:cn ~wEa. o-c-£ O-c .- 'U"'''IU " U. w ëõ ;-:;; Q) \...I Q) '- \...I Q) e>o \...1"50::0 c::::~ a::: Q)'- ~ Q) .. E"O .. a... E ..-"'.. ..~ N Q) _0)("") V.~LO v._ Øw~ øoØFØO::Ø øo:: ~ ") ,/' .!...... ,:.¿II .. .... . /r·"'Y-...... -- - - ---_._.__._---~.._---,_._--------_._--~,-- mm~wmõ mmm~ccm~mmm~~C ~.9:¡¿'E·!Q~5 '" en ° m~-~'~ .~~~~om.~~~.~_~~m .s:::"''' ·-w·-o~ .- -~ _ ã) 2 LL 00 LL - - 0 Ë _:::e:: LL ~ ca 10 ~ ~._~. ::-~w ~O~m ~ m.9~~m~000m8-o,- >.wE.....O)o.!Q o c:: 00 m _ 0)« ë ~ _ 0 00 > ~ ~- ~ _::J =:: 00 m.f:::J: E -0'" ~oo= 0 -m ~mE>'mw-~m~~ omE>-cw m~~ .....- _..... -..... ~m m- m~ E O)';;Õ 0 a.~::J: m-B- ..... m.f: 0 8 c: c J!3, u ëi.i..c: ~_o. ~ m~ o~-coomo m 00 m 0'- .- 0 ° -0..0 -c '-w~ ~.- a. ~a. w::J:°mE~C -äi a.:.c: Oom~mID ~'-Ec»~~~m~5wærom .- ..... m waJm~Eoo > '" ~ ~-g.!Q.g1O..... ~ §'-'2¡¡::: ä>~ 00 æ·(i.i=ë::J: _a. WÕ.ccoow "'= ï: c ë m .~ .ê g:e ñ; c ~ ~ J2 E w.!Q ~ iü ~ m 0> -mo-::J: - ~ u,- ~m m-O ~..... ~ m 00 m~ - WEma.o ~~oo.....~.e OO>u ._::Jm·_._ .....o~-m~O.....m oE~ O)ã)E-~ wa.0~ ._OQ)c ~..... 0> m'- _ - - -.c.- ~.....~-c ~ ·-m~o>.em~m~~a.iü~ ........J ~wco a¡~-äi moo ~'-m- ~ - .-- m .....- a.:.c ~ 0 ~ ° ë E" > .ê ~ ~ m $ ~ ~ .= ~2~ ê ~ ê ~ -g ~ ~ ~ ~ ~-o~mmQ.J ~æ-c -oog..oo o~w .Qmmm_~= 0.. -.- en E E 0",_ -C::J:.- ~. ~mOwõ-c ~o .¡ t-0~~1::.91:: J2.r;0 Q)~~1OmO m-Cm .....O·-m~wmo> .æ~wcüm~m g.~w ~ ~Ü:.Q»- g."*¡::ë¡¡:::-c= a.m § g.æ...; 00 000 _a.ma. ~:J"" m..... =::m-c 0- mo~_W~~ ~c:m ma.~mmt::w Q) a..~ E~Q)-~Q) 00 o=mW.f:omm mO .!Q ~ ,Q g0.æ 0 .s:::en.s::: ._.r;- -c mC m..o m ._.....~mE~ Oa._·-wWQ) -mO"': ...,. ~I-'~ë';; .....ëü......::J:ñ; a.õm Q) w 0 mE..... ~ ..... ~~ 'm o~ .1::mo ü:.....'Ema.~Q) og.ø~1::~ I m ~ .- ~ ¡¡::: 0o>.mE..... Q)Q.J= ~.r;""'::J mmma. fI).c::J:~LL_Q) ._ Q) m -c_.cm N __ a. m..o -cm-m-cm-Ea. fl)1-~mmm..c:: ~O-..... _ ......- 0 Q) ..c E c c: ..0 m ..... ro CD ~ cþ 0..c- Q):.c c»::; o~Ua.~Q) I-c1::=m~EEo¡¡:::~~Co .§ -E 8 à)'1- ~ ~ E '" ". M Q) 0)..0 Om~ m ::J·-_=::W ~ E >.- '" m~..c.9m IEa.w§.....¿~:cooQ)Q)æ cþ m .c . m_ ~._- = _wm..... ::J:"O..... "'E-c-w.~~ o 0 ~ E ::J: c» 0 ~ « .~ .!! O'C [~ w 2 ~ 0...!Q m ..... ü: ~ ftI~C:OQ)2:- oZ - '.f:-::J ~~ a.oSm·f:omEm ..... Q.mmw_m= '" ,,0 I~~~~.æ ~~~m::J:03~~~~~ma. ~a. w~w~ .....~m'C a.. ~ § :ß.!Q 'C'!!! 00 Q) Q) m :smoa. m CD=¡'¡;::Q.}'C_a.Q)c:-m~="C .- 0)..0 0> - ~ ~ x « 'C c..~ Q) 0 Q) m R t5 .- =æ ..0 00 æ .. .- >0 "0 c: .c ëro c: C-.....Q)LLa. ø0..c ~ ~'C m>o CÞmmo ml- Q.) ~ 00 ~ G:t m u:::> Q.) - E co ::J: C)'- Q) 00 C..c..o >. -.~ c:-"C ~ E '" "'.- o a. Q) fI) 0._ 'C ~ W ~ õ.Q >. - g:LL..-C."'Eai- t: ::!: .s::: .!!1 fI)-E0£~m ~Øo~Q)ë·~..c:~m~=::~S cnQ)"EE~~o"S. .- ..c: 0 Q) m C)!E 00 mw.....'C CQ)'C"Cm'E -~ O~Q.)m-Q)a.o~Q)m C-o"ooo'" c.wQ)~ o ~ -ow > ..........Ec.::J:"CØ' CO_I..... ..... m ~ ~m Emc..cm ftI._~OoC:"Cw E'- C 1.- (}CC.ø"C ; m- u- w.....oc: 0)'- >0)0 °-ccw ca1::w U ::J~g..oc.a.m~>w.!QEe~~ (þ'C _ co _-t-C £~Q)g£~ ~::J:mø E'C~mE¡::oc.¡¡:::m ::J .s g>~ E ~ CD m ~~m.:! cm.2..o·§0 w'Cmm.9o=o..c - 0 ~2 fl)Q.)'_~::SQ)C)W .- ",::!: '" ::J C 2:::S :¡:; >to W a..c 0 -5 ..c:: ~ . Q) 00 0 'w .!! C).f: m..c ~ ê ~ LL. C. > C1)mm- E me. ·m _>-O-"'ffi c ·-.c8 _-g~u)"C'wm& ..c.....J:c moo 'Co .-_ c:oøC)u)Q)>'C- ~o c..c-m~::J::E 1-0..1-'" E .~ Q) C1) 'ë ~ C'ë >- Q) .- ø ~ ..... E ~ Q) . -'~'- c: o~..c..c1O::Jo::J::J:mE~Q).-o CEO> cQ) CD wmCD"C ~ E OQ)B-'~E~EE-c1::oa¡~õ~::J:1::~~::S EcüQ)~--.2:-m '''' '" o"C mo·-- ~~ . ° ..c:mmOE~EE~m .....mQ)·sEmm Em c._._~..... ()~ Um-cm ~~~~womooma.·!Q~t5~aEiomEE« .~2: ð'w2 ~ Q)'~ ::J(I)m- ~2~~~UoUU~~~m.f:.f:~80~£8Q)~~ < m ..... ::s m.-..c 0 ....-..... m 00 o...c c...J _ . -c:.c:..... CD " " .aE ~ .æ.Q OJ '" 2" ",- o ~ en'" "en 'ê5 .Q ,,0 '" e :J :J C)~ .a" ,,0.. UJ " " '" '" .- c. X . 'æO þ '" ~ - ° en- m'-- ",- ~ ° _"en ~ en m::J= en '" ~ E.~ '" en "'= .s:::.><", 'S: 5 .f: E g ~ ° c ~E ",oc. :J :J '" a:::ucn '" '" ~~~ " " . . ° ° . ZZ .. t: t: t: 0 0 '- 0 ... - ... <II <II - - <II U ,_ s:::: ~s:::: u -6 - CD CJ CD .- ~ ~'ë¡i~ t: " I.U e u .sG>~G>~g> .- . e IS - e ~ 02 .!,! G> t: .Q " ._ 0 t: II:: e~ ito CI.. II.; OI.U OI.U Þ ~ Þ ·c ü: 'ë ~ Q) ::J:5 :J ° en E·- ~_E~ w'E ã Eg 00 ~ EO ~~a. O'C 00 m 0 ::J - 00 Om .!!!Euij¡ ut:~en a::: Ut: a::: '" '" .>< .. ~..~ .. c... E .. en _ Q) C"') _ ...,.._ - m-.:t.!Q C!JOC!Ji-C!Ja::: C!JOC!Ja::: ,-~ . . . . . 1/ ¡ (-..., CI) ë6 rn CD CO '- ~ .2 B £"S .E I:: "'C'- _..c >- CII ( ) 2: 0 0 0) E :2cn'" ~ ( ) .Q t 0..c 0 m ~_ 0.... c Co c:m 0) 0 ..c:: Q) Q).Q r.ñ - g CI O)"C ( ).a - ~ ( ) ;:¡ ( ) 0)00::::: '5 C. "C '- E";; c: c: ü: >. .- IV ttIi Wn E..c .... "1""""..... ..... c: en ~ffi Lq:5 Q) (/. (/) en 0'- E 12 m tv "1"""";: a. U .c E c: ë ':J m ~W J:: Q) C'" >. ¡¡:: ~ E CD .c -2 ~ CD r.ñ "'C o.~ C ~ .~ CD me.. Q) C) := 2: > 0 "'C c: 'õ æ ~ 5.. 'ü Q,) J!! Q) = a. .5"'C CD .c ~m '- c: ..c:: -0) 0 co .... ._ co> .~ c: Q) :=.- EO> Q) CD .- m m ~~ m Q) m ..c en J:: '- .... E g "'C m == O:¡::o "C c: C ~~ '" "'''' '" '" ._;;:- "'C L... ..c: E '" UJ UJ >. CD ¡¡::..... c: CD .È ~oo ·=m -o:.;::;·Q :;:::; _I:: ~ Q)"" .~ "'C .- CD C"'.... 0..c:: 0 0 c: .!:Q 0>..... Q) J2 ~...... ::::J ï::: co >'-c: L... 0_ ""C a. II) -CEO> c:~ 0)0 ~ CD >. o c: Q) E ~ Q) ui?ft. ~ c: ~ ~ m_t ~O 20 .!:Q "2 ~ CI) meum ~U):::;¡O>.... .- co "> ..... 0 a. .. "'- c: c: ~ >. œ C._O> CD 0 --0 - .... ~ ",- -8-gC få.5 E,æ"2 "'C > 1: .- E Q) ..c: - ç- I.O::::J ::::J Q) n:J en L... Q) Q) . c: E c '" Q) Q)'- .r::.'- co·- .- " en "'C L...m~·- _..c:: E E ~ ~"'C .~ m..c::m ~ ~U .51.0 0 "C ::::JQ)~ ~ ~~U "I"""" C £_ 0 Q) °.2"'0 co 5::5 ~ ~~ "§c: ..cO) ~ m2:~ - 0m'- '.. '-CD_ Æ m........fg C) 0)= -õ£ :J f/)..c:: -CUJU)(/) > "5m.È ª =(0 Q)"§ e B·- æõ"C"E .!2 ß cnU co ~ CD -g ~ :5 'S;;: - ..... 11 to ::J 0 "" "I"""" CI.)"C _ L,...... Q) :J en "'tJ ..c:: .5a>(/)Q,) c:Q)(!) Q)",c c:o=C -. =.c L... ~ "'C 0 Q) c..c co (J IDeo- Q) ="Õ CeI) , ..... E o~ca(;) a:)- .s¿uE E õ2 .ê~ :g ~ t ~C'CJûj"C", o~ ~cO 0 I- ~ E '" "'0"'", '0 ~oJ:: ûj en :>c: >- Q. Q.OJ-<Dm bW ~~~ O~ ~~ ~~ ~ ~ ~ o~~~~ h _ _ OJ W c: enh 0 == >. a. - ~ Q) OJ L- >- c: CD a.....J _ .- OJ 0. CIJ OJ OJ c: 0 "C ::J ~ .Q ,~~~ ~ E .5 ~.¿- '. '0.= g :ß ~ ~ :¡; >._ 'tI I to 0) co 0 t: OJ ~ 0. ~ (tJ CD ~ CD ~ ã (þ cD c: = Q. ,0 ~ OJ 2 ~ -g - ~ .¡,,;·c :Sma. ~ c:W cn-~ 1:; õ £ CüL¡:CO~~ ....co ~-a. >- '-('0') C'CJ - - -Q)Q)E~ ô3~ u~~ ~ £- ....J= "Õ m. (þ ·=E- 0 ~ 0 r::: I Cf) >. .~ 1:: ::;.- Q) Q) 9 -:w S 0 Q) S Q)IDQ) CIJ Q) tCf) 0:: c: ""'" C'CJ_oo.c"C .... (/) þO ~ Q) E 0 ....J ~ Q) 0 E 0 ~ ~ Q) CD OJ - ....J '. c: a:J ~ (/) >. - ~ -.,¡.; .- - = Q..~ ~ 5- '0 II) OJ c: ~- II) ~ ~ ~ C'CJ >- C'CJ .5 '¡f!. ~:æ .c CD~ ~~<D CD ~.~ ~t æ~ -~ø ~~ ~£ EOJo-~ QaJ ~ u e en 000 .~ >'m1:: ~m >'0) ~en....Jen>. eW b~~ ~ g~ <DR b_ ¡.~aJ~mg !D£ ~~~~~ 11..,- Q) CD > CD Q) E ~ ~ 1: c: a. 2: :2'¡:: Q).c '. c: 3: I... Q)..... 'êõ u (1).'0 II) c: ....Jcf) ~aJ o~8.::J~::J Q~ 'C~Q)o(/) .!! ""ffi ,!]!« r:::o '5m "Om ~E Cimm.5,!a. ,5= ~D~~m nJ II) ~ ......c 0) C:m aJ~ ¡;;:;t aJ aJ r:::- II) 0 aJ o II)~ (þC'CJc: ~ OJ U....J em ~m~~~en _C: > ~ m _en ~=.- II) - c: 00. ~co~~~m ~aJ .- en co ~ ~c: 'u..-m'C CD Q)~",.m.~ OQ) ~Q)~::J::JQ) ~E ~o-",o", 0- >~,.., .=.- >0 _ 'C~'C'C'C~ - - ~ I ca- ~ --E"CC'CI ~ Q)UQ)Q)Q)U t ~ Q) U . ~ I g I ««:w«CJ I Q) a:::.Ec:::a:::a:::.E I as ~ ~ .E ~ ~ ~"'- ~ ~~ ~~ C :Jt~ :r:t B....:. :r:t =It:~ :r:t aJ CD "ëiis ëi'~Cf) 'iä .. .. "ëiiS ...... ë¡C . . . CII o~ O",~ 0 om o~ 'ft '" ,ft UJ 'ft 'ft·- 'ft·- ..J '-'"C ,-,cn~ ...., ....,> ....,u.. /):::.. / .,... d·:- -~-- "'-,~._._--- ~ - ^' l1> < ~ :I: l> 8 "" e: a. @. ~. 3 3 III 5" III ~ 0 ::> iii" iil 0.9- ::0 ~ C (1) l/l ::0 III l/l Qo (1) ~ 0 c)" g ~ e: ::> ~ g (1) :l ~" .. l/l "tI 3 ~ (1) ;a. ... III 3 l/l !P- N ;!:: "tI::O :l Q, a. 0 ~l1: ::> tXl ~ l/l 0 ::> III T" 3 e: \[ ::0 e!. ::> 3 () 0" ~ o CD -:l 0 ::> Q) ~~ 3 , lil 3 tXl 3 ". -. e: ~ "0 ::> (1) Qo:l ~ ;a. l> 0" (J) "'" (J) ::> (") ::0 e: ". :< () ll> ll> ". a. l/l ~ iii" e: (") e: it m ll> l/l , () ~ Iii 5" -t 03 a ;"2- III iii CD 3 CD :l '- '- ~t a III e: ::> ::> - (i" b b 66 :l 0> 01 0>01 ... ... tXl(J) ~ CD !!!. N :l III "" "" co co :J. 0 w --I ~= ~ , ---I , -0 ~ 0 .... l/l IlO 0 0 ... ... mC ~' is; N ~ ~ '2' 0 ... N N 0 , a , -0 3 3 0 0 0 CD l/l 0 0 0 allO ... ... ... mllO'" ~' () 3 '2' ~ iii' (J) '" N _w 3"C =. e: 0 '" 01 CDS.:l3 0 0 0 a!!l~3 0 0 0 III ... ... "'< < 0 CD ... co 00 "J !a (II 01 ('i' 0 -0 , m i 0 0 00 00 l/l ,~ ... C'" ('i' ::> 0 tXl N ~ '" e: _...J. 5 .. UI 0 00 ~". ... a 01~ - CD S' 0 0 g::> g... CD 0 0 0 UI UI ... ... ... () "tI 0 iii UI ::> ~ (J) Iii 3i N ~ ~"tI ~ '" ... ~o 0 00 NUl 0 ~ , N Wc.n a: 0 ~ 0 ....0 ~ 0 O:l , ... "'"tI ~ 0 ~ =II: N a 0 0' 0 , , (II :l , '" w WUl N 0 ... ... ...-t 0 co ~~ '" 01 CO~N (II 00 co --1- Nom , - 0 NOO Rllil 000 0.. ... ... "tI .,,'" e: 0 ... ~ :l :;; ... 0 ~o.- CD p _oo~' Q 0 , 01 , 01 "J 0 0 o CD 0 0 o ... ... ... ... z ~ ..... ... ~~Ci) "'~ N "'00 _co _co il ~ NO ~ ~ CD NO 0 N ... 00 0 o III ... ... 0 co t ~blcE o~ COOl _co ...J.!e. 2. ""-0 ~ ~cnc5 NO 0 00 0 0 ..., t3 ~ 0- '< o "tI ". III l/l cp 5" Q. c ~ Qo l> "'" ::0 ll> l/l (") e: ll> ." or ::!l ". ~ l/l '- e: b Ol 00 ... '" 01 01 ~ N a o o ... yo 01 o o o o o o ~ o o W 01 01 Ol Ol o !'J ~ w o _00 01 o o 01 00 W '" W o 01 co _00 Ol w o m l>'" 3 = ::;' ll> "CD fQ =i' C (1) CD ll> ~rE ::> ~ ~~ ;!:: iil 3 (1) 3 CD C. l/l a ~ "tI ~ III 3 l/l ::0 :!!::o ll> CD ~ m III .,,0 l/l III 3 ll> Q,3 ::0 ~~ " "tI ;!::o. g- III ~ l/l -, l> roO ... :l r ]! (J) ==1 III ... ::> III ::> ~ 0 ;:l. (J) c ~ -t 03 a ;'"9- III iii CD 3 CD fu"R a ~ l' 'i'" 0' 00 :l 0101 III (J) III CD ~ :l CD iii' ~ , .. UI l/l IlO (J) ... e: 0 3 ... mC 3 ~. is; ~" ~' 0 3 3 0 , , , ... CD UI ." allO ;' m 1lO"'~ ~' 0 3 g, ~'~ iii'~ 3"C =. 3!: CD e: :l III a!~a CD ... < "tI CD iii "J :l ('i' !a m e: UI ~ 0 ... ... III :l ... ...c;Q 0. ~ l> 00"J 0. 0 -gg ~ < 0 III 000 :l ... "'0 CD ... r- 0 ;; UI i (J) ... ~ "tI 0 0 UI ~ , ;:;: III 0' :l ::> 0. "'"tI ~ III 0 :l !!!, =II: ~ d':o , , o ... 0 :l ~ UI !a ... ...-t I: ... ~a ~ ~i!:> o III 0 0- 0 bo -0 bl ~ 00 ga 00 UI , ... ... "tI ~ ." ." 0 N I: 0 ... ~:l :;; 0 0 00.- ... 0 p~' Q , 0 , o "J N 0 o CD 0 0 o ... 0 '" ... z ~ ." G'l ....... I: 00 ::> CD '00 0. ::> CD 00 ill 00 o~ oce a 2. en :l ce 0 () ." "tI () :I: 0 " (J) -t -t -t -t 8 :I: :I: :I: :I: :I: :I: ::> l> ." 3\ 0 @" e: 0 III 9' @. e: iil iil iil iil e: e: e: e: e: e: co. ;' (") a. S!: 3 N ~ i 5" 5" 5" 5" 3 3 3 3 3 3 ... 3 (1) ll> 5' 0" 3 III III III III III III III III III 3 5" 0 Q. m < e: a. ::0 ::> ~" ~" ~" ~" iil ::> ::> ::> ::> ::> ::> a CiY r2 ::> (1) m 0 c. ." C 0' en a. ::> e: ll> ::0 III ::0 ::0 ::0 ::0 ::0 ::0 cr ~ m e: [ l/l ~ l/l ll> ll> ll> ll> (1) ll> III 3 0 ~ ~ ll> Q, l/l l/l l/l (Jl (Jl (Jl ::>.. ~ ;!:: 0 (Jl .. Qo 0 0 0 0 0 0 -t 0" 3 ll> (1) !!!. 0" III ::> (") iii" ~ e: e: e: e: e: e: (1) ::> Q 3 0" 0" ::> ~ l/l e: 0 0 0 0 g 0 (") - ll> ll> ll> (Jl "."tI :l ll> ll> ::> :l (Jl (Jl I: ll> (1) ll> (1) (1) ::;:;03 .. :l ;a. iii" ~" (Jl l/l (Jl (Jl (Jl (Jl "tI Q en 3 'ii -" < ;!:: ll> e: fa ~ ~ III ;a. S!: gg ill :l 0" 3 :l ~ m 3 a. 3 l/l ll> e: e: 3 ~ ::> (1) ~ ;a. 0" :l 0" ::> (Jl C Z Z Z ::0 "tI "tI Z Z " -t (J) m () z "tI "tI ;!:: l> :I: (J) "tI(J) ::0 (Jl 0 0 0 (1) ~ s; 0 0 III iil ~ ~ ~ 0 (1) (1) III ::> 0 (1) e: ... CD ll> :l ::> ::> 5" (") ::> ::> Q" 5" ::> a- a- ::> ::> e: (") go ... Q. ll> ll> (1) (Jl ". (1) ll> ~ iP- S" Iii ll> ~ e: ~ <il 0 Iii <il III ~" ll> 5" 3 3 e!. ~ (") 3\ 3 ~ (Jl (Jl ~ ~ ll> " (J)(") ro (Jl III III III " 3 '" ll> ::> " 3 e: III ll> ::> ::> ~~r ::> ~~ CD 3 " ::0 0 a. e: (") (") ll> :l a ~ ::> (1) ll> ;a. a. ll> a. (J) 0. ::0 (Jl 0. e: ~ 0 ~ e: (Jl "tI ::0 -t {g g- l>~ ~ ::> ::> ;:l. i Q) ~ iil :J Dr 0' III ~ ::> 0 ~~ ;a. () (Jl ~ 5" <l: tXl :l ~: 0 " ~ ~" () III !e." 3 -< ::> (") a: 0 ~ ? a (1) 3 III 01 (") 0 ro ![ ::> 3 a a. m tXl "tI e: e: e: ~ ::> a. a. ~ ~ ::> a. ~" I: ~ (Jl (") ~ iil 0 III () "tI 3 50. 0 ". (Jl <il <il .. III < 0" (") ll> ::> ". ::> e: ll> -t Z ZZ zz z 03 a )> )>)> )>)> )> ~"C III CD - iii CD 3 CD :l '- '-0 0 0 0 00 ;!:: '- ;!::O 0 0 0'- a III ~ Sf l?- l?- l?- l?-l?- III III III ll> l?- l?- Sf~ 7 c 7 7 '? 0' 0 00 0 0 0 00 0 0 00 0 0 00 :l 01 01'" .... .... .... ........ 01 01 01.... .... .... ....01 ... Illl/l ... CD !!!. :l III "" w .... w Ol--l ~ w ....... CD :I, co 00 0 _--I ~N 0 _--I ....01 ~= ..... ~ ~ ~ -co ---I -0 ~ ~...J. m :.. , , , , , , , , , , , N --100 0 N ~Ol en IlO CD 0 0 01 00 0 01 00 0 ... ... mC ~' is; N ~ ~ '2' 0 ... NN 3 3 0 , , , , , , , 00 , , , , , , , , , 0 00 CD l/l 0 00 allO ... ... mllO'" ~'o 3 ... ~ ... '2' ~ iii'l/l '" N --I ow --I NW 3"C =. I: 0 '" '" -0 <.n '" co CDI::l3 0 0 000 000 a!~3 0 0 000 000 III ... ... < < ... CD a "" "J l/l "" N N N NN ('i' .. 0 Ol Ol co 0>0l , ir i 0 0 0 0 00 00 0 0 0 00 en .~ 00 00 000 00 00 00 00 00 000 0 ... ... ('i' ... Q III N ~ w .... N~ I: '" wo 0 ~ 0 W 010 ~ ~ "J l/l 0 00 OlOa -0 -0 -00 , 0-01 , !!l S' 0 00 000 00 00 00 CD 0 00 000 00 00 00 en en ... ... 0 "tI 0 iii ~ ::> l/l -g Iii ... 3i '" ~ ~ "tI ~ CD N 0> Ol t o~ ~ t 01'" 0 0 Ol Ol co co... 0 0100 ~ :.. , a , , j , , , , ~ , '" Cot...> , , , , a -0> ~m 0 CD 0 N--IOO ON ~Ol 0' 0 0 0 0 0 0100 001 00 :l ~ , ... "tI ~ 0 UI =II: N ;:;: a 0 , , , 0' 0 , , , , , , , , , , :l ... co ~ ~ ~ ~ ~ ~ ~ ~ en N 0 ... ... -t 0 '" ~ ~ a '" '" N Ol O>W ....O~ N~ ~... 01.... !!!. ~ Ol 0> COO ...co.... w01 00 ....0l00 , a , , j , , , , NO -Ol <0 N , , 00 a-a en -...J. m 0 CD 0 ~o N--IOO 00 00 N~Ol 0 0 0 0 00 0100 00 00 0100 ~ ... ... "tI .,,'" I: !2 ""~ ::> ." NN N N N ....... ~ 0.- CD 01 Ol 00 co --IOO~ --IWW ~' ~ 1n -0 a , , -01 , , , , -0 , <.n '"0 -01 , , , , 0,01'0 00 0 0 0 000 000 000 a 0 00 0 00 0 !!l ... ... Z ~ ""~ ." G'l "'N W ....w wOl --I .... N~ ~ W ........ I: COOl 00 00 --I~ N ow 010 0--1 N01 :l CD en -0 -~ rvo -...J. (0 -..... -00 -0-0 O-...J. m-m 0. :l CDO ~o N--I 00 00 00 ON ~Ol !!l 00 0 00 010 0 00 00 001 00 III ... ... '" ~ O~ oce CO 01~ 01 ....00 ~ .... ~ ~ ~... 01.... ~ 0 ... ~o W CO--l Ow 00 oco 00 co ... 0,-0 -.... tn--....J '" a-o 0-0 otn tn-c.n en S' CO 00 N OCO Ol 00 00 00 ~o ce '" 00 01 00 0 00 00 00 00 () g )> ~" 5f ~g. U'l3 3 ~ 3 .-+ III - -< ATTACHMENT U CHULA VISTA FIRE DEPARTMENT Strategic Business Plan We Protect Life, Environment and Property 2004 - 2010 - ...---.-.-......-.-----.-.-.-., -.- ,-,--_...__.__.._~-~---~~~-~._------ ~ ~ f.t- ~:: ~~~~ CITY OF CHULA VISTA STEPHEN C. PADILLA Mayor MARY SALAS Deputy Mayor Patty Davis John McCann Jerry R. Rindone Council member Councilmember Council member ADMINISTRATION David D. Rowlands, Jr. City Manager Cheryl Fruchter Hinds Assistant City Manager George Krempl Assistant City Manager Sid W. Morris Assistant City Manager David Palmer Assistant City Manager DEPARTMENT Laurie Madigan Director of Community Development Michael Meacham Director of Conservation & Environmental Services Maria Kachadoorian Director of Finance Doug Perry Fire Chief Jack Griffin Director of General Services Marcia Raskin Director of Human Re.sources David Palmer Library Director Louie Vignapiano Director of Management and Information Services Daniel D. Beintema Nature Center Director Jim Sandoval Director of Planning & Building Richard P. Emerson Chief of Police Dave Byers Director of Public Works Operations Buck Martin Director of Recreation TABLE OF CONTENTS Transmittal Letter i Participants Hi Introduction - Weidner Consulting, Inc. v Managing for Results Process vii Strategic Business Plan 1 - 38 Issue Statements 2 Goals 4 Lines of Business 6 Programs 8 Administration/Fiscal 8 Information Technology 10 Human Resources 12 Facilities 14 Apparatus and Equipment 15 Training 17 Supply 19 Emergency Medical 20 Fire and Rescue 23 Other Responses 25 Hazardous Materials 26 Fire Communications 28 Public Education 30 Fire Investigation 32 Code Enforcement 33 Community Development 35 Office of Emergency Management 37 Initial Findings and Recommendations 39 _ _ ._._M.~_'."__ _______ __ _______._____...·_.w.,·__ July 1, 2004 We are pleased to present the Chula Vista Fire Department's Strategic Business Plan for FY 2004 - 2010. This plan represents the beginning of a new way of doing business in the Chula Vista Fire Department, as management and labor have partnered to develop a vision and a plan to achieve results for our customers: the citizens of the City of Chula Vista. Fire Chief Douglas Perry and Union President Steve Miller The new mission statement renews the Fire Department's commitment to protecting life, and preserving property. This mission statement is supported by a plan that identifies and organizes Fire services into purposeful programs that are aligned to achieve the department's mission, Each program, and its corresponding components, are further developed into lines of business whose costs and performance can be measured, thus ensuring accountability. This unified view will allow management and labor to focus on continually improving departmental operations and optimizing performance. Overall, this plan provides our customers with a clear understanding of what they may expect in terms of services from their investment in the Fire Department. It provides the performance measures to allow them to gauge our service delivery and factually tell them our story. Just as important however, this plan represents our employees' commitment to delivering services at the highest levels of professional firefighting and emergency medical response standards. Our employees gladly make this commitment to the community to whom they are sworn and honored to serve. Consistent with the caliber of the community Chula Vista has become, the plan includes critical goals to be accomplished with in five years. A high priority i among these critical goals, is meeting the challenge of becoming a Class I Fire Department as defined by the Insurance Service Organization (ISO) that is capable of supporting the high quality, high-end economic development we seek for our City's future. As our department plans for the future, it will be important to have in place the necessary resources to provide quality services to our customers. Our community has experienced growth at a rate that makes us the seventh fastest growing community in America. This growth rate represents new challenges for our department. Accordingly, this Strategic Business Plan serves as the cornerstone to the update of the Fire Facility Master Plan. The Fire Facility Master Plan is a road map designed to place stations and to identify equipment and personnel needs. However, before the Fire Facility Master Plan could be developed, it was critical to first develop an internal consensus concerning the types of programs and services our department was going to deliver, and define how these programs and services were going to be managed. The completion of the Strategic Business Plan represents the critical step and allows our department to align its purpose as it moves forward. We extend a special thanks to everyone who participated in development of our Strategic Business Plan. We look forward to providing our best for the Chula Vista Community. \ ~ Steve Miller Fire Chief President, IAFF Local 2180 ii _._---~-_.,_.~-_._-~_._---- STRATEGIC BUSINESS PLAN TEAM Doug Perry, Fire Chief Robert Hill, Jr., Fire Captain Iracsema Quilantan, Administrative Services Manager Mike Nash, Fire Engineer Jeff Peter, Deputy Fire Chief Jacob Gregoire, Fire Engineer Jim Geering, Deputy Fire Chief Gary Edmonds, Fire Inspector II Steve Miller, Local 2180 President/Firefighter Justin Gipson, Fire Inspector II Rick Brand, Battalion Chief Carlos Bejar, Emergency Services Manager Mike Reeves, Battalion Chief Debbie Nasta, Fire Communications Manager Mike Hartman, Training Battalion Chief Jim Garcia, Fire Captain PRE FACILITATION SESSIONS All Fire Department Personnel Purpose Statements & Performance Measures Session Oversiaht Team Steve Miller, Michael Nash, Robert Hill, Jr., Iracsema Quilantan, Jacob Gregoire PURPOSE STATEMENTS AND PERFORMANCE MEASURES SESSION PARTICIPANTS ^~~~~~' ~ ~~ ~'Ij,' (,)"''''1'''''' .'" .~,' '" "., I~'" ,~_.¡. t;'< . m r.h~ ,'",;,',c" . ", '~..,. ",:~,_"'!if_¡¡¡!:~ '" tf1'~~~:¿%~'''''_' '":~~1:.\_::J ~Jt:;.'_. ~~ 1/ ~ü~~~.~'ûf~~ Iracsema Quilantan Trisha Rominger Michael Nash Mike Reeves Debbie Nasta Mike Hartman Alicia Hernandez Jake Gregoire Rick Brand Mike Hartman ~ Jerry Quijencio Jim Geering Michael Nash Jake Gregoire Jim Garcia Steve Miller Mike Reeves Mike Hartman Iracsema Quilantan Trisha Rominger Michael Nash Mike Reeves Debbie Nasta Mike Hartman Alicia Hernandez Jake Gregoire Rick Brand Mike Hartman Iracsema Quilantan Rudy Diaz Steve Miller Tom Minter Mike Hartman David Acosta Robert Hill, Jr. Steve Miller Michael Nash Jake Gregoire Angelo Cappos John McLintock Jeff Peter iii Purpose Statements & Performance Measures Session Participants . Mike Hartman Darrell Relyea Mike Neal Jeff Peter Jim Geering . Iracsema Quilantan Rudy Diaz Steve Miller Tom Minter Mike Hartman ~ Tom Layman David Acosta Gary Breton Jeff Peter Robert Hill, Jr. Mike Hartman Robert Hill, Jr. Ron Hopkins Trevor Flores John Hess Charles Kuniyoshi Tom La man Jeff Peter Mike Reeves Jacob Gregoire Jeff Peter Robert Hill, Jr. Jacob Gregoire Mike Hartman Carlos Bejar Robert Hill, Jr. Rick Brand Carlos Bejar Jeff Peter Ron Hopkins Jacob Gregoire Debbie Nasta Jim Garcia Jeff Peter Christine Shaw Melissa Geering Robert Hill, Jr. Steve Miller Debbie Nasta Amy Lindquist Jessica Madson Mark McDonald Justin Gipson Amy Lindquist Jessica Madson Mark McDonald Justin Gipson Gary Edmonds Mike Nash Jake Gregoire Trisha Rominger Iracsema Quilantan Gary Edmonds Jessica Madson Am Lind uist T onya Talavera Justin Gi son Jim Geerin .-";;0,...,, Amy Lindquist Jessica Madson Mark McDonald Justin Gipson Gary Edmonds Carlos Bejar Dan Beintema Jim Geering Jacob Gregoire Rick Brand WEIDNER CONSULTING. INC. Marv Weidner, President/Owner Facilitators - Marty Weidner, Carla Penny and Shivani Kathuria iv --.~----..--"------'----.-- INTRODUCTION - WEIDNER CONSUL TING, INC. Weidner Consulting, Inc. was founded in the late 1990's by Marv Weidner, and incorporated in June 2001. Since its inception as a sole proprietorship, the firm has grown to an organization that employs over 20 consultants and serves govemment organizations across the nation and the world. Mission The Mission of Weidner Consulting is to provide Managing for Results (MFR)1 design and implementation services to government organizations and leaders so they can make improved business decisions, link budgets to performance, produce and be accountable for results, and tell their story of accomplishments and challenges to their community and stakeholders. Weidner Consulting is committed to providing maximum value for customers, and is uniquely qualified and experienced to help customers achieve a fully integrated management system that supports an organizational culture focused on results for customers. Our customers include some of the best managed governments in America and some of the most challenged. The company has worked with - and Weidner's methodologies have been applied in - virtually every business local government is in. Weidner Consulting has worked with many public safety departments across the country including Fire and Police Departments, EMS, Courts of all kinds, Probation, OEM's, Sheriff's Offices, Corrections and Emergency Communications. A key to Weidner's success, especially in public safety organizations, is that our services are designed to position leaders to lead. This is critical for the sustainability of the effort. We believe that our only success is our customer's success. Overview of Manaaina for Results Managing for Results is defined as follows: . An integrated management system that focuses and aligns people, resources and organizations on results for customers, and . An organizational culture where the belief, behavior and language are focused on the customer, and I All Managing for Results materials and methodologies used in the development of the proposed Strategic Business Plan are copyrighted and are the property of Weidner Consulting, Inc. The Strategic Business Plan developed by the Fire Department will be the property of the City of Chula Vista. v Well-managed organizations have the basic components of a management system: Planning, Employee Evaluation, Budgeting, Data Collection, Reporting, Evaluation, and Decision Making. Rarely, however, are those management system components focused on the customer, nor are they integrated together into one management process. MFR integrates those components into an information-rich decision making process where, for instance, planning and performance and budgeting are one process instead of several. The graphic below is intended to illustrate three things: · MFR is not a silver bullet. Instead MFR is a new way of doing business that involves all of the components of the management system working together. It is a whole-system approach that involves the entire organization. · Managing for Results involves, in some cases, significant change management to ensure buy-in and support. To succeed there must be a major focus on the people who will make it a success and achieve the desired results. · The management process is cyclical and carries over into each successive planning, budgeting and evaluation cycle. Decision- Employee Making for Performance Results Management Evaluating Change Management & Enterprise-Wide Budgeting Results Implementation for Results Performance Data Collection Implementation of Managing for Results requires a Focus on the People - labor and management - who will make it a success and achieve the desired results. Throughout the effort participatory planning and a focus on change management is the key to success. Long-term sustainability depends on the support of the elected representatives of the community. vi ...... ---. _ _ _._---~_._--_._,.,._... .--.-'-.---.---~~-_.- -",..-- MANAGING FOR RESUL TS PROCESS Why Manaaina for Results? Governments are increasingly challenged to restore public trust and be more accountable for the results they produce for citizens. Many governments are implementing performance measurement systems designed to compel, measure, reinforce, and then report how well their Program's are reporting. Federal initiatives create additional momentum. The Government Performance and Results Act (GPRA), passed by Congress in 1993, requires that federal agencies develop Strategic Plans and Performance Measures. The National Performance Review emphasizes a need for governments to focus more clearly on actual results experienced by customers. In addition, both the Government Finance Officer's Association (GFOA) and Governmental Account Standards Board (GASB) advocate a "Managing for Results" model as "Best Practice." Finally, the President's Management Agenda requires alignment between an agency's Strategic Plan and their performance measurement efforts. In early Spring 2004, the Chula Vista Fire Department committed to meeting these new initiatives, and to doing so in a manner which is comprehensive, inclusive, and integrative. Thus, Operational (Strategic) Business Planning was designed with a clear emphasis on comprehensive, results-oriented performance measures. Further, all employees were included in the initial portion of the planning process, the Assessment of the Future, so that the Plan is based on input from all levels of their organization. In this manner, the Fire Department's Strategic Business Plan is fully aligned to results at both the strategic and operational levels, thus making it possible for every employee to articulate to the residents of Chula Vista how their tax dollar investments in the Fire Department are making a difference in their community. How the Strateaic Business Plan was DeveloDed Operational Business Plans were developed in a facilitative process using the nationally recognized Weidner Consulting methodology. Retreats were conducted over an eight week period of time, beginning first with Assessment of the Future Workshops. All employees participated in one or more half day Workshops to develop the Assessment of the Future, comprised of critical issues and trends on the horizon which, if they continue unabated, will have a significant impact on the community of Chula Vista. The Workshops were followed by a four day Initial Retreat, at which time the strategic portion of the Plan, was developed, based upon and informed by the Assessment of the Future, and designed to position the Fire Department to respond proactively to the future. vii Three weeks later, virtually every employee again retumed to provided critical perspective and input, this time participating in Purpose Statement and Petformance Measure (PSPM) Sessions to develop the operational portion of the Plan, incorporating every key business function, every service delivered and every program in the Department. At each program's PSPM Session, employees developed a concise, compelling statement of purpose that described the results that customers can expect to see delivered. Then, the same employees developed a small, manageable set of clear, understandable petformance measures to which they intend to hold themselves mutually accountable. This enabled those who do the work to share a common understanding of the purpose of their work and to mutually agree upon a definition of "success." After a department-level review of purpose statements and performance measures, the planning team again reconvened for a two day Final Retreat to complete the Plan and to confirm commitment to the results articulated throughout the Plan. Elements of the "Strateaic Portion" of the Ooerational Business Plan Issue Statements (derived from Assessment of the Future) · Review of emerging issues and trends that will impact the Fire Department and its customers over the next two to five years. · Summarization of issues into a few concise statements, called "Issue Statements," that identifies the critical issues that must be addressed and the impact on the Department and the Community of Chula Vista. Strategic Goals · Identifies the measurable resu Its that the Fire Department must accomplish over the next two to five years in order to address the Issue Statements. · Represents significant effort-not "business as usual." · Expressed in clear, concrete terms so that lay persons can understand what the Fire Department intends to produce in terms of results that matter. Mission Statement · Concise statement of purpose for the Fire Department. · Describes, in a non-bureaucratic language, the Department's "reason for existence." viii --- -----_....._~-_._---------~~_._- Elements of the Operational Portion of the Plan Lines of Business · High level organization of Fire Department program groupings, defined in terms of results for customers, providing an executive strategic level overview of performance for the Chief and, as desired, other key stakeholders. · Contains Key Result Measures, by which each department senior manager can continuously monitor progress toward the "vital few" critical results, and prompt appropriate operational decision-making accordingly. Programs · Operational level organization of Service groupings, defined in terms of results for Chula Vista customers. · Each Program contains a Family of Measures@ by which front-line managers can monitor, manage, and improve performance: · Result-expressed as a percent or rate; states the degree to which Chula Vista customers can be expected to experience a particular benefit as a consequence of having received the Service. · Output-expressed as a number; states the number of units of a Product that is expected to be delivered to customers. · Demand-expressed as a number; states the number of units of that same Product that is expected to be requested or required by customers. · Efficiency-expressed as a dollar expenditure/cost per result or per output. · These measures also generate performance information, which Department executives and other key stakeholders can use to make critical performance improvement or strategic realignment decisions. Services · Defined as the completed Service or deliverable, tangible or intangible, that the customer actually receives. · Identified within each Program; together, all the Services comprise a comprehensive Inventory of Services for the entire Department. Thus, the Fire Department Strategic Business Plan is organized around results and is illustrated in the three levels of operations-Lines of Business, Programs, and Products-achieving practical, rather than theoretical, results. These levels permit agencies to provide a "mapping" of operations that is easy for external customers and stakeholders to access and understand, providing both an executive overview-at the Line of Business level-and a "nuts-and-bolts," operational view at the Program and Services level. Furthermore, three levels of organizational results permit the Fire Department to define discrete results at the level where mangers make day-to-day decisions. This methodology allows Fire Department employees to connect their own work to those resu Its. ix $frat.git: Busiqess ;,;.<.'..,....:, ,'.. ','- ',-,"" Plan ..- _. ------..- .-...--."-~.-..---...- -~._-,--_._----~_.._._-,------_.._- CHUI.A "'STA FIRE DEPARTMENT Dt!J.1ê1rtment Missi.on.. S.tatemellt ,c·_' Thernission of the Chula Vista Fire Department is to protect life, environment and property. 1 ©1999 Weidner Consulting, Inc. Although growth will provide extraordinary opportunities and economic prosperity for the community, continuedlrapid growth in resident and non-resident populations, and increased density and diversity in commercial, industrial and residential occupancies will also continue to result In: · Reduced survivability · Increased demands for service · Increased response times · Increased loss of property · Increased risk to Firefighter safety, and · Increased risk to the environment from hazards. Changing industry standards and trends (government mandates and requirements) together with higher customer expectations have made the Fire Department's responsibilities more complex resulting in: · Increased demand for specialized training · Increased demand for service · Improving the public's and firefighters' health and safety Increased demand for internal and external accountability coupled with the Fire Department's inadequate staffing levels, threatens its ability to meet customer expectations, which will cause the department to experience: · Decreased efficiency · Increased liability for litigation/adverse action · Deterioration in stakeholder and partner relationships 2 ©1999 Weidner Consulting, Inc. - --_.._-~.~~~~---,-- . Technological advances have affected every individual and organization in our community and will continue to change rapidly. However these rapid advances will make it difficult to select, implement, support and budget appropriately for proper technology. Staying current with technology advances will Increase survivability, lower response times, enhance customer service, firefighter safety and increase the effectiveness of all of the services The character of the City of Chula Vista is changing with increasing recreational and entertainment facilities, schools, industrial and commercial businesses which increases customer expectations to provide specialized services such as Advance Life Support (ALS), rescue, hazardous materials (Hazmat) mitigation, terrorism prevention/response, plans examination, community education, fire inspections and investigations and be all things to all people. This will result in: · Increased demand for service · Increased demand for training · Increased complexity of service · Increased demand for staffing · Increased potential for public misunderstandin and disa ointment Continued understaffing of the Fire Department at all levels will threaten the department's ability to fulfill its mission and achieve its goals. 3 ©1999 Weidner Consulting, Inc. By FY' 07-08, Chula Vista residents, visitors and businesses will be served by a Class 1 Fire Department as defined by the Insurance Service Organization (ISO): Components of a Class 1 Fire Department include a state of art: · Fire Communications Center · Management Structure · Training Program · Apparatus and Equipment · Prevention and Code Enforcement Programs · Deployment Structure · Fire and Rescue Services · Emergency Medical Services . Chula Vista residents and visitors will have a full level of fire based Emergency Medical Services available. · By FY' 06-07, every person calling 911 with a medical emergency will receive appropriate Emergency Medical Services (EMS), including Advanced Life Support (ALS), from the Chula Vista Fire Department. By FY' 08-09, customers calling 911 will have: · A fire engine, on the scene within 6.5 minutes of 911 call-time" 90% of the time, when required · A first alarm assignment (3 engines, 1 truck, 1 battalion chief) on the scene for a fire or other major incident within 10.5 minutes, 90% of the time. · Advance Life Support (ALS) transport, on the ¡Receipt of 911 call to on scene time 4 ©1999 Weidner Consulting, Inc. .. _._-_._-,..._----_._--_.~~~---'"- scene when needed, within 8.5 minutes, 90% of the time · Basic Life Support (BLS) transport, on the scene when needed, within 15 minutes, 90% of the time By FY' 05-06, through community risk reduction education and engagement with the public the Chula Vista Fire Department will: · Reduce property loss · Increase survivability · Reduce accidents · Reduce injuries · Reduce false 911 calls for service · Increase public awareness of fire department services . By FY'07-08, the Chula Vista Fire Department will have established training priorities and have the facilities, equipment and technology for Fire Department training that: · Is delivered with minimal interruption to fire resource and personnel availability o Decrease % of time fire resources are out service · Meets/exceeds local, state and federal established standards o % of all staff who meet and· exceed standards · Increase safety while decrease injury rate 5 ©1999 Weidner Consulting, Inc. Purpose Statement The purpose of the Administration Line of Business is to provide facilities, apparatus, equipment, training and other organizational support services to Chula Vista Fire Department personnel so they can achieve operational results for customers. . LOB One - Key · % of program annual goals met Results · % of times alerting systems function properly (all devices operate) · % of total hours lost to work-related injury and/or illness · % of repair notifications and requests completed within 24 hours of report · % of apparatus and equipment that is out of service due to repairs. · % of fire personnel who meet and/or exceed mandates for training · % of routine internal requisitions processed within 3 business da s Purpose Statement The purpose of the Calls for Service/Operations Line of Business is to provide fire, rescue and emergency medical services to the community so they can be assured protection of life, environment and ro e LOB Two - Key · % of emergency medical responses within 6.5 minutes. Results · % of emergency medical patients whose condition stabilizes and/or improves during our care (from initial contact to transfer of patient to higher medical authority). · % of structure fires responded to within 10.5 minutes with a full first alarm assignment · % of property saved · % of "Other Response" calls responded to within 12 minutes · % of hazmat incidents confined to area of origin upon arrival · % of fire and medical 911 calls processed within 72 seconds of recei t of call 6 ©1999 Weidner Consulting, Inc. -- - --,._._.__._---_._"--_.,----"---~-- Purpose Statement The purpose of the Prevention Line of Business is to provide investigation, community development, code enforcement and education services to the residential and business community so the can live and 0 erate safel . LOB Three - Key · Rate of deaths per fire incident Results · % of origin and cause determinations made within 10 business days · % of required inspections completed (i.e. structures with high risk to people, e.g. schools, hospitals, etc.) · % of plan reviews conducted within established timeframes Purpose Statement The purpose of the Disaster Preparedness Line of Business is to provide planning, training, coordination and consultation services to the community, businesses, and City employees so they can plan, mitigate, respond to and recover from natural and/or human-caused disasters. LOB Four - Key . % of activations in which Emergency Operations Results Center staffin and 0 erational standards are attained. 7 ©1999 Weidner Consulting, Inc. PROGRAM Line of Business The purpose of the Administration Line of Business is Purpose Statement to provide facilities, apparatus, equipment, training and other organizational support services to Chula Vista Fire Department personnel so they can achieve operational results for customers. Program Purpose Statement The purpose of the Administration/Fiscal Program is to provide administrative and financial services to the Chula Vista Fire Department, City administration and other agencies so they can fulfill their mission to serve the community. Family of Measures: · % of program annual goals met Result Measure(s) · % of revenue targets attained · % of customers surveyed reporting satisfaction with Fire Department services · % of audited finances with no significant findings Family of Measures: · # of interagency coordination's completed Output Measure(s) · # of programs supported · # of helpdesk responses made · # of reports generated · Total dollar amount of budget 8 ©1999 Weidner Consulting, Inc. ---------~._------- Family of Measures: · # of inter-agency coordinations projected Demand Measure(s) · # of programs projected · # of customer (helpdesk) requests anticipated · # of reports anticipated · Total dollar amount of projected budget Family of Measures: · $ per program supported Efficiency Measure(s) · $ per budget dollar supported Services · Staffing Coordinations · Operational and Financial Audits · Administrative Reports · Fire Budget Recommendations · Operational Performance Reporting · Fire Department Annual Report · Financial Reports · Informational Distributions · Supply Acquisitions · Council Agenda Statements · Community Surveys · Fee Adjustments · Contract Administration Services · Grant Applications · Customer (helpdesk) Responses · Performance Data Collection, Analyses and Quality Assurance Services · Internet Websites · Public Information Services · Grant Reports · Inter-agency Coordinations · Billings for Services Rendered · Council Presentations · Special Event Plans · Capital Improvement Plans · Labor Relations Services Budget To be determined 9 ©1999 Weidner Consulting, Inc. PROGRAM Line of Business The purpose of the Administration Line of Business is Purpose Statement to provide facilities, apparatus, equipment, training and other organizational support services to Chula Vista Fire Department personnel so they can achieve operational results for customers. Program Purpose Statement The purpose of the Information Technology Program is to provide data and verbal communication services to the Chula Vista Fire Department personnel so they can efficiently communicate information and data necessary to perform in a timely and effective manner. Family of Measures: · % of computer hardware and software Result Measure(s) system uptime · % of time Records Management System functions properly · % of time alerting systems function completely (all devices operate) Family of Measures: · # of computers supported Output Measure(s) · # of communication devices supported · # of software programs supported 10 © 1999 Weidner Consulting, Inc. ----.- '_."-"._'-"~"'-- ----.- -"-..--'.-- _.-----~_._-.-------------- Family of Measures: · # of computers projected to require support Demand Measure(s) · # of communication devices projected to require support · # of software programs projected to require support · # of Fire Department employees Family of Measures: . $ cost per computer supported Efficiency Measure(s) . $ cost per communication device supported Services · System Management Services · Information and Technology Recommendations · Computer Maintenance Services · Mobile Data Computer (MDC's) Maintenance Services · Hardware and Software Vendor Liaisons · Maps (GIS) · Hardware Evaluations · Alerting/Communications Services · Network Maintenance Services · Hardware and Software Support Services (includes Records Management System) Budget To be determined 11 ©1999 Weidner Consulting, Inc. PROGRAM Line of Business The purpose of the Administration Line of Business is Purpose Statement to provide facilities, apparatus, equipment, training and other organizational support services to Chula Vista Fire Department personnel so they can achieve operational results for customers. Program Purpose Statement The purpose of the Human Resources Program is to provide personnel support and quality assurance services to Chula Vista Fire Department managers and employees so they can have a healthy and productive work environment. Family of Measures: · % of total available sick leave hours that are Result Measure(s) used · % of workforce surveyed who report they are satisfied with the work environment · Turn-over rate · % of total work hours lost to work related injury and/or illness · % of grievances/internal affairs complaints successfully resolved or resolved without litigation, grievance or Internal Affairs processes. Family of Measures: · # of employees supported Output Measure(s) · # of promotions processed · # of new hires processed · # of Internal Affairs resolutions 12 ©1999 Weidner Consulting, Inc. -.-- ---------------~~--------- Family of Measures: · # of employees projected to require support Demand Measure(s) · # of promotions projected · # of new hires projected · # of Internal Affairs occurrences requiring resolution Family of Measures: · $ cost per employee supported Efficiency Measure(s) · $ cost per promotion processed · $ cost per new hire processed Services · Eligibility Lists · Grievance Resolutions · Promotional Testing Oversight Services · New Hire Testing Oversight Services · Accident and Injury Reviews · Employee Wellness Program · Complaint Resolutions · Background Checks · Volunteer Coordinations (Fire Explorer and CAS.T.) · Employee Recognition Events · Internal Affairs Resolutions · Administrative Manuals · Hiring Approvals · Uniform and Safety Clothing Supply Services · Payroll Authorizations · Family Support Services · Recruiting Services · Employee Evaluations · Employee Recognition Awards · Personnel Reports · Historical Displays and Archives Budget To be determined 13 ©1999 Weidner Consulting, Inc. PROGRAM Line of Business The purpose of the Administration Line of Business is Purpose Statement to provide facilities, apparatus, equipment, training and other organizational support services to Chula Vista Fire Department personnel so they can achieve operational results for customers. Program Purpose Statement The purpose of the Facilities Program is to provide facility design, construction, and maintenance and repair services to Chula Vista Fire Department personnel so they can live and work in an quality environment that is safe, healthy and efficient. Family of Measures: · % of workplace injuries attributable to facility Result Measure(s) failures · % of energy usage per square foot of facility · % of repair notifications/requests completed within 24 hours of report Family of Measures: · # of fire facility square footage supported Output Measure(s) · # of repairs completed Family of Measures: · # of fire facility square feet expected to be Demand Measure(s) supported · # of projected repair requests Family of Measures: · $ cost per square foot of facility supported Efficiency Measure(s) · $ cost per repair completed Services · Fire Station Designs · Facility Management Services · Fixtures, Furnishings and Equipment (FF&E) Acquisitions and Distributions · Facility Repair Services · Facility Maintenance Services · Fire Station Construction Oversight Services Budget To be determined 14 ©1999 Weidner Consulting, Inc. --~--_._-----,-,~ PROGRAM Line of Business The purpose of the Administration Line of Business is Purpose Statement to provide facilities, apparatus, equipment, training and other organizational support services to Chula Vista Fire Department personnel so they can achieve operational results for customers. Program Purpose Statement The purpose of the Apparatus and Equipment Program is to provide design, acquisition and maintenance services to Chula Vista Fire Department personnel so they can respond in a safe/timely manner with reliable apparatus and equipment to effectively mitigate the emergency and non- emergency needs of the community. Family of Measures: · % of apparatus and equipment that is out of Result Measure(s) service due to maintenance · % of apparatus and equipment that is out of service due to repairs · % of fire engines that are replaced within 12 years of service Family of Measures: · # of apparatus and equipment put into service Output Measure(s) · # of apparatus and equipment maintenance checks/repairs completed · # of apparatus engine hours 15 ©J999 Weidner Consulting, Inc. Family of Measures: · # of apparatus needed to be put into service Demand Measure(s) · # of apparatus engine hours projected Family of Measures: · $ cost per hour for apparatus engine Efficiency Measure(s) · $ cost per apparatus/equipment put in service, maintained, and repaired Services · Apparatus and Equipment Product Research Services · Apparatus and Equipment Replacements and/or Acquisitions · Apparatus and Equipment Specifications · Apparatus Fabrications · Equipment Maintenance Services · Apparatus Maintenance Services · Apparatus and Equipment Annual CertificationfTesting Services · Requisitions · Storage Services Budget To be determined 16 ©1999 Weidner Consulting, Inc. . -----_.._._._._---._..~.._-+ PROGRAM Line of Business The purpose of the Administration Line of Business is Purpose Statement to provide facilities, apparatus, equipment, training and other organizational support services to Chula Vista Fire Department personnel so they can achieve operational results for customers. Program Purpose Statement The purpose of the Training program is to provide training and testing services to Fire Department personnel so they can meet or exceed mandated training and have the skills necessary to meet the needs of our growing community. Family of Measures: · % fire personnel who meet and/or exceed Result Measure(s) mandates for training · % fire personnel trained who are able to meet promotional training requirements Family of Measures: · # training sessions developed and delivered Output Measure(s) · # personnel training hours (contact hours) · # tests developed, administered and evaluated 17 ©1999 Weidner Consulting, Inc. Family of Measures: · # training sessions expected to be needed Demand Measure(s) · # personnel training hours expected to be needed · # tests expected to be needed Family of Measures: · $ per training session developed and delivered Efficiency Measure(s) Services · Driver Certification Services · Hardware and Software Training Classes · Instructor Coordinations · Inter-agency Coordinations · New Employee Informational Packages · Probationary Firefighter Academy · Probationary Firefighter Testing · Outside Evaluator Coordinations · Probationary Tests · Promotional Examinations · Ride-Along Coordinations · Suppression Technical Consultations · Technical Manuals · Training Classes · Training Facilities Coordinations · Training Information Distributions · Training Manuals Training Policy · Training Material Procurements · Training Reports · Training Requisition Determinations · Training Sessions Budget To be determined 18 ©1999 Weidner Consulting, Inc. '---"----"-- -.....-..,..-----.-------.--.-.-------- PROGRAM Line of Business The purpose of the Administration Line of Business is Purpose Statement to provide facilities, apparatus, equipment, training and other organizational support services to Chula Vista Fire Department personnel so they can achieve operational results for customers. Program Purpose Statement The purpose of the Supply Program is to provide supply procurement and management services to Chula Vista Fire Department personnel so they can have the equipment and supplies that are required in a timely manner to accomplish their mission. Family of Measures: · % of department personnel who report they are Result Measure(s) satisfied with the quality and availability of supplies · % of urgent internal requisitions processed within 24 hours · % of special internal requisitions processed within 2 business days · % of routine internal requisitions processed within 3 business days · % of supplies properly inventoried and accounted for Family of Measures: · # of purchase requisitions processed Output Measure(s) · # of supplies inventoried and distributed 19 ©1999 Weidner Consulting, Inc. Family of Measures: · # of purchase requisitions requests anticipated Demand Measure(s) · # of supplies anticipated for inventory and distribution Family of Measures: · $ cost per purchase requisition processed Efficiency Measure(s) · $ cost per order inventoried and distributed Services · Supply Distributions · Storage Services · Supply Procurements · Inventory Management Services Budget To be determined 20 ©1999 Weidner Consulting, Inc. -- ~- -...- ._----------_._.~._"_._--,._-_._._...__._-~.,..,---_..--'-'- PROGRAM Line of Business The purpose of the Calls for Service/Operations Line Purpose Statement of Business is to provide fire, rescue and emergency medical services to the community so they can be assured protection of their life, environment and property. Program Purpose Statement The purpose of the Emergency Medical Program is to provide emergency medical services (EMS) to the community so they can survive their injuries or illnesses with the best possible outcome. Family of Measures: · % of emergency medical patients whose Result Measure(s) condition stabilizes and/or improves during our care (from initial contact to transfer to higher medical authority) · % emergency medical responses within 6.5 minutes from receipt of 911 call-time2 · % of firefighter injury/fatality per emergency medical service response Family of Measures: · # of emergency medical responses Output Measure(s) 2 Receipt of 911 call to on scene time 21 ©1999 Weidner Consulting, Inc. Family of Measures: . # of emergency medical requests anticipated Demand Measure(s) Family of Measures: . $ cost per emergency medical response Efficiency Measure(s) Services · Infectious Disease Control Services · Basic Life Support Medical Responses · Medical System Maintenance Services · Emergency Medical Reports National Fire Incident Reporting System (NFIRS) · Medical Training Reports · Medical Supply Distributions · Purchase Orders · Storage Inventory Services · EMS Contracting Administrative Services · Public Medical Educational Classes · Medical CAD Maintenance Services · Medical Mutual/Automatic Aid Services · Response Time Reports · Medical Policy and Procedure Directives · Critical Incident Stress Debriefs (CISD) · Emergency Medical Quality Assurance Services Budget To be determined 22 ©1999 Weidner Consulting, Inc. -- ..---.-- ------.----.."--. ---.-.".--- PROGRAM Line of Business The purpose of the Calls for Service/Operations Line Purpose Statement of Business is to provide fire, rescue and medical emergency medical services to the community so they can be assured of protection of their life, environment and property. Program Purpose Statement The purpose of the Fire and Rescue program is to provide fire suppression and technical rescue services to the community so they can experience the preservation of life, environment and property in a safe and timely manner Family of Measures: · % of property saved Result Measure(s) · % of lives saved · % of structure fires responded to within 10.5 minutes of receipt of 911 call for service with a full first alarm assignment Family of Measures: · # of fire call responses Output Measure(s) · # of rescue call responses . 23 ©1999 Weidner Consulting, Inc. Family of Measures: · # of fire call responses Demand Measure(s) · # of rescue call responses Family of Measures: · $ cost per fire call response Efficiency Measure(s) · $ cost per rescue call response Services · Fire Responses · Inter-Agency Coordinations · Operations and Performance Analyses · Suppression Technical Consultations · Mutual/Automatic Aid Services · Emergency Response Contracts · Urban Search and Rescue Coordination Services · Fire Investigations · Call for Service Reports · Fire Suppression Training Classes · Systems Maintenance Services · Equipment Procurements · Records Management Services (RMS) · Technical Rescue Responses · Fire Equipment Purchases · Storage Services · Equipment Distributions · Fire Critical Incident Stress De- briefings · NFIRS Reports Budget To be determined 24 ©1999 Weidner Consulting, Inc. "~.-._._._~.._..,. .__.-.---~--- PROGRAM Line of Business The purpose of the Calls for Service/Operations Line Purpose Statement of Business is to provide fire, rescue and emergency medical services to the community so they can be assured protection of their life, environment and property. Program Purpose Statement The purpose of the Other Responses Program is to provide public assistance services to the community so they can prevent, stabilize and/or correct non- emergency situations in a safe/timely manner. Family of Measures: · % repeat responses (to same Result Measure(s) location/customer for the same situation) · % calls responded to within 12 minutes · % of firefighter injury/fatality per other response program activity Family of Measures: · # Public service assistance (PSA) responses Output Measure(s) delivered Family of Measures: · # Public service assistance requests Demand Measure(s) anticipated Family of Measures: · $ per Public service assistance response Efficiency Measure(s) delivered Services · Public Service Assistance Responses · Records Management Services · Pre-plans · Mutual/Automatic Aid Services Budget To be determined 25 ©1999 Weidner Consulting, Inc. PROGRAM Line of Business The purpose of the Calls for Service/Operations Line Purpose Statement of Business is to provide fire, rescue and emergency medical services to the community so they can be assured protection of their life, environment and property . Program Purpose Statement The purpose of the Hazardous Materials program is to provide emergency and non-emergency response services to the community and other city departments so they can experience a reduction of threats and damages to life, environment, property caused by hazardous incidents. Family of Measures: · % of total injuries of City employees by Result Measure(s) hazardous exposure · % of Hazardous Materials (Hazmat) incidents confined to area of origin upon arrival · % of City employees trained to respond at the appropriate level Hazardous Waste Operations and Emergency Response Standard (HAZWOPER) Family of Measures: · # of Hazardous Materials (Hazmat) responses Output Measure(s) · # of employee training sessions conducted 26 ©1999 Weidner Consulting, Inc. - ~ Family of Measures: · # of Hazmat calls for service expected Demand Measure(s) · # of employee training sessions expected to be required Family of Measures: · $ cost per Hazmat response Efficiency Measure(s) · $ cost per training session conducted Services · Hazmat Responses · Public Training Classes · Mutual Aid Services · Hazmat Response Time Reports · Hazmat Purchases · Hazmat Storage Services · Hazmat Equipment Distributions · Hazmat Critical Incident Stress De- briefings · Hazmat Press Releases · Hazmat Citywide Coordinationss · Hazmat Contract Oversight Services · Employee Hazmat Mitigation Training Classes · Hazmat Consultations Budget To be determined 27 ©1999 Weidner Consulting, Inc. PROGRAM Line of Business The purpose of the Calls for Service/Operations Line Purpose Statement of Business is to provide fire, rescue and emergency medical services to the community 50 they can be assured protection of their life, environment and property. Program Purpose Statement The purpose of the Fire Communications program is to provide 911 call screening and dispatch services to the community so they can receive proper call processing and timely dispatch of appropriate emergency response services. Family of Measures: · % of fire and medical 911 calls for service Result Measure(s} processed within 72 seconds (based on accreditation standards for dispatch centers) · % of quality assurance reviews that meet or exceed dispatcher performance standards · % of 911 calls for service in which the proper resource levels were dispatched Family of Measures: · # of telephone calls for service processed Output Measure(s} · # of telephone calls for service dispatched 28 © 1999 Weidner Consulting, Inc. - - ---..--...--.----.-------------..-.-- Family of Measures: · # of telephone calls expected to be received Demand Measure(s) · # of Calls for Service (CFS) expected to be dispatched. Family of Measures: · $ cost per telephone calls processed Efficiency Measure(s) · $ cost per CFS dispatched Services · Fire Systems Maintenance Services · Information Responses · Call Screenings (Emergency Medical Dispatch, Fire, Miscellaneous) · Field Support Services · Public Emergency Notifications · Fire Resource Dispatches · Critical Incident Stress Debriefings · Dispatch Training Sessions · Dispatch Policy and Procedure Directives · Dispatch Certifications · Response Time Reports · Dispatch Training and Technical Manuals · Mutual/Auto Aid Coordinations · Dispatch Calls for Service (CFS) Reports · Training Classes · Training Reports · Training Requisition Determinations · New classes · Instructor Coordinations · Press Releases Budget To be determined 29 ©1999 Weidner Consulting, Inc. PROGRAM Line of Business The purpose of the Prevention Line of Business is to Purpose Statement provide investigation, community development, code enforcement and education services to the residential and business community so they can live and operate in a safe environment. Program Purpose Statement The purpose of the Public Education Program is to provide education and training services to the community of Chula Vista so they can use their knowledge to prevent loss of life, property and reduce injury. Family of Measures: · % of fires considered to be preventable by the Result Measure(s) fire investigation team · Reduction in # of fire deaths per year · % of total property value lost in fire incidents · % public education customers surveyed who report an increase in their awareness of and ability to apply fire and life safety principles Family of Measures: · # of public education and training classes Output Measure(s) delivered 30 ©1999 Weidner Consulting, Inc. ~-'----'--'-'-'--"------'----- ___'''.__.m'.^__ Family of Measures: · # of public education and training classes Demand Measure(s) requested · # of public education and training classes expected to be needed Family of Measures: · $ cost per public education and training class Efficiency Measure(s) delivered Services · Public Education Classes · Customer Information Responses · Employee Training Classes · Public Training Classes · Training Manuals · Training Reports · Training Requisition Determinations · Instructor Coordinations · Technical Manuals Budget To be determined 31 ©1999 Weidner Consulting, Inc. PROGRAM Line of Business The purpose of the Prevention Line of Business is to Purpose Statement provide investigation, community development, code enforcement and education services to the residential and business community so they can live and operate their businesses in a safe environment. Program Purpose Statement The purpose of the Fire Investigation Program is to provide origin and cause investigation services to property owners, law enforcement entities, and insurance companies so they can have timely and accurate information to close fire investigation cases. Family of Measures: · Conviction rate for arson cases Result Measure(s) · % of origin and cause determinations made within 10 business days · % of fire investigations where origin and cause is identified Family of Measures: · # of fire investigations performed Output Measure(s) Family of Measures: · # of fires anticipated to require investigation Demand Measure(s) Family of Measures: · $ cost per fire investigation performed Efficiency Measure(s) Services · Prosecution Fact Findings · Origin and Cause Determinations (Fire Investigations) · Expert Testimonies · Failure Analyses · Evidence Collections · Scene Documentations · Witness Interviews Budget To be determined 32 ©1999 Weidner Consulting, Inc. ,-- -- --~-,,- ~-- ----- ~-~-- PROGRAM Line of Business The purpose of the Prevention Line of Business is to Purpose Statement provide investigation, community development, code enforcement and education services to the residential and business community so they can live and operate their businesses in a safe environment. Program Purpose Statement The purpose of the Code Enforcement Program is to provide tire and life safety services to the residential and business communities so they can live and operate safely in compliance with Chula Vista municipal codes and Fire Department policies. Family of Measures: · % of cited violations corrected within the year of Result Measure(s) citation · % of total permits revoked due to non- compliance with code · % of required inspections completed (I.e. structures with high risk to people, e.g. schools, hospitals, etc.) · % of tota I permits revoked due to non- compliance with Chula Vista municipal code and/or tire department policies. Family of Measures: · # of tire permit inspections conducted Output Measure(s) · # of government mandated inspections conducted · # of complaint and hazard inspections conducted 33 ©1999 Weidner Consulting, Inc. Family of Measures: · # of occupancies requiring permits Demand Measure(s) · # of government mandated inspections · # of anticipated hazard complaints Family of Measures: · $ cost per code enforcement inspection Efficiency Measure(s) conducted Services · Complaint and Hazard Inspections · Existing Business Fire Inspections · Code and Performance Base Consultations · UrbanMlildland Interface Inspections · Business Fire Licenses · New Local Ordinances · Special Inspections · Government Mandated Inspections · Permit Inspections · Technical Manuals · Inspection Records Budget To be determined 34 ©1999 Weidner Consulting, Inc. - ----.......--.---. -- -_._--_..__._--_.__._--~._._."- PROGRAM Line of Business The purpose of the Prevention Line of Business is to Purpose Statement provide investigation, community development, code enforcement and education services to the residential and business community so they can live and operate their businesses in a safe environment. Program Purpose Statement The purpose of the Community Development Program is to provide technical assistance and plan review services to developers, contractors, and property and business owners so they can expeditiously build in compliance with Chula Vista municipal codes and Fire Department policies. Family of Measures: · % of plan reviews conducted within established Result Measure(s) timeframes · % of construction projects completed to plan specifications in compliance with the City of Chula Vista Municipal Code and Fire Department Policies · % plan reviews completed ahead of schedule Family of Measures: · # of new construction inspections conducted Output Measure(s) · # of plan reviews completed (preliminary, construction, fire systems, site) 35 ©1999 Weidner Consulting, Inc. Family of Measures: · # of plans expected to be submitted for review Demand Measure(s) · # of new construction projects expected Family of Measures: · $ cost per plan review conducted Efficiency Measure(s) · $ cost per new construction inspection conducted Services · Preliminary Plan Reviews · Construction Plan Reviews · Fire System Plan Reviews · Plan Review Records · Site Reviews · Technical Consultations · New Construction Inspections Budget To be determined 36 ©1999 Weidner Consulting, Inc. ---- --_.._...._--_._-,--~~_.~-_._.~ PROGRAM Line of Business The purpose of the Disaster Preparedness Line of Purpose Statement Business is to provide planning, training, coordination and consultation services to the community, businesses, and City employees so they can plan, mitigate, respond to and recover from natural and human-caused disasters. . Program Purpose Statement The purpose of the Office of Emergency Management Program is to provide disaster preparedness and emergency coordination services to the community and all City departments so they can plan, mitigate, respond to and recover from, natural and human- caused disasters. Family of Measures: · % of city employees trained in Standardized Result Measure(s) Emergency Management System (SEMS) · % of city employees trained in terrorism response · % of activations in which the appropriate staffing and operational standards are attained in the Emergency Operations Center (OEC). Family of Measures: · # of SEMS training sessions delivered to City Output Measure(s) employees · # of public education sessions conducted · # of Major Incident Emergency Response Plan (MIERP) reviews conducted 37 ©1999 Weidner Consulting, Inc. Family of Measures: · # of total City employees requiring training Demand Measure(s) · # of public education sessions expected to be needed · # of Major Incident Emergency Response Plan (MIERP) reviews anticipated Family of Measures: · $ cost per Major Incident Emergency Response Efficiency Measure(s) Plan (MIERP) review · $ cost per Standardized Emergency Management System (SEMS) training session · $ cost per Community Emergency Response Team (CERT) member trained Services · Disaster Preparedness Plans and Coordination's (including Weapons of Mass Destruction) · Emergency Operations Center · Hazard Mitigation Plans and Coordinations · Citywide and Inter-Agency Disaster Response Plans · Community Emergency Response Team (CERT) Recruitments · Community Emergency Response Team Training Sessions · City Staff Emergency Management Training Sessions · Community Education Presentations · Public Training Sessions · Customer Information Responses · Disaster Communication Coordinations · Disaster Software Procurements · Disaster Software Training Sessions · Grant Proposals · Alternate Funding Source Findings · Volunteer Records Reports Budget To be determined 38 ©1999 Weidner Consulting, Inc. d · _1- I ~- d·' "d .ft, : fa· rIll 'ngs:;f!~. .. Rec'ommendations . _~.d~._.".____._.~_._'___ _._... INITIAL FINDINGS AND RECOMMENDA TIONS Line of Business. Proaram and Services Alianment As part of the Strategic Business Plan process, the Fire Department completed an' internal inventory of all services provided by the department. This is the first time in the history of the Fire Department that management and labor have worked together to identify all services or products (the deliverables, whether tangible or intangible) that the Customer receives from the Department. The focus of this review resulted in a paradigm shift, which focused on the services our Customer(s) receive, as opposed to what the Department produces. These services were then grouped around a common purpose into 4 Lines of Business and 17 Fire Department programs 1. The programs include: The purpose statement and services provided by each program are described in the Strategic Business Plan document. This was a critical step in aligning resources to achieve mission-oriented goals. Furthermore, it allowed managers an opportunity to review the internal support structure for each program. Our findings echoed the initial comments received from Fire Department employees during pre-facilitation sessions. Before we can achieve the mission-oriented results and measure operational performance as described in the plan, several programs require the addition of support staff to deliver fundamental services. 1 Illustrates the Chula Vista Fire Department's Lines of Business and Programs. This is not an organizational chart. 39 SUMMARYOFmtTIALRECOMMENDATIONS Add 2" Battalion in East (July 2005) Add Sr. Office S ecialist Information Technolo Add Fire S stems/Data Anal st Human Resources Add Secretary Seek funding for Firefighter/Dispatch Backgrounds, Bi-annual Community Survey, Annual Fire Department Report, Management Training, and Employee Performance Planning and Reco nition Facilities Add Facili &Su I osition A aratus & E ui ment Revise re lacement schedules Training Add Captain, Engineer & Secretary Seek Trainin Funds Su I Included in facilities recommendation Emergency Medical Release RFP for Advance Life Support and Ambulance Trans ort Stud Fire and Rescue Phase in implementation of training and staffin for the Li ht & Air / Rescue Other Res onses None Hazardous Material Seek funding for citywide clean-up urchase order Fire Communications Review staffing after 6 months of o eration Public Education Reinstate budgeted Community Education S ecialist Fire Investi ation None Code Enforcement None Office of Emer enc ement None Other Alianment Issues The Fourth Line of Business - Disaster Preparedness is a citywide service, budgeted in the Fire Department. The purpose of this Line of Business is to provide training, coordination and consultation services to the community, businesses, and City employees so they can mitigate, respond to and recover from natural and human-caused disasters. The Fire Department is recommending this Line of Business, program and services be transferred to a central location such as the City Manager's Office. This recommendation is consistent with other municipalities, such as the City of San Diego. Many cities have established Homeland Security Departments, independent of their Fire and/or Police Departments. This effort ensures that Disaster Preparedness Services are provided in a consistent manner according to Citywide priorities. 40 _ _______.________.,,_~__.______H__ The Fire Department is also recommending the transfer of the clerical support duties to the International Friendship Commission. This commission is one of the most active commissions in the City and requires significant clerical staff support. Currently, this support is provided both on-duty and on an overtime basis reducing the available clerical support for the Fire Department. Fire Facility Master Plan The Strategic Business Plan serves as a forerunner to the update of the Fire Facility Master Plan. Recognizing that the Fire Facility Master Plan is a road map designed to place stations and identify equipment and personnel needs, it was critical to first develop an internal consensus on a management system that encompasses a customer focus, and provides a measurement framework to gauge the delivery of fire services. The performance goals and targets outlined in this Strategic Business Plan along with the City's General Plan Update will drive future critical service decisions. In an effort to proactively address the growth issues, the Fire Department is recommending an outside consultant be hired to develop a long range Fire Facility Master Plan which would include an assessment of fire facility, staffing and equipment needs to meet service delivery demands posed by growth and the changing inner city core. The Fire Department is also recommending that the Public Facilities Development Impact Fees be adjusted accordingly. The cost for a Fire Facility Master Plan is estimated to range from $50,000 to $125,000. Due to the wide range, staff is recommending the City Council authorize the purchasing agent to release a Request for Proposal (RFP) and appropriate the funds upon award of the contract. Advance Life Support and Transport Studv The Fire Department is recommending, funds be allocated to release a request for proposal to an professional consultant to conduct a feasibility study of providing Fire Department based Advanced Life Support (ALS) services and ambulance transport services. The Chula Vista Fire Department currently provides Basic Life Support (BLS) using three person engine companies. An internal Advance Life Support Committee has completed an initial report detailing the different types of fire department based ALS engine company programs that are currently being used by other municipalities. The study was designed to make a preliminary analysis of the different service delivery models and program revenue sources currently being used throughout the industry. The initial report further focuses on the key issues, strategies and alternatives for providing fire department based ALS delivery within the City of Chula Vista. The ALS committee is recommending that the initial report be given to a professional consultant for further review and analysis so that a final recommendation can be made that provides the best combination of high quality and cost effective fire department based ALS delivery within the City of Chula Vista. Several municipalities throughout Southern California have successfully integrated ALS service delivery including ambulance transport service into their fire departments in a beneficial and cost effective manner. 41 ~ ~~ ~~ on ~Q~O~w~~~~ IIIIII~~ ~ m~~ : ~t ~I ~~ i~~¡;C~~ª,i c~ccccrl I ~~I · .,.. £. .3,'. .... '.""3. . -. =>¡¡;"'5.1 ; om me: ;:co.:.. ~",!!:!!!",- '" œ"'''' 2 '~õ. m" 0' œ'î Õ"~~~~g~ ,". ; il~!ì .1 ii¡:~[ ~i!!!ªª.~ i ~,ì õ ~ ~"'a ~~ "'~!I!~ ~~~~~~@Ii ~ ~~a In "II _ it <II .. .. II!. '" "'""1 < "II II> "II ~ a .. ~ ~ :ig - a _ , f _ . "I' . 3 ~ ~ ~ 3 ; .. '" c. 3" 1/1 . í · , . ~ - , ~ "'N.~"II;:C CZZZ;:C"ll"llzz~~~mní"ll"ll~~I~"II~ ;:c ;:c~;:c · - ,if' ",go 'gg~'. ...,"!n: "u ,~~-,~ o~~"'~~iB.~~"'~ i~"'êi.~g ~ f~o ~ i~~5'~ ~ ~;~ !: m~ !~~~~~~~ 3 m!~ c n~_~~ ~ ~io CI.§ n~;§ ~ø mil ~-~ ~ Q '" 11>,-1:1. '" a;::¡ (l>c. IÐ _;:oft "113:0.. 33'Q-~ c ~ S c'" "II;:U~m~ ~ a ~II>'" ::y !II::¡ ::T is" ¡¡::5 ..., Iii ¡¡¡ >¡ ¡¡¡ õ .... !:!". ~ §~~;", '" nt ~ ~ ~ -w 3 >Ig » --!!!.,..... ¡;r- C"T1 en "'.. - r- ~ ~g~~ - H ~ I - ~~ .. (') ~ .. iD ID <" ~ ! g ~'c:B ~ ~ Œ :\' :!_5. .. .. or m ID ¡¡¡ ¡;; .. ." n 'I - ~ 0 In @' '" ~~ ~ [ if 5 I g ~ · ~ C ~ 777 77 Z C- ~ c- o ",3 Q ~~~ ~~ _ ~3 Q ~3 i ;1 !!I ,.,. it}!: i} .. 3 .. 3 .. 3 . . ! c ~~~~ i !§~ ~~~~~ ~~f~~~~! ~ ~~ ~ 8 @g8g ~g~ f~~ff ggg~~f~~ ~ gg = - "OJ!: .. OJ!: ~ ~ ~ = ~~~ ~ W . wm~ _w.. i~i' r~ · 0 w ~~3 ~ ~ 0 ~-~ O~~~ ~ ¡ a, ~'~'2¡O ':.0." N",'~ :"~""""'S<!-:"SI! ¡o" æ g: t 8 0 III goo ~~g cs~oõ III ~"III g' 3 * *Irc - .. III C .. III C :I . . , ... _ _li- if ... 5. if E. ~ "~ ..~ "~13:3. .~.~ ::! 3 0 o 2'8,0..;: 0 "'22" "",,,¡ !l'i- 8 is 0 8~1II 8 00 ~III =-11I ~ .. ........~ r c .... .. III ~;r m ~;r ~ (') ~.~~I/) 5.~~. 5'~f- g> .'" ....'" ."'=-g:rc t; _~ _~_O_'" .~.~.'" =~O!:g> 3'C00!:s: g.iif 8 g g; g:åilÈä g g: 888 g§§ å~~ª g!Æ: cag. o 0 ...... 0 0 01 ....IO~ ~~ .... .. .... < 0 .... ..:: 0 :: ~ 3 =- ~... !- - w :r - :r:¡ 3= ~'8 i ~ i § g ~ ~~ f [ i III ~- o 8000 00000800000000000000000 0 [ ... C;" ¡; ... .. ñ' _.... ~ ...~ ~ ~ ~ ... . ~_ 0 ~ ~._~ 0 O"'~~_:r ~ ~ "'0 ~~ ow~o __ ~ ~ tog ~ g Og.!2. . 2 22 000 oggg.go., ! .22. ~ o 000 0 = õ 00 088 gooo og '" i500 ~ - ......n ~ .. ... n l _"n ~ g ::I i::l 5:-: ¡; III ... I/) .." '~ ~ .. ~ g> N ~ 'CO::I ~ _ _ "11::1 "II g ~ t NS n ~ ~ m ~ t£~ ot~t S n 5: ~ ¡~'~~ ~ ~,§,~" '~'~~~""~~~~~ ~ "~ [ - -æ ~ ... 'CI ~ -æ ~ ~:g ~.~ ¡:'" g _ ~ ' , , " " 0 5!. ~ " g _ ::I- ID ... W WOI N ... - - --- --- iN.. ~ .... .......-i § _ ... -i 8 ........ -i a. ~ =-~ ~~ =... m ...... _ ...__.. ~ ~ -.o~ ~ ~...~ ~- ......... ~ot£. "'~oo.~... - $00- ~ i ~~)')i i'§ '~' "~§~~M' 'ii8iB~J i ..Ii ~ ... .. "'g ... ... "'g ..... "'g :::;¡ ;r 2 ;r 2 ;r 51 ~ _ 0 _~~ ~N"'''' ..... ~~ - oi~ ~ ... ... 0 "':;' 0 ~ ~ ...... ~ ~ ... - ~ '" '" 15'~ g 05" 0 -g: 8'-g:'-g:.i:?, gg-8 g' ,,-0 g¡Š'!"'", ,,"'~.S<! F 8 "8F:f ... o 0 0 0 ~ 000 0 8 oõ8 800.. 0 0 ~ § _.....z _ ... Z ... Z ~ ..¡. W.,.,!!. _ .,.,!!..,,!!. ... m~~ ~5~ ~~ '" ~~~~~ t...~oo~~~ ~~ !it 5~ ~ ~go ~~i :8'" ~2~~~ Š'!~~22~~~ ~¡ 00 Ai o 000 0 II 00 0 oõ~oo õoooõ~oõ i 88 i - .... - .... ~ n~ _ n~ n~ ~ ~=! ~~I ~ ~o ~ t~~ t",ooot~t il ~, ~ N2:" ~OIæ ... "'Š'! ~ g~~ 088g2g¡~'" Mæ ..~ o ~o8 0 ~ 8õ ~ 000 80000008 "....---. ------. --------------~_.~ -.--".~_. -