HomeMy WebLinkAboutAgenda Packet 2001/08/21 CITY COUNCIL AGENDA
August 21, 2001 6:00 p.m.
Council Chambers
Public Services Building
276 Fourth Avenue, Chula Vista
CITY OF
CHULA VISTA
City Council City Manager
Patty Davis David D. Rowlands, Jr.
Stephen C. Padilla City Attorney
Jerry R. Rindone John M. Kaheny
Mary Salas City Clerk
Shirley A. Horton, Mayor Susan Bigelow
The City Council meets regularly on the first calendar Tuesday at 4:00 p.m.
and on the second, third and fourth calendar Tuesdays at 6:00 p.m.
Regular meetings may be viewed at 7:00 p.m. on Wednesdays on
Cox Cable Channel 17 or Chula Vista Cable Channel 47
AGENDA
August 21, 2001 6:00 P.M.
CALL TO ORDER
ROLL CALL: Councilmembers Davis, Padilla, Rindone, Salas, and Mayor Horton.
PLEDGE OF ALLEGIANCE TO THE FLAG, MOMENT OF SILENCE
SPECIAL ORDERS OF THE DAY
CONSENT CALENDAR
(Items 1 through 9)
The Council will enact the staff recommendations regarding the following items
listed under the Consent Calendar by one motion, without discussion, unless a
Councilmember, a member of the public, or City staff requests that an item be
removed for discussion. If you wish to speak on one of these items, please fill out
a "Request to Speak"form (available in the lobby) and submit it to the City Clerk
prior to the meeting. Items pulled from the Consent Calendar will be discussed
after Action Items. Items pulled by the public will be the first items of business.
1. APPROVAL OF MINUTES of July 17, 2001
Staff recommendation: Council approve the minutes.
2. WRITTEN COMMUNICATIONS
A. Letter from the City Attorney stating that, to the best of his knowledge from
observance of actions taken in Closed Session on August 14, 2001, there were no
actions taken which are required under the Brown Act to be reported.
Staff recommendation: The letter be received and filed.
3. RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA
WAIVING THE CONSULTANT SELECTION PROCESS, APPROVING THE
SECOND AMENDMENT TO THE AGREEMENT BETWEEN THE CITY OF CHULA
VISTA AND DUDEK & ASSOCIATES, INC., FOR THE PROVISION OF
ENVIRONMENTAL AND ENGINEERING SERVICES REQUIRED FOR THE FINAL
DESIGN AND CONSTRUCTION OF THE SALT CREEK GRAVITY SEWER
INTERCEPTOR AND THE WOLF CANYON TRUNK SEWER, AND
AUTHORIZING THE MAYOR TO EXECUTE SAID AMENDMENT ON BEHALF
OF THE CITY
On May 2, 2000, Council approved a contract with Dudek & Associates for the provision
of environmental and engineering services required for the final design and construction
of the Salt Creek gravity sewer interceptor and the Wolf Canyon trunk sewer. Since then,
as the work on the preparation of the environmental documents and the design plans
proceeded, it became apparent that additional work was needed beyond that defined in
the original scope of work, resulting in the first amendment to the contract. This second
amendment will provide for additional consultant services. (Director of Public Works)
Staff recommendation: Council adopt the resolution.
4. RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA
AMEND1NG CATASTROPHIC LEAVE POLICY
After a full year of actual experience with the Catastrophic Leave Policy, several
refinements to that policy are recommended to insure that the intent of the policy is
consistently adhered to. (Director of Human Resources)
Staff recommendation: Council adopt the resolution.
5. RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA
ADOPTiNG PHASE I CLASSIFICATION AND COMPENSATION SCHEDULE
Council is being asked to approve several classification and compensation adjustments
for positions in the clerical series resulting from a formal classification study. (Director
of Human Resources)
Staff recommendation: Council adopt the resolution.
6. RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA
ACCEPTiNG DONATION OF EQUIPMENT FROM THE SWEETWATER UNION
HIGH SCHOOL DISTRICT
The Chula Vista Police Department's School Resource Officer Unit has received an
unsolicited donation of equipment worth $27,500 from the Sweetwater Union High
School District as a result of AB 1113. The equipment will be specifically designated for
the use of the School Resoume Officer Program in an effort to enhance the safety of the
students. (Chief of Police)
Staff recommendation: Council adopt the resolution.
7. RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA
APPROVING REQUEST FROM BONITA BUSINESS AND PROFESSIONAL
ASSOCIATION TO CONDUCT BONITAFEST AND BONITAFEST PARADE
The Bonitafest Committee and its sponsoring organization, the Bonita Business and
Professional Association, are requesting permission to conduct the 29th annual Bonitafest
on Saturday, September 22, 2001. (Chief of Police)
Staff recommendation: Council adopt the resolution.
8. RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA
AUTHORIZING CONDITIONAL TEMPORARY CLOSURE OF A PORTION OF
RANCHO DEL REY PARKWAY ON SEPTEMBER 15 AND 16, 2001, FOR THE
ORANGE CRATE DERBY
The Bonita Orange Crate Derby Committee of the Bonita Valley Lions Club is requesting
permission for a temporary street closure on Rancho Del Rey Parkway on September 15
nd
and 16, 2001 to conduct the 22 annual Orange Crate Derby. (Chief of Police)
Staff recommendation: Council adopt the resolution.
Page 2 - Council Agenda 08/21/01
9. RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA
APPROVING A PURCHASE AGREEMENT IN THE AMOUNT OF $119,774.35 FOR
SHOP CAB1NETS AND INDUSTRIAL SHELVING FOR THE NEW PUBLIC
WORKS FACILITY AND CORPORATION YARD TO GOODALE-FERRARA OF
CARLSBAD
The Council previously approved a capital project to acquire and construct a new
Corporation Yard. This project consists of relocating various Public Works' offices and
yard disciplines to the new Corporation Yard. The relocation is planned to take place in
the beginning of October 2001. Bids for the purchase and installation of shop cabinets
and industrial shelving were opened on July 24, 2001. Twenty-four (24) potential bidders
were contacted, and nine (9) bidders responded. The bid was also advertised in The Star-
News on June 22, 2001. Of the twenty-four (24) potential bidders contacted, two were
local vendors, but neither submitted a bid. (Deputy City Manager Powell)
Staff recommendation: Council adopt the resolution.
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 taMng 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.
BOARD AND COMMISSION RECOMMENDATION
10. REQUEST BY THE RESOURCE CONSERVATION COMMISSION TO DESIGNATE
THE HENRY FISCHER HOUSE AS A HISTORIC STRUCTURE
City Staff received a communication regarding the potential demolition of the Henry
Fischer house located at 769 Broadway Avenue. Since the site has not been designated
and does not have a City historic site permit, the City is obligated to issue a demolition
permit. Based on these circumstances, the Resoume Conservation Commission
considered the designation of the Henry Fischer house as a historic structure at its June
11, 2001 meeting. In accordance with Municipal Code Section 2.32.070, the Resource
Conservation Commission recommends the historic listing of the Henry Fischer house.
(Resource Conservation Commission)
Commission recommendation: Council designate the Henry Fischer house as Historic
Site No. 46 on the Chula Vista List of Historic Sites; research possible City-owned sites
where the Fischer House could be moved permanently or temporarily; appropriate funds
to preserve the house by moving it to another location within the City and at no cost to
the owner; and direct staff to negotiate with the property owner for the purchase of the
house to ensure its long-term preservation.
Page 3 - Council Agenda 08/21/01
Staff recommendation: Council find that the Henry Fischer House meets the local
criteria for designation as a historic site, adopt the following resolution, and deny the
Commission's other recommendations based on the fact that the City does not have a
program for moving or relocating historic structures and there are no funds allocated in
the budget to move structures to another location for preservation purposes:
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA
DESIGNATING THE HENRY FISCHER HOUSE AS A HISTORIC SITE AND
PLACING THE HENRY FISCHER HOUSE ON THE CITY OF CHULA
VISTA LIST OF HISTORIC SITES IN ACCORDANCE WITH MUNICIPAL
CODE SECTION 2.32.070(A)
ACTION ITEMS
The items listed in this section of the agenda are expected to elicit substantial
discussion and deliberation by the Council, staff, or members of the public. The
items will be considered individually by the Council, and staff recommendations
may, in certain cases, be presented in the alternative. If you wish to speak on any
item, please fill out a "Request to Speak" form (available in the lobby) and
submit it to the City Clerk prior to the meeting.
11. CONSIDERATION OF ADDING A SERGEANT AND AGENT TO THE SCHOOL
RESOURCE OFFICER PROGRAM AND AMENDING THE BUDGET AND
APPROPRIATING FUNDS THEREFOR (4/5THS VOTE REQUIRED)
During the June l lth budget workshop, Council requested that the Police Department
report on the feasibility of adding a full-time School Resource Officer to every high
school inthe City. (Chief of Police)
Staff recommendation: Council adopt the following resolution:
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA
AMENDING THE FISCAL YEAR 2001/2002 BUDGET TO ADD A
SERGEANT AND AGENT TO THE SCHOOL RESOURCE OFFICER
PROGRAM; APPROPRIATING $75,961 FOR SALARIES AND BENEFITS,
$8,211 FOR SERVICES AND SUPPLIES, $37,312 FOR A VEHICLE, AND
$121,484 IN UNANTICIPATED REVENUES FROM THE UNiVERSAL HIRE
PROGRAM AND STATE COPS 2002; INCREASING THE POLICE
DEPARTMENT'S PERSONNEL SERVICES EXPENDITURES BY $75,961 IN
THE APPROVED FISCAL YEAR 2003 GENERAL FUND SPENDING PLAN
BASED ON UNANTICIPATED REVENUES FROM THE FOLLOWING:
UNIVERSAL HIRE PROGRAM ($63,067), STATE COPES 2002 ($20,000),
TRANSFER FROM THE TRAFFIC SAFETY FUND ($30,000), BOOKING
FEES ($10,000), POST REIMBURSEMENTS ($20,000) AND POLICE
REIMBURSEMENTS ($15,535)
ITEMS PULLED FROM THE CONSENT CALENDAR
OTHER BUSINESS
Page 4 - Council Agenda 08/21/01
12. CITY MANAGER'S REPORTS
A. Scheduling of meetings.
13. MAYOR'S REPORTS
A. Ratification of appointment of Edna Concepcion to the Human Relations
Commission.
B. Ratification of appointment of Steve Palma to the Growth Management Oversight
Commission.
14. COUNCIL COMMENTS
A. Councilmember Salas: Request to adopt a resolution supporting the current
limitations on track size and weight as stated in the Transportation Efficiency Act
for the 21st century.
The Council has been asked by the Coalition Against Bigger Trucks to renew the
City's support for maintaining the federal ban on triple trailer trucks. The City
passed a similar resolution in June 1997, during the Congressional deliberations
on the Intermodal Surface Transportation Act (ISTEA), now known as the
st
Transportation Efficiency Act for the 21 Century (TEA-21). Congress will take
up the transportation funding appropriated through TEA-21 in 2003. Citizens
groups, concemed that the triple trailer issue will come to the forefront during
those negotiations, have asked cities around the nation to reiterate their desire to
maintain the ban on triple trailers.
Recommendation: Council adopt the following resolution:
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA
VISTA SUPPORTING THE CURRENT LIMITATIONS ON TRUCK
SIZE AND WEIGHT AS STATED IN THE TRANSPORTATION
EFFICIENCY ACT FOR THE 21sT CENTURY (TEA-21)
CLOSED SESSION
15. CONFERENCE WITH LABOR NEGOTIATOR PURSUANT TO GOVERNMENT
CODE SECTION 54957.6
· City Negotiator: City Manager
· Employee Organizations: Chula Vista Employees Association, Western Council
of Engineers
· Employee Groups: Executive, Senior-Management, Mid-Management,
Confidential and Unrepresented
ADJOURNMENT to the Regular Meeting of August 28, 2001, at 6:00 p.m. in the Council
Chambers.
Page 5 - Council Agenda 08/21/01
CI'IY OF
CHULA VISI'A
OFFICE OF THE CITY ATTORNEY
Date August 15, 2001
To: The Honorable Mayor and City Council
From: John M. Kaheny, City Attorney
Re: Report Regarding Actions Taken in Closed Session
for the Meeting of 8/14/01
The City Council of the City of Chula Vista met in Closed Session
on 8/14/01 to discuss:
· CONFERENCE WITH LEGAL COUNSEL REGARDING EXISTING LITIGATION
PURSUANT TO GOVERNMENT CODE SECTION 54956.9(A)
Tuchscher Development Enterprises, Inc. v. city of Chula vista
(Case No. Ic 758620)
City of Chula Vista v. Barnhart Construction (Case No. SDSC
GIS 3859)
Itam Plastering v. city of Chula Vista (Case No. IS 5571)
· CONFERENCE WITH LABOR NEGOTIATOR PURSUANT TO GOVERNMENT CODE
SECTION 54957.6
City Negotiator: City Manager
Employee Organizations: Chula Vista Employees Association, Western
Council of Engineers
Employee Groups: Executive, Senior-Management, Mid-Management,
Confidential and Unrepresented
The city Attorney hereby reports to the best of his knowledge from
the observance of actions taken in the Closed Session in which the
City Attorney participated, that there were no reportable actions
which are required under the Brown Act to be reported.
JMK:lgk
276 FOURIH AVENUE · OHUtA V;S~ · OAL~FORN~A 91910 · {619) 691-5037 · MX (619) 409-5823
COUNCIL AGENDA STATEMENT
Item ~
Meeting Date 8/21/2001
ITEM TITLE: Resolution Waiving the consultant selection process, approving
the second amendment to the agreement between the City of Chula Vista
and Dudek & Associates, Inc., for the provision of environmental and
engineering services required for the final design and construction of the
Salt Creek Gravity Sewer Interceptor and the Wolf Canyon Trunk Sewer
and authorizing the Mayor to execute said amendment on behalf of the
City.
SUBMITTED BY: Director of Public Works
REVIEWED BY: City Manager ~ ii (4/Sths Vote: Yes No X )
On May 2, 2000, Council by Resolution 2000-140 approved a contract with Dudek & Associates
for the provision of environmental and engineering services required for the final design and
construction of the Salt Creek Gravity Sewer Interceptor and the Wolf Canyon Trunk Sewer.
Since then, as the work on the preparation of the environmental documents and the design plans
proceeded, it became apparent that additional work would need to be done beyond what was
defined in the original scope of work, resulting in the first amendment to the contract. However,
since the amendment to the contract was for less than the recently amended Council Policy
dictated, thc amendment was approved at a staff level.
This second amendment will provide for the following additional consultant services:
1. Provision of additional surveying services required for the preservation o£ existing
monuments and the construction surveying for the Salt Creek Gravity Sewer Interceptor
and the Wolf Canyon Trunk Sewer.
2. Provision of engineering services related to tunneling required for the construction of the
second phase of the Salt Creek Gravity Sewer Interceptor.
3. Provision of additional geotechnical services related to tunneling required for the
construction of the second phase of the Salt Creek Gravity Sewer Interceptor.
4. Provision of construction surveying services required for the construction of the Main
Street Pavement Reconstruction Project between Broadway and 1-805.
RECOMMENDATION: That Council approve resolution waiving the consultant selection
process, approving the second amendment to the agreement between the City of Chula Vista and
Dudek & Associates, Inc., for the provision of environmental and engineering services required
for the final design and construction of the Salt Creek Gravity Sewer Interceptor and the Wolf
Page 2, Item -~
Meeting Date 8/21/00
Canyon Trunk Sewer and authorizing the Mayor to execute said amendment on behalf of the
City.
BOARDS/COMMISSIONS RECOMMENDATION: Not applicable.
DISCUSSION:
Background
The Salt Creek Gravity Sewer Interceptor is a 12.5-mile sewer pipeline ranging in size from 18
inches at the easterly end to 42 inches in diameter at the westerly end. The trunk line is
segregated into nine reaches (commonly referred to as Reaches 1 through 9). This facility was
designed to convey flows from the planned mixed-use developments in eastern Chula Vista to
the City of San Diego's Metropolitan Wastewater Districts' Interceptor west of I-5 Freeway.
On June 8, 1999, after a thorough selection process, the City Council approved Resolution No.
19484, and awarded the contract to Dudek & Associates for the provision of engineering and
environmental services required for the preparation of the Preliminary Design Report for the Salt
Creek Gravity Sewer Interceptor, which formed the basis of design for the project.
Subsequently, on May 2, 2000 Council approved Resolution No. 2000-140 waiving the selection
process and approving an agreement between the City and Dudek & Associates to provide the
enviroamental and engineering services required for the final design and construction of the Salt
Creek Gravity Sewer Interceptor and the Wolf Canyon Trunk Sewer.
First Contract Amendment
The original alignment for the design of the Salt Creek Gravity Sewer as shown in the
Preliminary Design Report (see Attachment No. 3) provided for the construction of the trunk line
along an alignment that avoided the newly reconstructed portion of Main Street between
Broadway and Industrial Blvd. However, as the design of the project progressed, the design team
determined that the existing easement within a portion of the alignment west of Hollister
Boulevard is insufficient to accommodate the new trunk line. That alignment would also have
resulted in some environmental impacts. These issues combined would have delayed the
completion of the project by nearly one year. To avoid these constraints, the alignment was
changed and the trunk line has now been realigned through the newly constructed portion of
Main Street and will connect to the Metro line by micro-tumieling under 1-5 freeway (see
Attachment No. 3).
This alig~unent change resulted in additional work (primarily additional aerial mapping). Since
this work was beyond what ;vas defined in the original scope of work, it resulted in the first
Page 3, Item
Meeting Date 8/21/00
amendment to the contract in the amount of $42,762. However, since the amendment to the
contract ~vas for an amount less than the recently amended Council Policy dictated, the
amendment was approved at a staff level.
Main Street Reconstruction Project (between Industrial Boulevard and Interstate-805 Freeway)
As part of the FY 2000/2001 Capital Improvement Program (CIP) process, Council approved
funds for the reconstruction/overlay of the pavement section along Main Street, between
Broadway and Interstate - 805 (STM332). Staff working on both projects have developed plans,
specifications and schedules for the construction of the Salt Creek Gravity Sewer Interceptor and
the Main Street improvements. Work on both projects will be done concurrently, with the
pavement reconstruction proceeding immediately after the installation of the sewer lines. Both
projects were recently advertised for bids and construction on both projects is currently
scheduled to commence in October 2001.
These projects were advertised in one bid package and will be constructed by one contractor.
Bidding these projects together will streamline the construction process so that the same general
contractor will be responsible for installing the sewer line and reconstructing the road section as
soon as the sewer installation is complete. To facilitate this process, staff determined that it is
more effective to have the construction surveying required for both projects to be done by the
same surveyor.
Justification For Waiving The Consultant Selection Process And Expanding Dudek's Scope Of
Work To Include Additional Surveying Services
At the inception of this project, the scope of work for the consultants on the project included all
the work that was necessary to facilitate the design and construction of the Salt Creek Gravity
Sewer Interceptor with the exception of two tasks:
a. Monument Preservation - This is the process of identifying and tieing out all existing
survey monuments within a construction zone prior to construction and resetting any
monuments destroyed in the course of construction upon completion of the
construction work.
b. Construction Surveying - This is the process of establishing survey control points
along the alignment to establish elevations and coordinates to assure that the
contractor installs the pipe in the correct location and rebuilds the road to the correct
grades and tolerances.
It was originally assumed that City staff in the Land Surveying Section would be able to perform
these tasks. However, as work on this project proceeded, the scope of the project was expanded
3-.3
Page 4, Item
Meeting Date 8/21/00
to include the Wolf Canyon Trunk Sewer. By the time this was done, the Survey Section already
had a heavier work load than originally anticipated. The increase in the Survey Crews' workload
was as a result of the following:
a. Growth in the eastern territories, which has created a large volume of survey monument
inspections. This workload has increased to the equivalent of about 1.5 persons per year.
b. Increase in the number CIP projects in the design phase requiring design surveying
information. Some of these projects are: Palomar Street Reconstruction, Industrial Blvd.
to 1-5 (ST922); Minor Pavement Overlay (STL252); Major Pavement Overlay (STL267);
Otay Valley Road (OV001); Emerson Street Storm Drain (DR133); Oxford Street Storm
Drain (DR931) and Dixon Drive Improvements (STL257). This workload has increased
to the equivalent of about 1.5 persons per year.
c. Increase in the number of smaller CIP projects under construction requiring significant
Survey Monument Preservation efforts. This workload has increased to the equivalent of
about 1 person per year.
It is critical that the Monument ?reservation and Construction Surveying work required for the
Salt Creek Gravity Sewer Interceptor and the Wolf Canyon Trunk Sewer be performed in a
timely manner so that construction is not delayed. Staff has determined that it would be more
cost-effective and more time-responsive to expand Dudek's scope of work for the following
reasons:
1. It would be more cost-effective because the Dudek survey team has already performed
the control surveys and design surveys for this project and a second survey team would
need to duplicate much of that effort.
2. The construction of these projects is currently set to proceed at a very fast pace, and the
Dudek survey team is very familiar with the site, has an ongoing relationship with the
Dudek design team, and will be able to begin work without delay.
3. The City made commitments to the developers within the region to expedite the
processing of their projects, some which are dependent upon the Salt Creek Gravity
Sewer to be in place by the end of the first quarter of 2003.
The following are alternatives to Staff's recommendation to expand Dudek's Scope of services
to include additional surveying services:
1. include Monument Preservation and Construction Staking with the Construction Contract
(Not Recommended)
Page 5, Item --~
Meeting Date 8/21/00
The time needed to perform Monument Preservation work would cause at least a month
of delay in the start of the actual construction and the time needed to prepare for
Construction Staking could also cause a delay in the beginning of the actual construction.
There are numerous unusual and difficult staking efforts in this unique project. The City
cannot afford errors or delays. Additionally, it is very difficult to oversee the work of a
professional service subcontractor hired by the contractor, which could potentially result
in poor quality work and cost overruns.
2. Temporarily increase Survey Section Staff to accommodate the work load (Not
Recommended)
Due to the current state of the economy, and the construction boom, there is no ready
pool of skilled surveyors who would be available for temporary work to fill the needs of
this project and staff does not anticipate that the current workload is sustainable in the
long-term to justify hiring additional permanent staff. Additionally, the lengthy
recruitment and selection process would significantly delay the construction if this option
were chosen.
3. Interview and select another firm in the area (Not Recommended)
Startup costs would be substantial and the lengthy recruitment and selection process
would affect the construction schedule. In addition, the substantial amount of survey data
and information already collected by Dudek & Associates would be too costly to
duplicate.
The survey work already done by Dudek & Associates represents about sixty percent (60%) of
the total surveying work required on this project. Dudek & Associates is intimately familiar with
the various aspects of the project and has a vast knowledge of the site conditions and constraints
because of their history working on this project. Dudek also has the necessary resources to meet
the project deadlines in a short time frame. The approval of this amendment (Attachment No. l)
with Dudek & Associates for Land Surveying Services required for monument preservation and
construction staking will facilitate the accomplishment of the project objectives, considering the
time constraints, and is a natural extension of the work already being done by the consultant.
The consultant proposes to do all the surveying work required for various projects for the
following costs:
a. Main Street Improvements (STM322) $77,370.00
b. Wolf Canyon Trunk Sewer (SW225) $41,230.00
c. Salt Creek Gravity Sewer (SW219) $213,225.00
Total Amount (Not to Exceed) $331,825.00
Page 6, Item -~
Meeting Date 8/21/00
Justification For Waiving The Consultant Selection Process And Expanding Dudek's Scope Of
Work To Include Additional Geotechnical Services for the Salt Creek Gravity Sewer Interceptor
At the inception of this project, the original scope of services provided for the provision of all
geotechnical services that would be required for this project. However, the pipe has been re-
aligned to go through the westerly portion of Main Street (west of Industrial Blvd.) and connect
to the Metro Interceptor by tunneling under the Interstate-5 Freeway, and it is now necessary to
obtain additional information along the tunnel alignment. The tunneling process involves the
installation of a pipeline utilizing tunneling equipment. The process enables the pipe to be
installed without cutting into existing surface improvements. Since this trunk sewer crosses the
freeway to connect to the Metro interceptor, tunneling is the only way to build the pipeline
without any major impacts to the freeway. The success or failure of tunneling depends on the
quality of the soil and the information obtained beforehand. Obtaining this crucial soil
information necessitates additional geotechnical services not anticipated under Dudek's original
scope of work.
The approval of this amendment to the agreement with Dudek & Associates for the provision of
the additional geotechnical services required for the Salt Creek Gravity Sewer Interceptor will
facilitate the accomplishment of the project objectives, considering the time constraints, and is a
natural extension of the services already being provided by the consultant.
The consultant proposes to do all the work involved in field exploration, laboratory testing,
office analysis and report preparation for a total amount not to exceed $38,665.
Justification For Waiving The Consultant Selection Process And Expanding Dudek's Scope Of
Work To Include Additional Engineering Services Related to Tunneling for the Salt Creek
Gravity Sewer Interceptor
As outlined above, the re-alignment of the westerly portion of the Salt Creek Trunk Sewer
involves the installation of the sewer line by tunneling under the Interstate-5 Freeway. The pipe
installation will involve tunneling for the installation of a 42-inch-diameter sewer line inside a
larger steel casing over a length of 1,200 feet. This was not anticipated at the inception of the
project, so the original scope of services did not provide for a tunneling expert to be a part of the
design team.
The tunneling process is a very specialized field of engineering and, although widely used, field
experts who do this kind of work are not as readily available as other professionals needed to
assure a successful project. Since the pipe installation on this portion of the project using this
tunneling process is estimated to cost approximately $1,500,000 and involves a lot of risks, (such
Page 7, Item
Meeting Date 8/21/00
as loss of equipment, and inaccurate drilling) the design team determined that it would be
prudent to retain a tunneling consultant who specializes in this type of construction.
This individual will have the following responsibilities: to review the project feasibility and
design to date; conduct a risk mitigation review; review bid documents; prepare specifications;
assist in the pre-qualification of contractors; review the contractors submittals; conduct on-site
inspections; train City staff on the tunneling process; review tunneling operations and maintain
project records.
The approval of this amendment will enable Dudek & Associates to add this additional staff
member to the design team to provide the required services. The Consultant proposes to provide
all the required services for a total amount not to exceed $130,760.
Conclusion
It is staff's opinion that these amounts cumulatively represent a very competitive proposal since
any other consultant selected would have significantly higher costs due to the additional time
required to become familiar with all of the project issues and their relationships to the design
under the same time schedule proposed for this project. This proposal is within industry
standards for a project of this size.
To date, staff has been satisfied with the work completed by Dudek & Associates. The
Consultant responds to questions from City staff, and is readily accessible when required for
field trips, presentations, and various project meetings.
Based on the issues articulated above, staff recommends that the selection process be waived and
that the agreement between the City of Chula Vista and Dudek & Associates, Inc., be amended
to include the provision of surveying services required for preservation of monuments and
construction surveying for the Salt Creek Gravity Sewer Interceptor, the Wolf Canyon Trunk
Sewer and the Main Street Reconstruction project. In addition, the consultant will also include
the provision of geotechnical services and engineering services related to tunneling for the
construction of the Salt Creek Gravity Sewer interceptor.
FISCAL IMPACT
The proposed second amendment will increase the contract with Dudek & Associates as
amended by $501,250.00 to a total of $1,704,021 ($1,305,607.00 for Salt Creek Gravity Sewer-
SW219, $321,044.00 for Wolf Canyon Trunk Sewer Improvements SW225, and $77,370.00
for Main Street Improvements STM 332) (See Attachment No. 2).
The costs associated with Salt Creek Gravity Sewer Interceptor will be funded from the project
funds. The project is currently funded with funds from the Trtmk Sewer Capital Reserve Funds
Page 8, Item x.~
Meeting Date 8/21/00
and the Salt Creek Gravity Basin Development Impact Fee (DIF). The costs associated with the
Wolf Canyon Trunk Sewer will be funded by McMillin Development since they arc cun'ently
funding the construction of thc project with the goal of setting up a reimbursement district. The
costs associated with the Main Street Reconstruction will be funded with the project funds. That
project was funded utilizing TRANSNET funds. There are sufficient funds in each of the project
account to cover the proposed increases.
Attachments:
Attachment No. 1 Second Amendment to the Agreement
Attachment No.2 Summary of Amendments
Attachment No.3 Plat showing the Salt Creek Gravity Sewer
FILE NO 0735-10-SW219
J:\Engineer\AGENDA\Second-Amcndment-Dudek-Contract Al 13.ac.doc
RESOLUTION NO. 2001-
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
CHULA VISTA WAIVING THE CONSULTANT SELECTION
PROCESS, APPROVING THE SECOND AMENDMENT TO
THE AGREEMENT BETWEEN THE CITY OF CHULA VISTA
AND DUDEK & ASSOCIATES, INC., FOR THE
PROVISION OF ENVIRONMENTAL AND ENGINEERING
SERVICES REQUIRED FOR THE FINAL DESIGN AND
CONSTRUCTION OF THE SALT CREEK GP~AVITY SEWER
INTERCEPTOR, AND THE WOLF CANYON TRUNK SEWER
AND AUTHORIZING THE MAYOR TO EXECUTE SAID
AMENDMENT ON BEF~kLF OF THE CITY
WHEREAS, on May 2, 2000, Council by Resolution 2000-140
approved a contract with Dudek & Associates for the provision of
environmental and engineering services required for the final
design and construction of the Salt Creek Gravity Sewer
Interceptor and the Wolf Canyon Trunk Sewer; and
WHEREAS, as the work on the preparation of the
environmental documents and the design plans proceeded, it became
apparent that additional work would need to be done beyond what
was defined in the original scope of the work, resulting in the
first amendment to the contract; and
WHEREAS, since the amendment to the contract was for
less than the recently amended Council Policy dictated, the
amendment was approved at a staff level; and
WHEREAS, the second amendment will provide for the
following additional consultant services:
Provision of additional surveying services required
for the preservation of existing monuments and the
construction surveying for the Salt Creek Gravity
Sewer Interceptor and the Wolf Canyon Trunk Sewer.
Provision of engineering services related to
tunneling required for the construction of the
second phase of the Salt Creek Gravity Sewer
Interceptor.
Provision of additional geotechnical services
related to tunneling required for the construction
of the second phase of the Salt Creek Gravity Sewer
Interceptor.
1
Provision of construction surveying services
required for the construction of the Main Street
Pavement Reconstruction Project between Broadway and
1-805.
WHEREAS, due to the current pace of development in the
eastern territories of the City and the need to expedite the
completion of the final design plans, it has become critical to
hire a consultant to finalize the design of the project in order
to meet the project objectives and deadlines; and
WHEREAS, since Dudek & Associates is intimately
familiar with the various aspects of the project, has a vast
knowledge of the environmental issues within that region, has the
necessary resources to provides the services necessary to meet the
project deadlines and information necessary for obtaining the
environmental permits within a short time frame, staff recommends
that the consultant selection process be waived and that the
amendment be approved for the provision of environmental and
engineering services required for the final design and
construction of the Salt Creek Gravity Sewer Interceptor and the
Wolf Canyon Trunk Sewer; and
WHEREAS, the proposed second amendment will increase
the contract with Dudek & Associates as amended by $501,250 to a
total of $1,704,021.
NOW, THEREFORE, BE IT RESOLVED the city Council of the
City of Chula Vista does hereby waive the consultant selection
process and approve an Second Amendment to the Agreement with
Dudek & Associates, Inc. for the provision of environmental and
engineering services required for the final design and
construction of the Salt Creek Gravity Sewer Interceptor and the
Wolf Canyon Trunk Sewer, a copy of which shall be kept on file in
the office of the city Clerk.
BE IT FURTHER RESOLVED that the Mayor of the City of
Chula Vista is hereby authorized and directed to execute said
Agreement for and on behalf of the City of Chula Vista.
Presented by Approved as to form by
John P. Lippitt J~ M. Kahe~nf
Director of Public Works yty Attorney
J: [at t orney\ re so\dudek. 2nd
SECOND AMENDMENT TO THE AGREEMENT
BETWEEN THE CITY OF CHULA VISTA
DUDEK & ASSOCIATES, INC
FOR THE PROVISION OF ENVIRONMENTAL AND ENGINEERING SERVICES
REQUIRED FOR THE FINAL DESIGN AND CONSTRUCTION OF THE
SALT CREEK GRAVITY SEWER INTERCEPTOR AND THE WOLF CANYON
GRAVITY SEWER INTERCEPTOR
THIS SECOND AMENDMENT TO THE AGREEMENT FOR ADDITIONAL CONSULTANT
SERVICES is entered into as of August 21, 2001, by and between the City of Chula Vista (CITY)
a municipal chartered corporation of the State of California, and Dude[: & Associates
(CONSULTANT)
RECITALS:
WHEREAS, the City Chula Vista, by Resolution 19;¢84 on June 8, 1999, approved an
agreement with Dudek & Associates to provide environmental services and a preliminary design
for the Salt Creek Gravity Sewer Interceptor; and
WHEREAS, the City Chula Vista, by Resolution 2000-140 on May 2, 2000, approved
an agreement with Dude[: & Associates to provide for the provision of environmental and
engineering services required for the final design and construction of the Salt Creek Gravity Sewer
Interceptor and the Wolf Canyon Trunk Sewer; and
WHEREAS, since then, due to changes in the project alignment, there was a need for
additional consultant services in order to prepare the final design plans necessary for the
construction of the Salt Creek Gravity Interceptor, which resulted in the first amendment to the
contract that was approved at a staff level; and;
WHEREAS, the City further requires Dudck & Associates to provided additional
consultant services not anticipated in the original contract and first amendment in order to
construct the trunk sewer line; and
WHEREAS, City staff cannot perform the work outlined below due to lac[: of available
staff and/or lack of expertise to provide the stated services, and that the approval of this
amendment will result in enhanced continuity of the project and expedite the timely completion
of the project, and;
NOW, THERFORE BE IT RESOLVED, that the parties do hereby mutually agree that
the agreement is hereby amended as follows:
1. Exhibit A, Sections 8A and 8B, are hereby amended to add the following to the Detailed
Scope of Work for the Salt Creek Gravity Sewer and the Wolf Canyon Sewer;
8. Def'med Services
A. Scope of Work For the Salt Creek Gravity Sewer Interceptor:
Element 3: Monumentation Perpetuation Survey
The work to be done under this task is exclusively for surveying of existing found
monumentation, the perpetuation (replacement) thereof and filing of two (2) Records of
Survey with the County of San Diego in accordance with Section 8771 of the California
Land Surveyors Act. It specifically involves the following tasks:
Task 3.5 County of San Diego Map Research
Review all recorded maps within the area of construction for road
improvements along 12,000 lineal feet of Main Street from Broadway to
Interstate-805 Freeway.
Task 3.6 Monumentation Tie Out
Locate and reference with durable monumentation all found monumentation
with the above-described area of construction.
Task 3.7 Preparation of Record of Survey
Prepare 2 Records of Survey showing all found and set monuments and
reference points within the above described area of construction. Record
the Record of Surveys with County of San Diego
Task 3.8 Set Monumentation
Re-set approximately 25 To of all found monumentation per City of Chula
Vista request with durable monument at fmish grade. Dudek and
Associates shall stake out for construction and stamp monument after
construction as shown on the second Record of Survey mentioned herein
Task 3.9 Supervision and Calculations
Provide field supervision, attend field meetings and perform calculations
directly related to the field surveying tasks listed previously in order to
improve the efficiency of the survey field staking
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Element 11: Construction Surveying (All Phases)
Phase One: Main Street from Hollister Ave. to Interstate-805 Freeway (14,300 1.f.)
Phase Two: Main Street from Hollister Ave. to Interstate-5 Freeway (2,412 1.f)
Phase Three: Otay Valley Road from Interstate-805 Freeway to approximately 10,800 1.f
easterly (11,000 1.f.)
Phase Four: Otay Valley Road from Station 301 +50 to 517+00 & 562+00 to 625 +50
(28,000 l.f.)
Task 11.1 Sewer Stakes
Provide one set of stakes for approximately 55,712 lineal feet of mainline
sewer on 25-foot intervals at an offset agreed upon by the City of Chula
Vista, the Contractor (to be named) and Dudek and Associates. Stake
approximately 47 manholes with one grade stake and one line stake.
Task 11.2 Control Densification
Condense horizontal and vertical control on the Otay Valley Road portion
of the sewer main
Task 11.3 Consultation and Meetings
Consultation, coordination and meetings with the City of Chnla Vista and
processing of the required field data and cut sheets.
Task 11.4 Supervision and Calculations
Provide field supervision, attend field meetings and perform calculations
directly related to the field surveying tasks listed previously in order to
improve the efficiency of the survey field staking.
Element 12: Geotechnical investigation and Soil Reports For Micro-Tunneling
Task 12.1 Field Exploration, including excavation of twelve exploratory borings along
the proposed tunnel alignment. A truck-mounted drill rig will advance the
borings. It was assumed that alluvial conditions will be encountered on the
majority of the borings and that not more than three holes will encounter
debris/concrete that will necessitate a large diameter drill rig to advance the
hole beyond the obstructions. If refusal is encountered with a conventional
drill rig, an air percussion drill rig will drill through the obstructions. It
is estimated that no more that 20 feet of drilling will be necessary with the
air percussion rig.
Task 12.2 Laboratory Test'mg, including 3 unconfined compression test on cobbles or
formational materials if encountered, or 3 Atterberg Limits tests on clays,
if encountered.
-3-
Task 12.3 Meetings, estimated at eight hours total.
Task 12.4 Office Analysis and Report Preparation, including boring logs at each
drilling location and addressing the geotechnical conditions at the locations
of each boring along with laboratory testing results consisting of moisture
content, density, and corrosion characteristics ofthe soils encountered. We
will also provide geotechnical design information to aid the contractor in
the selection of the most appropriate method and equipment type. If
groundwater is encountered, we will also provide an evaluation of the
potential for liquefaction of the alluvial materials.
Task 12.5 Prepare submittal of Package for Caltrans.
Task 12.6 Engineering Oversight of geotechnical Investigation.
Element 13: Tunneling Operations Oversight
Task 13.1 Review Project Feasibility and Design to Date: Consultant will include a
review of the proposed tunnel alignment with respect to soils survey and
anticipated soils conditions, shaft locations, selection of acceptable
tunneling methods, and shaft construction methods, and implementation of
any needed changes or modifications to the layout and design of the
tunneling operations.
Task 13.2. Risk Mitigation Review: In conjunction with 13.1 above, Consultant will
review the potential risks on the project, be they potential settlement caused
by tunneling, the selection of tunneling method and technique, potential
obstructions or delays, special areas of concern (local structures or freeway
or road crossings, etc.) to identify and recommend methods to minimize
these impacts on the project.
Task 13.3. Review of the proposed project documents relative to all aspects of the
tunneling operations. The emphasis of the review shall be to ensure
compliance with all standards, codes, and regulations governing or
applicable to the work, as well as appropriate engineering design of the
tunneling work.
Task 13.4. Preparation of tunneling specifications for inclusion in the final project bid
documents. Prepare appropriate construction notes and construction details
for inclusion in the bid documents.
Task 13.5. Pre-qualification of tunneling contractor either before or during the bid
process.
Task 13.6. Review of all contractor's tunneling submittals, shop drawings, and
calculations in order to judge whether or not the proposed equipment,
personnel, materials, and procedures are in compliance with the contract
requirements.
Task 13.7. Oversight of the contractor's compliance with the lawful requirements of
the affected public agencies, owners of public utilities, all federal, state and
local jurisdictional agencies or other facilities respecting the safeguarding
of traffic, structures, and improvements which might be endangered by the
tunneling operations.
Task 13.8. Inspection On Site: Consultant shall perform periodic visits to the site (i.e.
initially during tunneling equipment Set-up and the start of the tunneling
operations and then periodic part day visits (2 or 3 per week, as
appropriate) and be available for telephone discussion and daily contact
with the project designer, City, and contractor to resolve any on-site
problems that may arise during construction.
Task 13.9. Training of Engineer and Inspector Staffing: Consultant shall have at least
a 2 day training session on the project site with City staff followed by an
on-site orientation (in a written form) with the set-up and type of equipment
being used for the tunneling, including a description of acceptable and
unacceptable operations on site.
Task 13.10 Review of Tunneling Operation: Consultant shall provide inspection and
training and act as a liaison with the site inspection team on an ongoing
basis (and after completion of each tunnel segment). Consultant shall also
provide the key parameters for the tunnel operation, and, if possible,
improve the contractor's technical performance to reduce the probability of
site problems.
Task 13.11 Recommendations by Consultant: The Consultant may be required to make
recommendations before, during, and after construction operations
regarding alternate methods and procedures based upon previous tunneling
efforts and upon the Consultant's own observations. These
recommendations shall include, but not be limited to, requirements for
tunneling machinery, pipe jacking equipment, establishment and monitoring
of surface settlement points along the pipe alignment, design criteria,
determination of acceptable pipe installation tolerances, contractor
qualifications, and contractor submittal requirements.
Task 13.12 Consultant's assigned personnel shall possess the technical knowledge and
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related work experience in all phases and types of tunneling to satisfy the
requirements of this contract. The City shall have the right to make a
determination as to the qualifications of individual personnel and shall have
the right to require substitution of non-qualified individuals with qualified
personnel.
Task 13.13 Maintenance of Project Records: Consultant shall provide copies of all
original recommendations, review comments, meeting notes, field notes,
data, reports, records, etc. of field and office tasks to the City of Chula
Vista. Further, the Consultant shall maintain copies of all records related
to field and office tasks performed under the contract for a minimum of five
years from the date of the work, including all calculations, reports, etc.
This period may be extended during the course of any unresolved litigation
or when requested by the City of Chula Vista at no additional cost.
B. Detailed Scope of Work For the Wolf Canyon Trunk Sewer:
Element 11: Construction Surveying (All Phases)
Task 11.1 Sewer Stakes
Provide one set of stakes for approximately 15,000 lineal feet of mainline
sewer on 25-foot intervals at an offset agreed upon by the City of Chula
Vista, the Contractor (to be named) and Dudek and Associates. Stake
approximately 47 manholes with one grade stake and one line stake. Due
to the minimal pipe slope we will use conventional leveling methods to
establish the elevation of the sewer offset reference points.
Task 11.2 Comrol Densification
Condense horizontal and vertical control using original GPS
Task 11.3 Consultation and Meetings
Consultation, coordination and meetings with the City of Chula Vista
processing of the required field data and cut sheets. A maximum of 8
hours is included in this proposal based upon our estimate of the scope of
services. Additional hours for consultation and meetings will be upon prior
approval of the Cliem.
Task 11.4 Supervision and Calculations:
Provide field supervision, attend field meetings and perform calculations
directly related to the field surveying tasks listed previously in order to
improve the efficiency of the survey field staking.
-6-
C. Detailed Scope of Work For the Main Street reconstruction Project
This section is exclusively for design survey of Main Street from Broadway Ave. to
Highway 805. This will include densification of horizontal and vertical control within
project limits, cross section topo and storm drain crossings.
Element 1: Design Surveying
Task 1.1 Field Survey:
Densify Horizontal and Vertical Control, Street cross section topography
and storm drain structures location.
Task 1.2 Project Management
Meetings, Conferences, Project planning, Coordination and review.
Task 1.3 Survey Analysis
Prepare field package, reduce field data, plots and preparation of
submittal package.
Task 1.4 Field Supervision
Field crew scheduling, Field crew and client coordination.
Element 2: Construction surveying
This section is exclusively for surveying controlling the placement of the AC paving only.
Appurtenances to water, sewer or dry utilities are excluded from this proposal.
Task 2.1 Improvement Stakes:
Provide one set of stakes for approximately 12,000 lineal feet for centerline
control on 50-foot stations at a 10-foot offsets to the left and right of
centerline. Provide one set of stakes for approximately 13,650 lineal feet
of the edge of the pavement at 50-foot stations in areas that currently do not
have concrete curb and gutter. In areas that have a minimal street grade of
less than 1% Dudek and Associates will use conventional leveling methods
to establish the elevation of the offset reference points.
Task 2.2 Consultation and Meetings:
Consultation, coordination and meetings with the City of Chula Vista
processing of the required field data and cut sheets. A maximum of 8
hours is included in this proposal based upon our estimate of the scope of
services. Additional hours for consultation and meetings will be upon prior
approval of the Client.
-7-
3-/7
Task 2.3 Supervision and Calculations:
Provide field supervision, attend field meetings and perform calculations
directly related to the field surveying tasks listed previously in order to
improve the efficiency of the survey field staking.
-8-
Second Amendment Cost Sununary
The consultant proposes to do the work involved in the various tasks for the following
"Not to Exceed" amounts.
a. Salt Creek Gravity Sewer Interceptor (SW219)
Construction Surveying - Phase One $35,400
Construction Surveying - Phase Two $6,650
Construction Surveying - Phase Three $29,700
Construction Surveying - Phase Four $73,205
Monumentation Perpetuation Survey $68,270
Geotechnical Services $38,665
Tunneling Operations Oversight $130,760
Subtotal $382,650
b. Wolf Canyon Trunk Sewer (SW225)
Construction Surveying $41,230
c. Main Street Reconstruction Project (STM332)
Design Surveying $25,770
Construction Survey $51,600
Subtotal $77,370
Total Contract Amendment $501,250
The proposed amendment will increase the contract with the CONSULTANT as amended, by
$501,250 to a total of $1,704,021.
Signature Page
to
Second Amendment To The Agreement
Between The City Of Chula Vista
And
Dudek & Associates, Inc
For the provision of Enviromental and Engineering Services required for the Final Design and
Construction of the Salt Creek Gravity Sewer Interceptor and Wolf Canyon Trunk Sewer
IT WITNESS WHEREOF, City and Consultant have executed this Agreement
thereby indicating that they have read and understood same, and indicate their full and complete
consent to its terms:
DATED: CITY OF CHULA VISTA
By
Shirley Horton, Mayor
Attest:
Susan Bigelow
City Clerk
Approved as to form:
JoI~M. Kaheny ~
City Attorney
DATED: /4t)~, <?.. ~oi Dudek and Associates, Inc.
Pre,lent
Exhibit List to Agreement
(X) Exhibit A
J: \Engineer\AGENDA\Second-Amendment -Dudek-Contract-Agreement .ac.doc
ATTACHMENT NO. 2
Amended Task Original Contract Ist Amendment 2nd Amendment
Salt Creek Salt Creek Salt Creek
$880,195.00 $880,195.00 $922,957.00
Surveying Services $42~762.00 $213,225.00
Geoetchnical Services $38,665.00
Tunneling Services $130,760.00
$880,195.00 $922,957.00 $1,305,607.00
Wolf Canyon Wolf Canyon Wolf Canyon
$279,814.00 $279,814.00 $279,814.00
Surveying Services $41,230.00
$279,814.00 $279,814.00 $321,044.00
Main Street Impr.
$0.00
ISurveying Services $77,370.00
$77,370.00
I'otal Contract Amount $1,160,009.00 $1,202,771.00 $1,704,021.00
Total Amendment Amount $42,752. O0 $50'1,250. O0
J:\ENGINEER\SEWER~2001\SALTCREEK\CONTRACT-AMENDMENTS.ACXLS
~ /
COUNCIL AGENDA STATEMENT
ITEM At
MEETING DATE 8/21/01
ITEM TITLE: Resolution Amending the Catastrophic Leave Policy.
SUBMITTED BY: Candy Emerson, Director of Human Resources~j
REVIEWED BY: City Manager~~ (4/5th Vote: Yes No X )
SUMMARY
Atter a full year of actual experience with the Catastrophic Leave Policy, several refinements to that
policy are recommended to insure that the intent of the policy is consistently adhered to.
RECOMMENDATION:
Adopt the Resolution amending the Catastrophic Leave Policy.
BOARD/COMMISSION RECOMMENDATION: N/A
DISCUSSION:
The Council adopted the Catastrophic Leave Policy on 8/22/2000. The Policy allows employees to
donate their own acerued time (except sick leave) to then' co-workers who have exhausted their own
leave banks and now need additional time to recover from a personal injury or illness, or to care for a
family member who is ill or injured. Since its adoption, at least 8 employees have had the need to
request time from their fellow co-workers. In processing these employees, both Labor and
Management have seen a few inequities with the Policy as it is currently written, and they have agreed
on a few proposed revisions.
First, there is some confusion about the term "eatastrophic'. The definition of the word for these
purposes was intended to mean, if an employee did not receive donated time and they had already
exhausted all of their own, they would be facing a financial hardship on top ofthe injmy/ilLuess that
warranted their absence in the first place. This hardship would be catastrophic to the employee and
their family.
The employee groups suggested a new title, Donated Leave Policy. This better describes the policy
and helps reduce the perception of urgency in the minds of the employees willing to donate from their
accrued leave banks.
1
Second, both labor and management had a few concerns with the lack of certain parameters in the
initial policy. We are in agreement to make the following amendments:
1. Requests for donated leave may only come fi~om the Department Head (or their designee) on
behalf of the employee who is receiving the donated time.
2. The requesting employee must inform the department bead of the approximate number of
hours they expect to be absent.
3. The leave time must be credited before it can be used. There will be a 30 calendar day
waiting period, fi.om the first day of absence, before an employee may begin using the donated
time fi.om their co-workers. There are several reasons for this waiting period. Primarily, it
encourages employees to save their own sick leave and keep a reasonable minimum balance
for these types of emergencies. Second, it gives everyone involved ample time to put out the
request for donated time, ronte all the paperwork, collect appropriate signatures and verify
balances. It also gives the processing departments time to transfer the donated leave and
credit the employee.
4. Any hours donated in excess of those needed to cover the employee during his/her absence
will be returned to donating employees. The City will use the date the form was signed to
determine which hours are to be returned. The policy is not intended to create a new balance
of time for the employee upon their return, but to cover them during their absence.
These revisions will become effective upon Council adoption - 8/21/2001.
FISCAL IMPACT:
There should be no net cost impact to thc City. Less time will need to be donated by the
employees because there will now be a 30 calendar day waiting period. The majority oftbe hours
donated by employees would normally be paid to the employee over time anyway, in the form of
paid vacation time or upon separation fi.om the City. In theory, these revisions may well reduce
the cost to the City.
2
RESOLUTION NO. 2001-
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
CHULA VISTA AMENDING CATASTROPHIC LEAVE POLICY
WHEREAS, the City adopted the Catastrophic Leave Policy
on August 22, 2000 which allows employees to donate their own
accrued time (except sick leave) to their co-workers who have
exhausted their own leave banks and need additional time to recover
from a personal injury or illness, or to care for a family member
who is ill or injured; and
WHEREAS, a few inequities have been seen with the current
Policy and a few revisions are proposed; and
WHEREAS, it is proposed to entitle the Policy "Donated
Leave Policy" and to make the following amendments:
1 Requests for donated leave may only come from the
Department Head (or their designee) on behalf of the
employee who is receiving the donated time.
2 The requesting employee must inform the department head
of the approximate number of hours they will be absent.
3 The leave time must be credited before it can be used.
There will be a 30 calendar day waiting period before an
employee may receive donated time from their co-workers.
There are several reasons for this waiting period.
Primarily, it encourages employees to save their own sick
leave and keep a reasonable minimum balance for these
types of emergencies. Second, it gives everyone involved
ample time to put out the request for donated time, route
all the paperwork, collect appropriate signatures and
verify balances. It also gives the processing
departments time to transfer the donated leave and credit
the employee.
4. Any hours donated in excess of those needed will be
returned to donating employees. The City will use the
date the form was signed to determine which hours are to
be returned.
NOW, THEREFORE, BE IT RESOLVED the City Council of the
City of Chula Vista does hereby adopt the amended Catastrophic
Leave Policy to be entitled "Donated Leave Policy" effective August
21, 2001 for employees in the Executive, Senior Management, Middle
Management, Confidential, Chula Vista Employees Association,
International Association of Fire Fighters, Chula Vista Police
Officers Association, and Western Council of Engineers employee
groups as set forth hereinabove.
Presented by Approved as to form by
Candy Emerson J~/~ M. Kaheny
Director of Human Resources C~ty Attorney
[JgATTORN EY~RESO\Catastrophic Leave Policy (Amended) (August 15, 2001 (11:17AM)]
COUNCIL AGENDA STATEMENT
ITEM
MEETING DATE 8/2U0!
ITEM TITLE: Resolution Adopting Phase I Classification and
Compensation Schedule.
SUBMITTED BY: Candy Emerson, Director of Human Resoure '~
REVIEWED BY: City Manager :~ (4/Sth Vote: Yes X No ,,)
Council is being asked to approve several classification and compensation adJustments for positions in
the clerical series resulting from a formal Classification Study.
RECOMMENDATION:
Adopt the Resolution approving the classification results oftbe Phase I study and the
corresponding salary schedule.
BOARD/COMMISSION RECOMMENDATION: N/A
DISCUSSION:
The City of Chula Vista contracted with the consulting firm Shannon & Associates to conduct a city-
wide classification and compensation study. Represented sworn Police and Fire positions were not
included. In January 2000, Council approved the initial results of the compensation portion of the
study, which greatly assisted us in attracting and retaining good employees. Over the past 18 rc~nths
the consultant, along with staff from the Human Resources Department, have been working on the
classification of the Clerical Series (Phase I) as well as the Support Series (Phase II), which we will
bring to Council later this year.
Phase I consisted of 86 positions or 23 classifications, all inthe clerical series. It is proposed that the
23 classifications be reduced to 14 classifications. As for compensation, oftbe 86 positions it is
proposed that approximately 1/3 receive an increase in their salary range, 1/3 stay relatively at the
same salary level and 1/3 be Y-rated.
City Staffhave met with the CVEA bargaining unit and the Confidential group to discuss impacts on
their members. Decisions affecting compensation have been discussed during the "meet and confer"
and ''meet and consult" process with the appropriate groups, and finer details will continue to be
worked out prior to the next COLA.
1
ITEM
MEETING DATE 8/21/01
If approved by Council, the attached salary schedule will become effective pay period be~nning
8/24/01. All positions recommended for an increase, based on market data, will receive it at that
time. Those that are Y-rated will NOT experience a decrease in pay. Rather, they will still share up
to 50% of future cost of living adjustments (COLA) until their new salary range eatcbes up with their
current salary.
Employees in positions in the clerical series will receive letters explaining the results of the study.
Individuals may not appeal the compensation portion of the study results, though they did have an
opportunity to appeal their classification.
FISCAL IMPACT:
The market adjustments will cost approximately $55,500 for the remainder of FY 02, and
$66,600 for FY 03. It is anticipated that impacted departments will be able to absorb this
additional cost within their existing budget allocations.
ATTACHMENTS: Clerical Series Salary Schedule effective 8/24/01.
2
SALARY RANGES
Phase I
NEW CLASSIFICATION A B C D E
Administrative Secretary $3,096 $3,251 $3,413 $3,584 $3,763
Administrative Technician $3,096 $3,251 $3,413 $3,584 $3,763
Executive Secretary $3,746 $3,933 $4,130 $4,336 $4,553
Fiscal Office Specialist $2,314 $2,430 $2,551 $2,679 $2,813
Legal Assistant $3,096 $3,251 $3,413 $3,584 $3,763
Office Specialist $2,204 $2,314 $2,430 $2,551 $2,679
Police Data Specialist $2,204 $2,314 $2,430 $2,551 $2,679
Police Records Specialist $2,204 $2,314 $2,430 $2,551 $2,679
Police Records Transcriptionist $2,204 $2,314 $2,430 $2,551 $2,679
Secretary $2,425 $2,546 $2,673 $2,807 $2,947
Senior Administrative Secretary $3,405 $3,575 $3,754 $3,942 $4, t39
Senior Fiscal Office Specialist $2,545 $2,673 $2,806 $2,947 $3,094
Senior Office Specialist $2,425 $2,546 $2,673 $2,807 $2,947
Senior Secretary $2,667 $2,801 $2,941 $3,088 $3,242
RESOLUTION NO. 2001-
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CR-JLA
VISTA ADOPTING PHASE I CLASSIFICATION AND
COMPENSATION SCHEDULE
WHEREAS, the City of Chula Vista contracted with the
consulting firm Shannon & Associates to conduct a city-wide
classification and compensation study; and
WHEREAS, in January 2000, with Council approval, the initial
results of the compensation portion of the study, was implemented;
and
WHEREAS, over the past 18 months, the consultant, along with
two Sr. Classification Analysts in the Human Resources Department,
have worked on the classification of the Clerical Series (Phase I);
and
WHEREAS, Phase I consisted of 86 positions or 23
classifications, all in the clerical series, which classifications
will be reduced to 14 classifications; and
WHEREAS, of the 86 positions, approximately 1/3 will receive
an increase in their salary range, 1/3 will stay relatively at the
same salary level, and 1/3 will be Y-rated; and
WHEREAS, City Staff met with CVEA and the Confidential group
to discuss impacts on their members; and
WHEREAS, all positions recommended for an increase, based on
market data, will receive it effective 8/24/01 and those positions
that are Y-rated will NOT experience a decrease in pay, but will
share up to 50% of future cost of living adjustments (COLA) until
their new salary range catches up with their current salary.
NOW, THEREFORE, BE IT RESOLVED the City Council of the City of
Chula Vista does hereby adopt the Phase I Classification and
Compensation Schedule as set forth in Attachment I, attached hereto
and incorporated herein by reference as if set forth in full,
effective the pay period beginning 8/24/01.
Presented by Approved as to form by
Candy Emerson J~M. Kaheny
Director of Human Resources ~l~y Attorney
ATTACHMENT I
SALARY RANGES
Phase I
NEW CLASSIFICATION A B C D E
Administrative Secretary $3,095 $3,251 $3,413 $3,584 $3,763
Administrative Technician $3,096 $3,251 $3,413 $3,584 $3,763
Executive Secretary $31746 $3,933 $4,130 $4,336 $4,553
Fiscal Office Specialist $2,314 $2,430 $2,551 $2,679 $2,813
Legal Assistant $3,096 $3,251 $3,413 $3,584 $3,763
Office Specialist $2,204 $2,314 $2,430 $2,551 $2,679
Police Data Specialist $2,204 $2,314 $2,430 $2,551 $2,679
Police Records Specialist $2,204 $2,314 $2,430 $2,551 $2,679
Police Records Transcriptionist $2,204 $2,314 $2,430 $2,551 $2,679
Secretary $2,425 $2,546 $2,673 $2,807 $2,947
Senior Administrative Secretary $3,405 $3,575 $3,754 $3,942 $4,139
Senior Fiscal Office Specialist $2,545 $2,673 $2,806 $2,947 $3,094
Senior Office Specialist $2,425 $2,546 $2,673 $2,807 $2,947
Senior Secretary $2,667 $2,801 $2,941 $3,088 $3,242
COUNCIL AGENDA STATEMENT
Item ~
Meeting Date: 8/21/01
ITEM TITLE: RESOLUTION - ACCEPTING DONATION OF
EQUIPMENT FROM THE SWEETWATER UNION HIGH
SCHOOL DISTRICT
SUBMITTED BY: Chief of Polic~
REVIEWED BY: City Manager ~r~
(4/5ths Vote: Yes__ No XX )
The Chula Vista Police Department's School Resource Officer Unit has received
an unsolicited donation of equipment worth $27,500 from the Sweetwater Union
High School District as a result of AB 1113. The equipment will be specifically
designated for the use of the School Resource Officer Program in an effort to
enhance the safety of students.
RECOMMENDATION: That the City Council accept the donation of
equipment to be utilized by the Police Department's School Resource Officer
program.
BOARDS/COMMISSIONS RECOMMENDATION: Not applicable.
DISCUSSION:
On June 30, 1999, the Governor signed Assembly Bill 1113, creating the School
Safety and Violence Prevention Block Grant Program. The grant provides $100
million to schools to create programs that promote a safe learning environment
for students. These funds were allocated to school districts and county offices of
education that maintain grades 8 through 12, inclusive. The allocation was
based on 1998's enrollment, with a minimum of $5,000 per school site, or
$10,000 per school district, whichever was greater.
Page 2, Item:
Meeting Date: 8/21/01
The Sweetwater Union High School District received funds from AB 1113. These
funds were divided in an equitable fashion between the local law enforcement
jurisdictions based on the amount of schools within their respective jurisdictions.
As a result, the Police Department is designated to receive $27,500 in equipment
for the SRO Program.
The equipment to be donated will enhance the effectiveness and efficiency of the
SRO Program allowing the Police Department to focus on crime prevention
through environmental design, crises response plans, and methods for assessing
potential dangerous behaviors.
Equipment to be donated for the School Resource Officer Program includes:
· Laptop computers
· Portable radios
· Presentation boards
· Alcohol/narcotics abuse prevention related material
· Digital camera
· Lasercolor printer
· Palm pilots
· Web gear- gun belt & accessories
· Bicycle maintenance gear
FISCAL IMPACT:
Based on grant stipulations, the Sweetwater Union High School District is
required to purchase the equipment to be donated to the Department. There is
no fiscal impact for acceptance of the equipment.
RESOLUTION NO.
RESOLUTION OF THE CITY COUNCIL OF
THE CITY OF CHULA VISTA ACCEPTING
DONATION OF EQUIPMENT FROM THE
SWEETWATER UNION HIGH SCHOOL
DISTRICT
WHEREAS, the Police Department received an unsolicited donation of
equipment worth $27,500; and,
WHEREAS, the Police Department received the equipment from the
Sweetwater Union High School District; and,
WHEREAS, the donated equipment was presented to the Chula Vista
Police Department to be utilized by the School Resource Officer Program; and,
NOW, THEREFORE, BE IT RESOLVED the City Council of the City of
Chula Vista does hereby accept the donation to the Police Department to be
utilized by the School Resoume Officer Program.
Presented by: Approved as to form by:
Richa ~ P. Emerson John M. Kaheny
Chief of Police City Attorney
COUNCIL AGENDA STATEMENT
Item No r~:
Meeting Date 8/21/01
ITEM TITLE: Resolution Approving requests from Bonita Business and
Professional Association to conduct the Bonitafest and
Bonitafest parade.
SUBMITTED BY: Chief of Polic~v,%~
Risk Manage~'[e
REVIEWED BY: Cty Manager,~'~ (4/5ths~ ~ Vote'. Yes No x )
The Bonitafest Committee and its sponsoring organization, the Bonita Business
and Professional Association (BBPA), is requesting permission to conduct the
29th Annual Bonitafest on Saturday, September 22, 2001.
RECOMMENDATION: That Council adopt the resolution approving a
temporary closure of Bonita Road subject to staff conditions.
BOARDS/COMMISSIONS RECOMMENDATIONS: Not Applicable
DISCUSSION: The Bonita Business and Professional Association (BBPA) is
sponsoring the 29th Annual Bonitafest event on Saturday, September 22, 2001.
They are also requesting a temporary street closure of Bonita Road to stage the
parade. The street closure would involve Bonita Road between Willow Street
and Central Avenue. Both Willow Street and Central Avenue will remain open at
all times during the closure. Streets intersecting Bonita Road between these
points would also be affected during the parade. The parade is scheduled to
take place between 10:00 AM and 12:30 PM; the street closure would be in effect
from approximately 8:00 AM and 1:00 PM to allow for staffing dispersion of the
parade participants. A diagram of the area is attached (Attachment A).
The BBPA is also requesting use of the vacant City-owned lot that is adjacent to
and immediately west of the parking lot to the Municipal Golf Course, for staging
and dispersal of the equestrian units participating in the parade.
The parade will consist of marching units, marching bands, floats, and other
motor driven units, as well as equestrian units. All horses will be ridden by their
owners. Streamers, balloons and noise making devices will not be permitted
along the parade route. The route will be marshaled by sponsor volunteers and
the police.
The street closures would have an impact on City bus service in the area.
Transit has agreed to cancel and re-reute bus service in the area during the
parade. Transit has agreed to erect signs advising of interrupted service.
Page 2, Item
Meeting Date 8/21/01
Staff approval is recommended subject to the following conditions:
1. Prior to the event, both the BBPA (the Bonitafest sponsor) and Rotary
District 5340 (sponsor of the parade) provide evidence, acceptable to the
City, of insurance for their respective sponsorships in the form of a
Certificate of Insurance and Policy Endorsement in the amount of $2
million naming the City of Chula Vista as additional insured, and their
insurance as primary.
2. Provide adequate traffic control equipment and no parking signs as
specified by the Chula Vista Police Department. This would include
provision of adequate signage, barricades, and traffic control equipment
as specified by the County of San Diego and the Sheriff's Department.
3. Provide adequate Police coverage at the event as determined by the
Chula Vista Police Department through coordination with the Chula Vista
Police Department and the County of San Diego.
4. Return all City-owned property to pre-use condition including
arrangements for professional street sweeping and adequate trash control
and disposal throughout the affected area within twenty-four (24) hours
after the event.
5. Provide a letter acceptable to the City Attorney from the BBPA in which
the BBPA agrees:
(1) Not to sue the City, its agents and employees for any act arising
from Bonitafest; and
(2) To defend, indemnify, release, protect and hold harmless, the
City, its agents and employees from any and all liability arising
from Bonitafest, excluding only that liability which may arise
from the sole negligence or sole willful conduct of the City.
FISCAL IMPACT: The amount of $2,410 has been allocated in the City's FY
2001-2002 Community Promotions budget to offset the cost of the Chula Vista
transit shuttle bus services and police staffing. The BBPA would be responsible
for all additional cost incurred in conducting the parade, including provisions for
traffic safety equipment, street sweeping services, and other related and required
services and supplies. No additional fiscal impact is anticipated.
Attachment: "A"- Parade Diagram
RESOLUTION NO.
RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF CHULA VISTA APPROVING REQUEST FROM
BONITA BUSINESS AND PROFESSIONAL
ASSOCIATION TO CONDUCT BONITAFEST AND
BONITAFEST PARADE
WHEREAS, the Bonita Business and Professional Association (BBPA) will be
conducting the Bonitafest event on Saturday, September 22, 2001; and
WHEREAS, the Bonita Business and Professional Association will provide
evidence of insurance in the form of a Certificate of Insurance and policy endorsement,
acceptable to the City, in the amount of $2 million dollars naming the City of Chula Vista
as additional insured, and their insurance company as primary; and
WHEREAS, the Bonita Business and Professional Association will provide
adequate traffic control equipment and no parking signs as specified by the Chula Vista
Police Department. This would include provision of adequate signage, barricades, and
traffic control equipment as specified by the County of San Diego and the Sheriff's
Department on the portion of Allen School Road outside the city limits; and
WHEREAS, the Bonita Business and Professional Association will provide
adequate police coverage at the event as determined by the Chula Vista Police
Department through coordination with the Chula Vista Police Department and the San
Diego County Sheriff's Department; and
WHEREAS, all City-owned property will be returned to pre-use condition; and
WHEREAS, the sponsor shall develop and implement a solid waste management
plan approved by the Conservation Program to prevent litter, provide recycling, and
disposal throughout the affected area during the event including arrangements for
professional street sweeping immediately following the event; and
WHEREAS, a letter of acceptance shall be provided to the City Attorney from the
BBPA in which BBPA agrees to not sue the City, its agents and employees for any act
arising from Bonitafest; and to defend, indemnify, release, protect and hold harmless,
the City, its agents and employees from any and all liability arising from the Bonitafest,
excluding only that liability which may arise from the sole negligence or sole willful
conduct of the City.
NOW, THEREFORE, BE IT RESOLVED that the City council of the City of Chula
Vista does hereby approved the request from the BBPA to conduct the Bonitafest and
Bonitafest parade on Saturday, September 23, 2001, subject to staffing conditions.
Presented by Approved as to form by
Richard P. Emerson
Chief of Police City Attorney
COUNCIL AGENDA STATEMENT
Item No ~
Meeting Date 8/21/01
ITEM TITLE: Resolution Authorizing conditional temporary closure of a
portion of Rancho Del Rey Parkway on September 15 and
16, 2001, for the Orange Crate Derby
REVIEWED BY: City Manage%~¢~'v~4/Sths Vote: Yes No X .)
The Bonita Orange Crate Derby Committee of the Bonita Valley Lions Club is
requesting permission for temporary street closure on Rancho Del Rey Parkway
on September 15 and 16, 2001 to conduct their 22® Annual Orange Crate Derby.
RECOMMENDATION: That Council approve the resolution and authorize
conditional temporary closure of a portion of Rancho Del Rey Parkway on
September 15 and 16, 2001 for the Orange Crate Derby, subject to staff
conditions as stated in this report.
BOARDS/COMMISSIONS RECOMMENDATIONS: Not applicable.
DISCUSSION: The Bonita Orange Crate Derby Committee is requesting
permission to conduct the 22nd Annual Orange Crate Derby on Saturday and
Sunday, September 15 and 16, 2001. The event would be conducted on the
west section of Rancho Del Rey Parkway, between Terra Nova Drive to the
north, and Del Rey Boulevard to the south. Both Terra Nova Drive and Del Rey
Boulevard, as well as all other sections of Rancho Del Rey Parkway, would
remain open to traffic at all times. Diagrams of the event are attached
(Attachment "A" and "B"). This is a two day event with street closed to all traffic
from 6:00 AM Saturday, until 6:00 PM Sunday.
The sponsor expects that approximately 150-200 youngsters, ages 7 to 13 years
old, "driving" 75 separate derby cars, would be involved in the double elimination
competition during the two day event. The derby cars ara built by families,
according to specifications provided by the sponsor. Each car is equipped with a
steering wheel (steering capacity is limited to avoid "over-steering" by young
drivers) and a friction-drag braking device. Each car is inspected to verify that
safety equipment is in working order, and drivers are required to wear helmets,
long pants, and sturdy shoes.
Page 2, Item
Meeting Date 8/21/01
The race course is approximately 1,000 feet in length, with no curves or turns.
The entire course is separated with traffic safety cones. The use of cones serves
two purpose; they delineate lanes, and also act as brakes if cars accidentally run
over them. The run-out area below the finish line is also lined with traffic cones.
Only two cars are permitted on the course at any one time. Spectator areas are
designated and separated from the course by flag lines.
The sponsor would be required to provide insurance, portable toilets, appropriate
trash containers and trash control, necessary traffic barricades, cones, and
directional signs, overnight security (most cars will remain at the event site
overnight).
The event has been conducted in the Rancho Del Ray area for the past eight
years. No significant problems with this event have been noted. The event
would have very little impact on residents in the area, since all residential areas
are fully accessible by alternate streets, and there are no homes on the race
route.
Approval of the request should be subject to the following conditions:
1. The sponsor shall submit proof of insurance in the form of a Certificate of
Insurance for $2 million Commercial General liability insurance, or
equivalent form, with a policy endorsement naming the City as insured,
making their insurance primary with respect to the City's insurance and
providing notification of cancellation.
2. Provide a letter acceptable to the City Attorney from the sponsors in which
they agree:
(1) Not to sue the City, its agents and employees from any act
arising from the Orange Crate Derby; or
(2) To defend, indemnify, release, protect and hold harmless, the
City, its agents and employees from any and all liability arising
from the Orange Crate Derby, excluding only that liability which
may arise from the sole negligence or sole willful conduct of the
City.
3. The sponsor shall provide, at their own expense, all necessary supplies
and services required to safely conduct the event, including portable
toilets, trash receptables, trash control, crowd control, traffic control and
traffic control equipment, signs and security.
4. Sponsor shall provide a fully refundable $250 cleaning/damage deposit.
Page 3, Item
Meeting Date 8/21/01
5. Sponsor shall post applicable street closure signs at least 48 hours in
advance of the event.
6. All event participants shall be required to sign liability waivers approved
by the City Attorney as to form. These waivers must indicate that the City
of Chula Vista will be indemnified and held harmless.
7. The sponsor shall provide adequate supervision of event spectators and
participants to prevent damage to City property and landscaping.
8. The sponsor shall provide adequate and sufficient street barricades and
supervision to insure that no vehicles are permitted into the event area
throughout the duration of the event, including the overnight period.
9. Sponsors shall notify area residents that the event is being held 48 hours
prior to the event.
FISCAL IMPACT: There is no fiscal impact on the City. The event sponsors
will be responsible for all event costs. However, if any
services provided by the City before, during, or after the
event will be fully reimbursed by the sponsor.
Attachments: "A" - General Site Plan
"B" - Detail Site Plan
ATTACHMENT A
ATTACHMENT B
DETAIL
EAST
RESOLUTION NO.
RESOLUTION OF THE CITY OF CHULA VISTA
AUTHORIZING CONDITIONAL TEMPORARY
CLOSURE OF A PORTIQN OF RANCHO DEL
REY PARKWAY ON SEPTEMBER 15 AND 16,
2001, FOR THE ORANGE CRATE DERBY
WHEREAS, the Bonita Orange Crate Derby committee of the Bonita
Valley Lions Club is requesting permission for a temporary street closure on
Rancho Del Rey Parkway on September 15 and 16, 2001 to conduct their 22nd
Orange Crate Derby; and
WHEREAS, the sponsors shall submit proof of insurance in the form of a
Certificate of Insurance and Police Endorsement for $2 million Commercial
General liability insurance, or equivalent form, acceptable to the City, with a
policy endorsement naming the City as insured, making their insurance primary
with respect to the City's insurance and providing notification of cancellation; and
WHEREAS, the sponsors shall provide a letter acceptable to the City
Attorney in which they agree to defend, indemnify, release, protect and hold
harmless, the City, its agents and employees from any and all liability arising
from the Orange Crate Derby, excluding only that liability which may arise from
the sole negligence or sole willful conduct of the City; and
WHEREAS, the sponsors shall provide, at their own expense, all
necessary supplies and services required to safely conduct the event, including
portable toilets, trash receptacles, trash control, crowd control, traffic control and
traffic control equipment, signs, and security; and
WHEREAS, the sponsor shall develop and implement a solid waste
management plan approved by the Conservation Program to prevent litter,
provide recycling, and disposal throughout the affected area during the event
including arrangements for professional street sweeping immediately following
the event; and
WHEREAS, the sponsors shall provide a fully refundable $250
cleaning/damage deposit; and
WHEREAS, the sponsors shall post applicable street closure signs at
least 48 hours in advance of the event; and
WHEREAS, all event participants shall be required to sign liability waivers
approved by the City Attorney as to form. These waivers must indicate that the
City of Chula Vista will be indemnified and held harmless; and
Resolution no.
Page 2
WHEREAS, the sponsors shall provide adequate supervision of event
spectators and participants to prevent damage to City property and landscaping;
and
WHEREAS, the sponsors shall provide adequate and sufficient street
barricades and supervision to insure that no vehicles are permitted into the event
area throughout the duration of the event, including the overnight period; and
WHEREAS, the sponsors shall notify area residents that the event is
being held 48 hours prior to the event.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City
of Chula Vista hereby authorizes temporary closure of Rancho Del Rey Parkway
on September 15 and 16, 2001 for the Orange Crate Derby subject to conditions
as noted above.
Presented by Approved as to form by
Police Chief City Attorney
COUNCIL AGENDA STATEMENT
Item ?
Meeting Date 8/21/2001
ITEM TITLE: Resolution Awarding a Purchase Agreement in the amount of
$119,774.35 for shop cabinets and industrial shelving for the new Public
Works Facility and Corporation Yard to Goodale-Ferrara of Carlsbad.
SUBMITTED BY: Director of Public Works Deputy City Manager
REVIEWED BY:
CityManager~ (4/5ths Vote: Yes__ No X _)
The City Council has previously approved a capital project to acquire and construct a new
Corporation Yard. This project consists of relocating various Public Works' offices and yard
disciplines to the new Chula Vista Corporation Yard. The relocation is planned to take place in
the beginning of October 2001. Bids for the purchase and installation of shop cabinets and
industrial shelving were opened on July 24, 2001. Twenty-four (24) potential bidders were
contacted and nine (9) bidders responded. The bid was also advertised in The Star News on June
22, 2001. Of the twenty-four (24) potential bidders contacted, two were local vendors, but
neither submitted a bid.
RECOMMENDATION: That the City Council approve the Resolution awarding a Purchase
Agreement in the amount of $119,774.35 for shop cabinets and industrial shelving for the new
Public Works Facility and Corporation Yard to Goodale-Ferrara.
BOARD/COMMISSION RECOMMENDATION: Not Applicable
DISCUSSION:
The present Corporation Yard and facilities are no longer adequate to service the City's growing
infrastructure systems needs. The new Corporation Yard, which involves the renovation and
expansion of an existing facility located on Maxwell Road, is currently under construction and
will house the Public Works Operations Division and other City functions, such as Engineering,
Transit and Central Stores. The new Corporation Yard will help the City's Operations forces
respond to assignments in a more effective and efficient manner.
The majority of the electrical equipment, cabinets, shelving, workbenches, and presses will be
contractor furnished and contractor installed at the new Corporation Yard. Therefore, the move
is primarily a relocation of the various small hand tools, raw materials, etc. currently located in
the shops, storage rooms and yard.
Page 2, Item __
Meeting Date 8/21/01
Shop cabinets and industrial shelving were included as part of the original construction cost of
the new Corporation Yard project. However, the Purchasing Agent has bid out the purchase and
installation of these items in order to reduce costs. Consequently, the Purchasing Agent will,
with City Manager's approval of the one contract that exceeds $50,000 in value, award three
additional agreements totaling $152,030.74 to the following:
Contractor Award Amount
Product Control Specialists $ 95,578.25
Atlas Equipment Company $ 48,243.69
Indoff $ 8,208.80
TOTAL $152,030.74
The original estimate of the cabinets and shelving was approximately $600,000. However, based
on the bid process handled internally, the cabinets and shelving will cost only $271,805.09,
which represents a saving of approximately $328,195. In addition, when Home Base went out of
business, the Purchasing Agent bought some pallet racks and shelving at lower prices, further
reducing the project's cost.
Goodale-Ferrara will be furnishing drawer cabinets, flammable liquids cabinets, bulk storage
racks, hose reel racks, and tim racks. The next low acceptable bidder for these items was
Product Control Specialists, bidding approximately $126,707. All bids are on file for review in
the Purchasing Office.
FISCAL IMPACT:
Sufficient funds of $119,774.35 for the purchase agreement have been appropriated in the new
Corporation Yard C]P Project (GG131) funded by various funds (DIF, Transit, Sewer, etc.). This
project and funds were included in the FY00/01 CIP (GG131). Therefore, there is no fiscal
impact to the General Fund.
H:kPublic Works Operations~A 113 New Conp Yardi.doe
RESOLUTION NO. 2001-
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
CHULA VISTA APPROViNG A PURCHASE AGREEMENT iN
THE AMOUNT OF $119,774.35 FOR SHOP CABINETS AND
iNDUSTRIAL SHELVING FOR THE NEW PUBLIC WORKS
FACILITY AND CORPORATION YARD TO GOODALE-
FERRARA OF CARLSBAD
WHEREAS, the City Council has previously approved a capital project to acquire and
construct a new Corporation Yard consisting of relocating various Public Works' offices and
yard disciplines to the ne;v Chula Vista Corporation Yard; and
WHEREAS, the relocation is planned to take place in October, 2001; and
WHEREAS, in order to reduce costs, the Purchasing Agent has bid out the purchase and
installation of shop cabinets and industrial sheIving; and
WHEREAS, the Purchasing Agent, with City Manager approval, will award three
additional agreements totaling $152,030.74.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Chula
Vista does hereby approve a purchase agreement in the amount of $119,774.35 for shop cabinets
and industrial shelving for the new Public Works Facility and Corporation Yard to Goodale-
Fen'ara of Carlsbad.
Presented by Approved as to form by
Deputy City Manager
¢Cdty Attorney
J:~,attomey\reso\Shop cabinets bid Corp Yard
CITY COUNCIL AGENDA STATEMENT
Item No.: ]'E)
Meeting Date: 08/21/01
ITEM TITLE: Consideration of request for Designation of the Henry Fischer House as a
Historic Structure - 769 Broadway.
Resolution of the City Council of' the City of' Chula Vista designating the
Henry Fischer House as a Historic Site and placing the Henry Fischer
House on the City of Chula Vista List of Historic Sites in accordance with
the Municipal Code Section 2.32.070(A).
SUBMITTED BY: Director of Planning and BuildingS./. ~f~
REVIEWED BY: C~ty Manager ! ,~ (4/5ths Vote: Yes No X )
BACKGROUND
Staff has received communication regarding potential demolition of the Henry Fischer House
located at 769 Broadway. Since the site has not been designated as a historic site and does not
have a City of Chula Vista historic site permit, the City if requested would be obligated to issue a
demolition permit. The Resource Conservation Commission (RCC) has expressed a desire to
save the house from demolition. The RCC is hopeful that designating the house on the City's
List of Historic Sites would encourage its' preservation. Based on these circumstances, the RCC
considered the designation of the Henry Fischer House as a Historic Structure at their June 11,
2001 meeting. In accordance with the Municipal Code Section 2.32.070, the Resource
Conservation Commission recommended placement of the Henry Fischer Hous~ on the City's
List of Historic Sites.
RECOMMENDATION
Staff recommends that the City Council find that the Henry Fischer House meets the local
criteria for designation of the site and therefore should designate the Henry Fischer House as
Historic Site #46 on the City of' Chula Vista List of Historic Structures.
Staff recommends that the City Council deny the other RCC recommendations, based on the
following: a) the City does not have a program for moving or relocating historic structures, and
b) there are no funds allocated in the City budget to move structures to another location, for
preservation purposes.
Page 2, Item: /~
Meeting Date: 8/21/01
BOARDS AND COMMISSION RECOMMENDATION
The Resource Conservation Commission recommends to the City Council the following:
a) Designate the Henry Fischer House as Historic Site #46 on the City of Chula Vista List of
Historic Structures;
b) Research possible City-owned sites where the Fischer House could be moved
permanently or temporarily;
c) Appropriate the necessary funds to preserve the house by moving it to another location,
within the City of Chula Vista (at no cost to the owner);
d) Direct staff to negotiate with the property owner for the purchase of the house in order to
ensure its long term preservation
ENVIRONMENTAL RECOMMENDATION
The Environmental Review Coordinator has determined that this project is exempt per the
California Environmental Quality Act (CEQA), Section 15331, Class 31, Historical Resources
Restoration and Rehabilitation.
DISCUSSION
Municipal Code Authority
In accordance with Section 2.32.070 of the City of Chula Vista Municipal Code, the RCC shall
recommend to the City Council the designation of any site, which it has found to meet the local
criteria as a historical site and that the commission shall also recommend if the Historical Site
Permit Process should be imposed on the site. The Historical Site Permit Process has provisions
to stay the issuance of permits for demolition or modification in order for RCC to make a
recommendation to the City Council about potential actions that could be taken to preserve the
site.
In addition to considering the Historic designation of the Fisher House, the RCC considered
applying the Historic Site Permit Process on the site. They voted not to recommend that the
Historic Site Permit Process be applied to this site. The City Council has the authority to make
the final determination on the designation of the site and on applying the Historic Permit Process.
In effect, with the actions that the RCC has recommended, the provisions of the Historic Site
Permit Process have already been implemented.
The City has previously adopted six criteria which are used to determine if a particular property
should be included on the Historic Site List (see Attachment 1). A site must meet one of the six
criteria.
Page 3, Item:
Meeting Date: 8/21/01
Ownership
The subject property has been in escrow since May, however, according to the Tax Assessor's
Office the original owner, Cannto Lopez, remains as the current owner. Mr. and Mrs. Lopez
were in attendance at the Resource Conservation Commission Meeting of June 11,2001. At the
beginning of the RCC meeting Mr. Lopez did advise the Commission that he did not want the
house designated, however, during the course of the RCC's deliberations, Mr. Lopez stated that
he would not be opposed to the designation. Staff has attempted to contact the Realtor for the
Buyer to advise them of this pending action. Messages left have not been returned.
Past History
The Henry Fischer House is included in the Historic Chula Vista pamphlet under the category
of "other site of historic interest" The pamphlet was prepared by the Chula Vista Library and
Historical Society. According to the pamphlet, the house is known locally as the "sheepherder's
house" for one owner who had flocks of sheep nearby.
According to the City's 1985 Historic Resources Inventory, the Henry Fischer house was
estimated to have been constructed in 1890. Henry Fischer and his wife, Louise, bought this
property on February 13, 1890 and thereafter let the $2,000 contract for construction of this
house to Carl Schimmer of San Diego. On May 9, 1892, Ella Wendelken, a widow, who lived
in Pueblo, Colorado, purchased the house from $5,000. In 1904, E.O. Preston of Burlington,
Iowa bought the home. His widow, Clara, lived here until she sold the property in 1925.
There is very little information about the house from 1925 to 1943. In 1943 Olen A. Hoy
purchased the home. In 1987 Mr. Hoy requested that the City accept the house as a historical
site. At that time the Commission was concerned about the financial risk to the city because of
the extensive costs the city would incur to move, store and restore the house. The Resource
Conservation Commission voted to not accept the property at their January 11, 1988 meeting.
It is unclear from the records whether designation of the site as a historic site was considered at
that time.
Features of the Site
According to the 1985 Inventory, the Henry Fischer house is a 1-½ story Victorian home which
features a high, hipped and gable roof with a boxed cornice, carved brackets, and a paneled
frieze. Two gabled dormers with gable decorations face Broadway. Other architectural
features include wide, horizontal shiplap siding, an interior brick chimney, and along the right
front corner of the house is an open wooden porch. The windows in this house arc double hung
and have carved frames. The Inventory noted that an exterior stairway was added to gain
access to the second floor.
As stated in the inventory this house is significant as one of the few remaining Victorians in
Chula Vista. Although elements of the porch are missing, much of the integrity of design and
materials of this once elegant home still remain.
Page 4, Item:
Meeting Date: 8/21/01
In 1954 the City issued a permit tbr interior remodeling. There are no other permits on file.
RCC Recommendation
The RCC is recommending that the City Council find that the Henry Fischer House meets Local
Criteria for Designation numbers 4 (distinguishing architectural characteristics that are
identifiable) and 6 (continues to have evidence of the original features) and therefore should
designate the site as Historic Site #46.
The RCC also included other actions in their recommendation to ensure preservation of the
house. The RCC recommended that the City Council appropriate funds to preserve the house by
moving it to another location within the City and/or negotiate purchasing it. During their
discussion on the motion, the RCC suggested that perhaps the house could be temporarily moved
to a City property until permanent plans could be made for its long-tem~ preservation. This is
similar to the action taken on the Greg Rogers house when it was moved as part of a
redevelopment project.
Staff has not researched the merits of the City taking action to preserve this house. Private
parties have typically taken on preservation efforts of structures in the City. It is unknown at this
time whether the structure is sound or if it is viable to move. It has not been determined at this
time if there are any feasible City sites to move it to either permanently or temporarily.
At the May 14, 2001 RCC meeting, Mr. Frank Roseman of the Chula Vista Heritage Museum
indicated that he thought the Heritage Museum and the City could work together in saving the
house and turning it into a museum at Memorial Park.
There are significant costs and major policy implications associated with the RCC's
recommendations concerning long-term preservation of the house by the City. To staff's
knowledge the City has only facilitated the moving of a structure to accommodate a City project
such as a redevelopment project or a CIP project (Olympic Parkway). This was the case for the
Gregg Rogers house, which was moved with City funds to accommodate development of a
Redevelopment project within a designated Redevelopment Area. The Henry Fischer House is
not located within a Redevelopment Area and no plans for development of the site have been
submitted to the City.
Status of Demolition Permit
Although realtors for the buyer have inquired about obtaining a demolition permit for the house,
no such permit has been requested at this time. Designation of the house as a Historic Site will
not guarantee preservation. If the prospective buyers wish to obtain a demolition permit, even if
the house is on the List of Historic Sites, the City would be obligated to issue it. If in addition to
designating the house on the Historic Site list, the City Council also imposes the Historical Site
Permit (see attached) on it, the Municipal Code allows for a procedure of notification to the
RCC, and when appropriate the City Council, in order to consider taking action to preserve the
site prior to its demolition. The RCC did not recommend that the Historic Site Permit be
imposed on this site, however, the recommendation by the RCC and the Council's consideration
Page 5, Item: / d)
Meeting Date: 8/21/01
of that recommendation, in essence fulfills the provisions imposed by the Historic Site permit
process.
CONCLUSION
The Resource Conservation Commission has determined that the Henry Fischer House meets the
locally established criteria for listing on thc City's list of Historic Resources. Planning staff
concurs with that determination. However, staff recommends that the City Council reject the
other RCC recommendations at this time, based on the following: a.) the City does not have a
program for moving or relocating historic structures, and b.) there are no funds allocated in the
City budget to move structures to another location for preservation purposes.
FISCAL IMPACT
There is no fiscal impact to the City associated with including the Henry Fischer House on the
City's List of Historic Sites. However, there would be significant costs involved in the relocation
and preservation of the Henry Fischer House to any City owned site.
Attachments: 1. Local Historic Designation Criteria
2. Section 2.32.090 Historical site permit process
3. Resource Conservation Commission minutes/May 14, and June 11, 2001 meetings
4. Locator map
5. Photos
6. Letters to Property Owner
l:\Planning\MARIA\MISC\cchist I fischer2.doc
RESOLUTION NO.
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA
DESIGNATING THE HENRY FISCHER HOUSE AS A HISTORIC SITE AND
PLACING THE HENRY FISCHER HOUSE ON THE CITY OF CHULA VISTA
LIST OF HISTORIC SITES IN ACCORDANCE WITH THE MUNICIPAL
CODE SECTION 2.32.070(A).
V~-IEREAS, the Henry Fischer House is a one and half story Victorian home located at 769
Broadway Avenue in the City of Chula Vista (APN 572-212-0600) constructed in 1890; and,
WHEREAS, staff received communication regarding potential demolition of the Henry
Fischer House and advised the Resource Conservation Commission of the potential demolition; and,
WHEREAS, the Resource Conservation Commission expressed the desire to take action
toward the preservation of the Henry Fisher House from potential demolition therefore and
considered the designation of the Hemy Fischer House as a Historic Site at their June Il, 2001
meeting; and,
WHEREAS, State of California Historic Eligibility Criteria requires that a site be found
significant at a local, state or national level, under one or more of the criteria for designation; and,
WHEREAS, the Resource Conservation Co~ranission determined that the Henry Fischer
House meets one local criterion for designation because it has distinguishing architectural
characteristics that are identifiable; and,
WHEREAS, the Resource Conservation Commission further determined that the Henry
Fischer House meets a local criterion for designation because it has historical integrity and continues
to have evidenc e of the original features; and,
WHEREAS, the Resource Conservation Commission at their regular meeting on June I1,
2001 voted 7-0 to recommend that the City Council place the Henry Fischer House on the City of
Chula Vista List of Historic Sites; and,
WHEREAS, the Enviromnental Review Coordinator has determined that this project is
exempt per the California Environmental Quality Act (CEQA), Section 15331, Class 31, Historical
Resources Restoration and Rehabilitation.
NOW, THEREFORE, BE IT RESOLVED that the City Council does hereby approve the
designation of the Henry Fischer House as a Historic Structure and determines that it is hereby
placed on City of Chula Vista's List of Historic Sites.
Presented by: Approved as to form by:
Robert A. Letter John M. Kaheny
Director of Planning & Building City Attorney
I:/Planning\MAR]A\MiSC/cchcnryfischerres2 dcc
Attachment
LOCAL CKt~'~:RIA:
· ~ for City of Chnla V-~ ~ .~It~ Registration:
~ . B~A~.A~ONS~O~~AGEONAL~,
~A~ OR NA~ON~ B~m. ~ ~ION OF S~ DINGO, ~R
~1.~ IS ~ B~ m ~O P~T OF A ~A~E ~
~ORT~ RO~ m~C~LY; ON A L~ ST A~, OR
~UO~ ~IS. HO~ ~ ~U~ ~ NO~ ~E
~O~ NA~ON~Y, ~ ~NG ~ ~ W~ SO~O~ ~O ~E
A ~C~ CO~ON ON A L~ B~. ~LY,
~ A NO~WO~ ~OmC~ ~ r~ON Om
~.~ ° MAY BE A SITE WFIERE ANIMPORTANT EVENT TOOK PLACE.
THIS WOULD BE AN EVENT SYMBOLIC OF A PHASE OF HISTORY
THAT COULD REACH THE NATIONAL LEVEL. THE SITE OF THE
SIGNING OF A HISTORIC DOCUMENT, FOR EXAMPLE, WILL
SATISFY THIS CRSTERION.
a~ o ~ SITE SHOULD HAVE DIS'I3NGUISHING AR~
CHARACTERISTICS THAT ARE ][DENTn/FLM~LE. TFfIS INCLUDES
STRUCTURF~ OF A PARTICULAR ARCHITECTURAL STYLE
RECOGNIZABLE TODAY.
o THE SITE MAY BE ARCHAEOLOGICALLY SIGNIFICANT IN ITS
ASSOCIATION WITH PRE-HISTORY OF THE AREA. A SITE
DEMONSTRATING EXISTENCE OF AN ANCIENT COMMUNITY
(INDIANS INDIGENOUS TO TIq[E AREA, FOR EXAMPLE) COULD
SATISFY THIS CRITERION.
· HAS INTEGRITY. THIS IS WHERE TFfE SITE CONrlNUES TO HAVE
EVIDENCE OF TFIE ORIGINAL FEATURES. ENOUGH OF THE
OR/GINAL STRUCTURE OR TIlE SITE IS INTACT TO BE
DISTINGUISHABLE AS HAVING HISTORICAL VALUE.
ATTACHMENT 1
G. Ten days prior to the consideration by the commission of any site for designation as a historical site,
the owner shall be notified in writing that the site is under consideration for inclusion in the register.
The notice shall include the date, time and place of the meeting. For purposes of chis chapter, the
6wner of such property is the person appearing as the owner of such property on the last equalized
assessment roll of the county. Such notice shall be mailed to the address shown on the assessment
roll, in order for a person to appear and protest such inclusion. The owner shall also be notified of
any subsequent discussion or possible actions regarding the potential site by the commission or city
council. ,
(Ord. 1932 §2 (part), 1980).
2.32.080 ~,clmJn~Strarive fllncrions.
A- The commission shall select a chairperson and vice chairperson from irt membership at the
commencement of each fiscal year. Four members shall constitute a quorum for the transaction of
business.
B. The commission shall meet.not less than once a month and at the call of the chairperson, or in his
absence, the vice chairperson or a majority of the members of the commission.
C. The commission shall adopt reasonable rules, regulations, procedures and standards, which are
consistent with the law, and which are necessary to implement goals, policies and intent of this
chapter and related goals, policies and regulations of the city.
D. The city manager may make available staff and clerical support as necessary to fulfill its functions and
duties, provided such staff and clerical support is available, In the event that private funds or funds
from other governmental agencies are made available for special projects, surveys, educational
programs or general program support the city manager is authorized, upon recommendation of the
commission and approval of the council, to enter into appropriate contracts for the utilization of such
funds in furtherance of the purpose and intent of, and the duties and functions of the commission.
E. The resource conservation commission shall have no power or right to acquire any property for or on
behalf of itself or the city, nor shall ir acquire or hold any money for itself or on behalf of the city.
Further, the resource conservation commission shall not have the power or right to negotiate with any
party for the acquisition of property designated as a historic site.
(Ord. 1932 §2 (part), 1980).
A. The city council may, after considering such a recommendation by the resource conservation
commission, impose the permit restrictions contained in this section.
B. No permit for the demolition, substantial alteration or removal of any building, structure or site shall
be issued without first referring the matter to the resource conservation commission, except where the
city manager determines that demolition, removal or substantial alteration of any such building,
structure or site is immediately necessary in the interest of the public health, safety or general welfare.
The building, engineering and planning deparlmenrt shall notifythe resource conservation commission
in writing within five days of any request it receives for any such permit.
(R 1]/91) ]12 Alq'ACHMENT 2
C. The resource conservation commission shall have thirty days from the date of such notification within
which to object to the proposed demolition, major alteration or removal of the trees, plants or other
major landscaping. The resource conservation commission shall file its objections with the city
manager or his delegate. Upon the filing of such objections, no permits shall be issued for the
demolition, major alteration or removal of the historic site for a period of not less than thirty nor more
than one hundred eighty days. The city manager shall notify the appropriate departments of the filing
of objections by the resource conservation commission. Failure to file objections within the thirty-day
period is a waiver of all objections, and the permit shall be issued in due course. When the resource
conservation commission files objections with the city manager pursuant to this chapter, all such
objections, upon their transmittal to the city manager, shall in addition be transmitted to the applicant
for any permit or entitlement to demolish, perform a major alteration upon, or remove any historic
site or other feature protected by the terms of this chapter.
D. Upon the filing of objections, the resource conservation commission shall take such steps within the
scope of its powers and duties as it determines are necessary for the preservation of the historical site.
No such action shall be taken by the resource conservation commission, however, until the same has
been submitted to and approved by the city council. At the end of the first thirty days, the resource
conservation commission shall report its progress to the city council which may, upon review of the
progress report, withdraw and cancel the objection to the proposed demolition, major alteration or
removal, and the necessax7 permits shall then be issued. If at the end of the first one hundred days
of the aforesaid one-hundred-eighty-day period, it is found that the preservation of the site, building
or structure cannot be fully accomplished within the one-hundred-eighty-day period, and the resource
conservation commission determines that such preservation can be satisfactorily completed within an
additional period not to exceed one hundred eighty days, the resource conservation commission may
recommend to the city council that a request for extension be granted. Such recommendation shall
set forth the reasons therefor and the progress to that date of the steps taken to preserve the site. The
city council may accept such recommendation for good cause shown and if it appears that preservation
may be completed within the time requested, may grant an extension of time not to exceed one
hundred eighty days. No such request for extension shall be made after the expiration of the original
one-hundred-eighty-day suspension period.
E. No person shall remove trees, plants or other major landscaping from any property designated as an
historical site without the approval of the city's landscape architect. The city's landscape architect
shall notify the resource conservation commission in writing of any such request within five days of
its receipt.
(Ord. 1932 §2 (parr), 1980).
113 (R 11/91)
RCC Minutes -4- May 14, 2001
MSC (Burrascano/T. Thomas) requesting the City Council either conduct
an inventory of the Montgomery area or perform research to exam the
previous analysis of that area through other County organizations and that
the notification about the Mills Act be sent to all those on the inventory that
currently exists.
Amendment the motion to include the western area of Chula Vista
including the Montgomery area. Vote: (5-0-0~1) with Diaz absent.
NEW BUSINESS
Agenda Item 5 was taken out of order.
5. Potential Demolition of Henry Fischer House
Ms. Ponseggi wanted the Commissioners to be aware that a letter had been sent to
the Chula Vista Heritage Museum regarding the potential demolition of the Henry
Fischer house.
Ms. Blessent stated that the property is in escrow, and the new owner wants to
expand the used car lot, which would require the house to be moved or demolished.
Vice-Chair Bull asked if the expansion of the used car lot was an allowable use? Ms.
Blessent thought they might have to process a use permit.
Vice-Chair Bull then argued that the fact that the site, even though it does not have a
permit recognized by the City, is on a register and would fall under CEQA as a
significant resource. And if there is any discretionary permit associated with its
potential use, it has to be evaluated. Ms. Ponseggi indicated that staff would have to
research if the City has the authority to deny the demolition permit. It is administerial
and CEQA does not apply.
Mr. Frank Roseman (Chu/a Vista Heritage Museum) indicated that the City Manager
approached him, and he is very interested in saving the house and giving it to the
museum and moving it right next door to where the museum is today. The City
Manager commented that he could very easily find $20,000 to move the house. Mr.
Roseman thought the Heritage Museum could work a real good deal with the City
saving the house and turning it into a museum and get plenty of support for
maintenance.
Commissioner T. Thomas noted that included in the attachments to the letter were
minutes from the January 11, 1988 RCC meeting in which they unanimously
recommended to the City to allocate funds to conduct a historical resources
inventory of the Montgomery area including the Southwood Psychiatric Hospital.
MSC (Bensoussan/T. Thomas) to request that the Henry Fischer House
be placed on the next RCC agenda. Vote: (5-0-0-1) with Diaz absent_.
ATTACHMENT 3
MINUTES OF A SPECIAL MEETING OF THE
RESOURCE CONSERVATION COMMISSION
June 11, 2001 DRAFT
Mercy Building Gonference Room
430 "F" Street
MEETING CALLED TO ORDER: Chair Cindy Burrascano called the meeting to order
at 6:34 p.m.
ROLL CALL/MOTION TO EXCUSE:
MEMBERS PRESENT: Chair Cindy Burrascano, Vice-Chair Charles Bull,
Commissioners Juan Diaz, Steve Thomas, Pam
Bensoussan, Doug Reid and Teresa Thomas (6:37)
STAFF PRESENT: Marilyn Ponseggi, Environmental Review Coordinator
Maria Muett, Associate Planner
Frank Rivera, Senior Civil Engineer
John Schmitz, Principal Planner
Joan Isaacson, TEP
Linda Bond, Recording Secretary
OTHERS PRESENT: Chris Tang, McGill Martin Self
Canuto Lopez, Resident
Norma Lopez, Resident
APPROVAL OF MINUTES: April 2 and May 14, 2001
The appropriate Commissioners were not present to approve the April 2, 2001 minutes.
MSC (BulI/S. Thomas) to move approval of the May 14, 2001 minutes.
Vote: (4-0-2-1) with Diaz and Reid abstaining and T. Thomas absent.
ORAL COMMUNICATIONS: None.
OLD BUSINESS
1. Designation of the Henry Fischer House on the City of Chula Vista List of
Historic Sites
Ms. Marilyn Ponseggi (Environmental Review Coordinator) indicated that at the last
meeting, there was discussion that there had been a request for a demolition permit
for the Henry Fischer house. At that time, the Commission asked staff to place on
DRAFT
~ -//
RCCMinutes -2- DRAFT une11,2OOl
the agenda consideration of the Henry Fischer house for designation as a historic
site. Mr. & Ms. Lopez, the owners of the property, are here. It is important to note
that they have expressed to the staff that they do not want the site designated.
Ms. Maria Muett (Associate Planner) indicated that staff was contacted regarding the
demolition and RCC has requested this be looked at as a proposed designated site.
The Henry Fischer house was part of the 1985 City of Chula Vista Historical
Resources Inventory. It was not included in the list of historical sites. Since the site
has not been designated and does not have a City of Chula Vista historical site
permit, the City is obligated to issue a demolition permit. In accordance with Section
2.32.070 of the Chula Vista Municipal Code, the RCC has the authority to
recommend to the City Council when it comes to historical site designations. Ms.
Muett described the history and amhitecture of the house. In 1987, Mr. Olen A. Hoy,
then owner of the house, requested that the City accept the house as a historical
site. At that time, the Commission was concerned about the financial risk to the City
because of the extensive costs the City would incur to move, store and restore the
house. The RCC voted to not accept the property at their January 11, 1988 meeting.
The current owner of the site, Mr. Canuto Lopez and his realtor, have been notified
and have expressed that they do not want the site included on the list of historical
sites.
Commissioner Bensoussan stated that the house still has integrity from a standpoint
of early Chula Vista history and its context to what was going on in Chula Vista at
that time.
The Commission discussed the integrity of the house and its historic links at length.
MSUC Bensoussan/T. Thomas) to recommend to the City council the
following: a) Designate the Henry Fischer House as Historic Site ff46 on
the City of Chula Vista List of Historic Structures; b) Appropriate the
necessary funds to preserve the house by moving it to another location
within the City of Chula Vista at no cost to the owner; c) Direct staff to
negotiate with the property owner for the purchase of the house in order to
ensure its long-term preservation. Vote: (7-0-0-0)
APPROVAL OF MINUTES (Cont'd)
MSC (Bensoussan/S. Thomas) to approve the minutes of April 2, 2001.
Vote: (4-0-3-0) with Burrascano, Bull and Reid abstaining.
NEW BUSINESS
2. EIR-01-03 - Salt Creek Interceptor Sewer Program EIR
DRAFT
'J ' ST
~- Retail ~
~ Buildinq
Building~
~ ~ HUMPHREYS -
~- ~ MORTUARY
FflUJ~/
LOCATION
~ VACANT
- MOTEL ~
VISTA PALMS
-- CAR WASH
~ RODEWAY
INN
-~ Retai
STAR Building
PARK '
APARTMENTS
~ COURTNEY
~-~'- AUTO CENTER
~ ~ MONTECARLO
~- USED AUTO
CHULA VISTA PLANNING AND BUILDING DEPARTMENT
LOCATOR PROJECT Henry Fischer House PROJECT DESCRIPTION:
APPLICANT
Proposed Historical Site List Designation
PROJECT 769 Broadway
ADDRESS:
SCALE: FILE NUMeER: ATTACH M E NT 4
NORTH No Scale hfischer
ATTACHMENT 5
CITY OF
CHUIA ¥1SI-A
PLANNING AND BUILDING DEPARTMENT
ATTENTION
Mr. Canuto Lopez
769 Broadway
Chula Vista, CA 91910-5328
Mr. Canuto Lopez
3719 Sweetwater Road
Bonita, California 91902
This notice is being sent to inform you that the dwelling, the Henry Fischer House, on your property at
769 Broadway, is being considered for inclusion on the City of Chula Vista List of Historical Sites. You
have the right to protest such an action. The consideration will take place during the City Council
Meeting held on Tuesday, August 21, 2001 at 6:00 pm in the City Council Chambers located at 276
Fourth Avenue, Chula Vista, CA 91910.
Placing the property on the City of Chula Vista List of Historical Sites may have both positive and
negative impacts on property ownership.
For example, a negative effect of designating a property on the List of Historic Sites is that the property
may be subject to the City's historical site permit process. This process can, without the property owners
consent, restrict the owner from making any substantial alterations to the site for up to 360 days. Another
negative impact of being on the Historic List is that any project involving the site and undertaken by the
property owner, which would require a discretionary permit or review from a public agency, is subject to
environmental review under the California Environmental Quality Act (CEQA). This can be a
complicated and time-consumptive process which keeps the owner fi.om doing what he or she would like
to do to the property.
As stated before, there are potential benefits associated with designating a property on the List of Historic
Sites. One such benefit is eligibility for historic preservation grants and other preservation programs such
as the Mills Act, a local property tax incentive for historic preservation. A second positive effect is that
the State Historical Building Code can be applied when requirements of the Uniform Building Code
threaten the historical integrity of a designated resource. Finally, historic designation often results in
increased property value and an owner may identify their property with an official plaque or marker.
Please note that the City does not and cannot guarantee these potential benefits. More information on the
benefits of historic listing can be obtained from the California Register Coordinator, Office of Historic
Preservation, PO Box 942896, Sacramento, CA 94296-0001; Phone: (916) 653-9514.
If you have any questions or comments, please call Maria Muett, Associate Planner in the Planning
Department at (619) 691-5747.
ilyn 1LF. Ponseggi
Environmental Review Coordinator
Date: 08/07/01
J:Wlanning\MARILYN~Historic\Fisher CC Notice.doc ATTACHMENT 6
276 FOURTH AVENUE * CHULA VISTA * CALIFORNIA 91910
CI'IY OF
CHUIA VISTA
PLANNING AND BUILDING DEPARTMENT
August 3, 2001
Mr. Canuto Lopez
3719 Sweetwater Road Certified - Return Receipt Requested
Bonita, CA 91902
SUBJECT: Henry Fischer House Designation
Dear Mr. Lopez,
This letter is to inform you that the proposed Historic Site designation of the Hem'y Fischer
House has been pulled from the August 7, 2001 City Council agenda. The item has been
tentatively rescheduled for the August 21,2001 meeting; however, that date is subject to change.
I will notify you when a definite date has been set.
Our staff is very anxious to discuss the proposed designation with you prior to the City Council
considering it. Please contact me at (619) 585-5707 at your earliest convenience. I will be on
vacation for two weeks in August. In the event that I am out of the office, please contact Mafia
Muett at (619) 585-5747 regarding designation of the house.
Sincerely,
Mafilyn R.F. Ponseggi
Environmental Review Coordinator
Cc: Jim Sandoval, Assistant Director
Mafia Muett, Associate Planner
(J:LPlanning~vlahlyn\Historic\cl080101 .doc)
276 FOURTH AVENUE· CHULA VISTA · CALIFORNIA 91910
7
COUNCIL AGENDA STATEMENT
Item: //
Meeting Date: 8/21/01
ITEM TITLE: RESOLUTION AMENDING THE FY 01 - 02
BUDGET TO ADD A SERGEANT AND AGENT TO THE
SCHOOL RESOURCE OFFICER PROGRAM AND
APPROPRIATING $75,961 FOR SALARIES AND
BENEFITS, $8,211 FOR SERVICES AND SUPPLIES,
$37,312 FOR A VEHICLE AND $121,484 IN
UNANTICIPATED REVENUES FROM THE UNIVERSAL
HIRE PROGRAM AND STATE COPS 2002 AND
INCREASING THE POLICE DEPARTMENT'S PERSONNEL
SERVICES EXPENDITURES BY $75,961 IN THE
APPROVED FY03 GENERAL FUND SPENDING PLAN
BASED ON UNANTICIPATED REVENUES FROM THE
FOLLOWING - UNIVERSAL HIRE PROGRAM ($63,067),
STATE COPS 2002 ($20,000), TRANSFER FROM THE
TRAFFIC SAFETY FUND ($30,000), BOOKING FEES
($10,000), POST REIMBURSEMENTS ($20,000) AND
POLICE REIMBURSEMENTS ($15,535).
SUBMITTED BY: Chief of Polic '~ff~0~~'~'
REVIEWED BY: City Manager~, ¢~ (4/5tbs Vote: Yes X No
During the June 11th Budget Workshop Council requested that the Police
Department report on the feasibility of adding a full-time School Resource Officer
to every high school in the City.
RECOMMENDATION: That Council amend the FY 01 - 02 budget to add a
sergeant and agent to the School Resource Officer program and appropriating
$75,961 for salaries and benefits, $8,211 for services and supplies, $37,312 for a
vehicle and $121,484 in unanticipated revenues from the Universal Hire Program
and State Cops 2002 and increasing the Police Department's personnel services
expenditures by $75,961 in the approved FY 03 General Fund spending plan
based on unanticipated revenues from the following - Universal Hire Program
($63,067), State Cops 2002 ($20,000), transfer from the Traffic Safety Fund
($30,000), Booking Fees ($10,000), Post Reimbursements ($20,000) and Police
Reimbursements ($15,535).
BOARDS/COMMISSIONS RECOMMENDATION: N/A
Page 2,Item:
Meeting Date: 8/21/01
BACKGROUND
Since its implementation in 1993 the School Resource Program has been one of
the Chula Vista Police Department's most successful partnerships. In order to
effectively address changes in student population, social and crime trends the
program has been continuously reviewed to ensure it meets the needs of the
schools, community and department. Evaluating the feasibility of modifying the
program to assign a School Resource Officer full-time to every high school
campus in the City affords the department an opportunity to continue to evaluate
and improve this program.
DISCUSSION
The School Resource Officer (SRO) Program was implemented in 1993 the
result of a collaborative effort between the department and the Sweetwater Union
High School District. The program began with the assignment of three officers to
work primarily with the high schools; officers provided enforcement, intervention
and prevention related to gangs and drugs. Two years after the implementation
of the program the department formed a partnership with the Chula Vista
Elementary School District to expand the program to include the elementary
schools. Through these partnerships, SRO's worked to ensure school campuses
were safe and secure learning environments.
Though the purpose of the elementary SRO's was fundamentally the same as
the high school SRO's there was a significant difference in service delivery and
focus. There was a clear dichotomy between the elementary SRO's and the high
school SRO's, which created a lack of cohesiveness in the unit. In essence each
group worked independently of the other. Elementary SRO's did not necessarily
respond to calls for service but rather to preplanned activities and occasionally
provided counseling. ESRO's also taught Gang Awareness Program (GAP)
developed approximately ten years ago by the school district.
In 1999 the department completed the Strategic Plan, at that time the department
took the opportunity to evaluate the deployment of School Resource Officers.
The department had also applied for and was awarded a COPS in School grant,
which was designed to help local law enforcement agencies fund the hiring of
community policing officers to work in and around schools. The proposal that
was developed added four officers and an agent to the program and modified the
deployment of SRO's. Instead of the dichotomy between the elementary school
resource officers and high school resource officers a team approach was
developed. In order to maximize resources SRO's were assigned to sectors.
SRO's are assigned to teams to cover a geographical sector; each team is
responsible for the high schools, middle schools and elementary schools in their
sector.
Page 3,Item:
Meeting Date: 8/21/01
Working in teams allows for consistent coverage and enhanced community
policing. Through daily interaction SRO's develop relationships with school
administrators, teachers, and students. This system allows for the early
identification of at risk children as they progress through their education. Further,
by covering smaller geographic areas, SRO's can respond quickly to emergency
situations. The use of this deployment strategy increases the availability of
officers to respond to call for service.
With the support of the school districts the department implemented this team
approach. Currently the SRO program is led by a sergeant and staffed by
fourteen officers and an agent. One officer is dedicated to the School Safety
Patrol Program. An additional four officers will be added in January, for a total of
nineteen officers. Table 1 summarizes the existing officer's assignments by
sector.
Table One: School Resource Officers by Sector
SECTOR ONE - THREE OFFICERS
~hula Vista High 2,620 Cook 528 Mueller 840
Hilltop High 2,216 Feaster 1,096 Rosebank 716
Hilltop 550 Vista Square 723
Chula Vista Middle 1,214
H!!!~(~P. i~!i .ddle 1~2~8
Sector Total 11,761
SECTOR TWO - FIVE OFFICERS
Castle Park High 2,215 Castle Park 600 Otay 684
Palomar High 534 CVLCC 292 Palomar 448
Harborside 731 Parkview 399
Castle Park Middle 1,321 Kellogg 431 Rice 733
Lauderbauch 966 Rohr 583
Loma Verde 724 Valle Lindo 522
Men!~qmery ~(~ .............................................................
sector Total 1t,643
SECTOR THREE - FIVE OFFICERS
Bonita Vista High 2,694 Allen 430 Eastlake 686
Eastlake High 2,501 Arroyo Vista 659 Halecrest 528
Casillas 823 Marshall 407
Bonita Vista Middle 1,241 CV Hills 562 Olympic View 709
Rancho del Rey Middle 1,298 Clearview 573 Tiffany 666
Sector Total 14,646
The addition of the four officers in January 2002 will allow the department to
more evenly distribute officers to each sector. Officers will be assigned as
follows:
Sector One: Five School Resource Officers
Sector Two: Six School Resource Officers
Sector Three: Six School Resource Officers
Page 4,Item:
Meeting Date: 8/21/01
The School Resource Officer Program aims to provide a safe, secure, and
peaceful teaching and learning environment for all students and staff. SRO's
provide prevention and intervention by:
· Providing high visibility of uniform police officer presence on school
campuses
· Developing classroom and faculty presentations related to youth and the
law
· Attending parent conference/meetings
· Attending Student Attendance Review Board (SARB) meetings
· Scheduling security activities as needed
· Being the first response in all law enforcement related matters as they
occur during the regular school hours
· Attending various sporting events and school activities as needed for
proactive enforcement and interaction
· Documenting all incidents of crime as per department regulations
Additionally, SRO's also work to develop strong working relationships with
community groups, parents and teachers. SRO's work with school staff and
district personnel to address alcohol and drug use on campus, safety of students
and staff, gang related violence and crime, campus intrusion and loss or damage
of property.
Calls for Service
School Resource Officers are primarily responsible for responding to calls for
service at and around school campuses. In essence SRO's extend the Patrol
function to schools. In FY 00 - 01 SRO's responded to 8,750 calls for service.
Chart 1 demonstrates calls for service by school and Chart 2 demonstrates
arrests by major categories at the high schools and middle schools for FY 00-01.
Chart One: Calls for Service and Population~ by School
2500 400
2000
1500 300
1000 200
0 100
50 0
.... -~ ,9o~ o~ e '~
-.-
LU Q.
!~ populati~ e
Population figures are based on data from the California Department of Education, Educational
Demographics Unit. Year 2000 - 2001.
Page 5,Item:
Meeting Date: 8/21/01
Chart Two: High School and Middle School Arrests by Major Categories
50
40
3O
20
~0
0
In analyzing calls for service data it is apparent that there is a high correlation
between school population and calls for service for schools in Chula Vista. The
assignment of an officer full-time at every high school would impact the SRO's
ability to respond to calls for service at the middle and elementary schools.
Middle schools and elementary schools account for approximately 67% of the
total student population and 54% of calls for service. Placing an officer at every
high school would decrease the overall service to middle and elementary
schools.
Staff also considered the impact additional officers would have on district
resources. Superintendent Ed Brand and Superintendent Libby Gil are extremely
supportive of the SRO program in its current configuration; they are not
requesting additional officers. An informal survey of high school administrators
indicated that in general they were happy with the program and the service they
are receiving.
The current deployment strategy maximizes resources while effectively handling
calls for service and working to ensure a safe campus. Staff is recommending
the assignment of a liaison officer to serve as the primary point of contact to
every high school for the purpose of enhancing the relationship between the
schools and the department. Liaison officers will work with school administrators
to identify and address school specific issues; officers will also share information
with supervisors to develop deployment strategies.
In assessing the current program for areas of improvement, two issues were
identified that are critical to the continued success of the program - response to
critical incidents and supervision.
Page 6,Item:
Meeting Date: 8/21/01
Critical Incidents
Recent school shootings have brought a heightened awareness regarding the
safety of schools. These tragic events, while rare, have increased fear among
students, parents and teachers. The current deployment strategy is designed to
allow SRO's to respond quickly and en masse to a critical incident. Recently the
department responded to two incidents that clearly demonstrate the
preparedness of the SRO Unit.
On March 22, 2001 a Granite Hills High School student went to the high school to
shoot a school administrator. The incident ended with an officer shooting and
wounding the student. As order was being restored at Granite Hills, a listener of
a local radio station called in and announced over the air that a similar event was
occurring on the campus of Chula Vista High School. Although no such incident
was occurring the Police Department was able to respond rapidly and
appropriately.
Two School Resources Officers (SRO) were on campus when the call was made.
Within minutes approximately 30 officers, including SRO, Patrol, Traffic, and
Investigations were on scene. The SROs took control of the incident and
conducted a security sweep of the school and coordinated the orderly release of
the students.
A similar event occurred at Eastlake High School on May 1, 2001. At 11:29 a.m.
the school called the Police Department to report a student with a gun on
campus. At 11:34 a.m. officers were on scene. It was discovered however, that
the student had left the campus before the police were called. The officers,
working with school staff quickly determined where the student had gone.
Officers responded to that location and took the student into custody at 12:00
p.m. They located the weapon, which turned out to be a BB gun, in a nearby
trash bin. The student was in custody 31 minutes after the call was dispatched.
The department is also working to develop site plans for each of the schools in
the City. A recent article appearing in Police Chief magazine, "School Resource
Officers: Making Schools Safer and More Effective" recognizes the importance of
the role of the SRO as first responder and critical incident manager. Stating that
"having both public safety expertise and knowledge of the operation and layout of
the school, SROs are increasingly taking a central role in the development of
interagency plans for critical incident management involving law enforcement,
fire, rescue, and emergency service agencies. Advance planning to coordinate
communications and services and to share knowledge of school operations, floor
plans, and site layouts can make the difference between 'muddling through' and
having a rapid, coordinated response." To further prepare for a coordinated
effort the department has been working with school administrators to run a mock
critical incident, allowing SRO's, SWAT, department staff and school personnel
to train for such an event.
Page 7,Item:
Meeting Date: 8/21/01
In reviewing pertinent literature it is apparent that there is not a clear approach to
avoid critical incidents on school campuses, what is apparent is that there is a
need for a multi-faceted approach. The active participation of students, parents,
teachers and school administrators is needed to ensure a safe campus. Efforts
like a recent parent's night, which was sponsored by one of the high schools, to
discuss school safety helps to keep parents involved and informed. It further
demonstrates a commitment from both parents and school administrators to help
ensure safety in schools.
While the primary role of SRO's is law enforcement, SRO's should also engage
in prevention and intervention strategies. The integration of programs like the
Tough on Crime (TOC) program and problem oriented policing (POP) projects to
the schools will allow the department to achieve the benefits of having an officer
at the high school full-time.
Supervision
In developing a plan to implement Team Policing the importance of maintaining
an appropriate span of control was identified as a key issue. Teams provided the
department an opportunity to improve supervision, promote continuity and
cohesiveness, enhance training, solidify community policing and maximize
deployment. In addition teams allow for better coordinated problem oriented
policing projects as well as improving communication at all levels. SRO's are an
extension of the department's Patrol function, they engage in similar high-risk
activities as Patrol officers. The same issues that the department faced in Patrol
are applicable to the SRO unit.
In Patrol teams consist of one sergeant, one agent and six to eight officers
depending on shift. Similarly the department is recommending the addition of
one sergeant and one agent to the SRO program. Thus creating two teams that
would consist of one sergeant, one agent and nine officers. This would ensure
that key issues like span of control, training, and continuity of supervision, are
addressed effectively.
Currently the SRO sergeant spends a considerable amount of time addressing
questions and concerns from parents, administrative tasks, supervisory duties
including staff evaluations, as well as serving as a liaison to the school districts,
program evaluation, and working with Probation and community groups. These
activities severely limit the sergeant's availability for direct field supervision and
contact with schools. The new SRO sergeant would allow for the division of
existing duties, which would increase their availability for field time for
supervision and school site visits. Additionally it allows each sergeant to be
proactive in addressing juvenile crime trends through the integration of the Tough
on Crime program and problem oriented policing projects. The additional
supervisory staff would establish teams that more closely mirror those in Patrol
allowing the department to extend the benefits of team policing to the SRO unit.
Page 8,Item:
Meeting Date: 8/21/01
Over the eight years that SRO program has been in existence it has developed
and grown to meet the needs of the community. This program was developed
specifically with the needs of Chula Vista in mind; by remaining flexible the
program has remained effective. It is this flexibility that has allowed the
department to recognize emerging trends and make the necessary changes to
address new trends. Through the implementation of team policing the
department has reaffirmed its commitment to community oriented policing.
Extending this philosophy to the SRO program has brought changes to the
program like bike patrol, which was designed to increase the accessibility of
officers to the students.
The addition of supervisory staff will allow the department to integrate the Tough
on Crime program and to develop problem oriented polici,qg projects. The
additional supervisory staff will serve as coordinators for the POP projects. The
police department is considering the benefits of initiating an anti-bullying project
in Chula Vista schools. Research indicates that school bullying is probably the
most pervasive public safety problem in schools. Nationwide research indicates
that an estimated 10 to 25 percent of students are repeatedly victimized each
school year.
If pursued, an anti-bullying initiative would involve a working partnership between
SROs, school staff and students. The first step would be to conduct an extensive
survey of students, faculty and other staff to determine the current nature and
level of bullying, threats and intimidation. Survey results would be used to tailor a
successful model specifically to Chula Vista schools. A follow-up survey would be
conducted to assess the effectiveness of the interventions.
Agency Survey
The Department conducted a survey of county law enforcement agencies to
determine the level of participation in school resource officer programs.
Specifically the survey requested the number of officers assigned to the
programs and the number of schools serviced. Please see Attachment A for a
copy of the survey. Eleven agencies responded to the survey and the
information supplied formed the basis for the comparisons that are being utilized.
Agencies surveyed who participated in a school resource program averaged
2.5% of their total sworn staff committed to school programs. The Chula Vista
Police Department has committed 8.4% of its total sworn staff to school resource
programs. This level of participation in the SRO program demonstrates a clear
commitment to the belief that prevention and education serve the community
better than a reactive approach to juvenile crime trends. The department has
officers participating at every public school in its jurisdiction. Attachment B
summarizes survey responses.
Page 9,Item:
Meeting Date; 8/21/01
Law Enforcment commitment of sworn
staff to school resource programs
10%
The level of commitment is key in light of the fact that the school population
represents approximately 22% of the City's total population. It is also important
to note that in recent years juvenile crime rates have continued to increase while
crime rates in general were decreasing. It is imperative that the department
continues a targeted effort in addressing juvenile crime through the School
Resource Officer program. The program affords the department the opportunity
to impact this group through enforcement, intervention and prevention strategies.
Estimated School Population as a
Percentage of Total Chula Vista Population
78%
22%
Page 10,1tern:
Meeting Date: 8/21/01
Recommendations
Recognizing the benefits of assigning an officer to every school, staff is
proposing a team approach to more effectively achieve these benefits. In order
to maximize resources and maintain an effective program the following is
recommended:
· Maintain current deployment strategy
· Assign each high school a liaison officer that will serve as the primary
contact for non-emergency situations
· Work with schools to develop prevention and intervention strategies to
address issues particular to each school
· Integrate TOC program to schools and develop POP projects
· Add supervisory staff, a sergeant and agent, to facilitate the formation of
teams to mirror those in Patrol
· Develop a training schedule for SRO's to attend POST approved courses
for SRO's
· Continue to evaluate program to address emerging trends effectively
Future Considerations
National Evaluation of SRO Programs - The police department hosted two
visitors from the Washington, DC office of Abt Associates on June 4. Over the
next year, Abt will be studying Chula Vista's School Resource Officer program as
part of a national evaluation of SRO programs commissioned by the National
Institute of Justice. Chula Vista's SRO program was selected for study because
of its excellent reputation and relative longevity. Nineteen other law enforcement
agencies will also be studied as part of the project, the purpose of which is to
compile and disseminate best practices and lessons learned.
During the June 4 site visit, Abt staff met with Chief Emerson, Assistant
Superintendent Dennis Doyle, outgoing Safe Schools Coordinator Wes
Braddock, Chula Vista High School Principal Larry Perondi, and several
additional police staff, including Administrative Services Manager Iracsema
Quilantan and Lt. Don Hunter, who oversees the SRO program. Abt staff then
went on ride-alongs with officers who provide service to Eastlake High School,
Chula Vista High School and Hilltop High School. Abt plans to return to Chula
Vista for weeklong visits in both the fall of 2001 and the spring of 2002.
Abt will interview individual SROs and educators; collect copies of program
implementation documents, as well as data on process and outcome measures
of effectiveness. These measures may include levels of crime and disorder
incidents in Chula Vista schools; truancy; suspensions and expulsions; arrests;
and weapons and drugs seized.
Growth - As Chula Vista continues to grow the department will continue to
evaluate the SRO program to ensure that the program is adequately staffed to
Page 11,Item:
Meeting Date: 8/21/01
continue to provide high quality service. In addition to planning for the growing
number of students the department must also consider the impact of additional
schools. It is anticipated that the Sweetwater Union High School District's will
expand to include a total of two new high schools, two new middle schools, and
one new adult school in Chula Vista. A high school and middle will be added
within the next five years. Staff will continue to work with the school districts to
make necessary program adjustments.
Fiscal Impact
The department is proposing the addition of a sergeant and agent to the SRO
unit to facilitate the creation of teams. Extending the team concept to the SRO
unit will address issues with supervision and allow the department to take a more
proactive role in this Unit. Projected costs are based on the addition of
supervisory staff in January 2002. To lessen the impact on the General Fund
staff has included grant funding from the Universal Hire Program that can be
used to offset the cost of the officer's salary. State Cops 2002 can be used to
meet the local match requirement for the Universal Hire Program grant. Grant
funding allows the department to implement the proposal with a reduced impact
to the General Fund.
The second year costs are also offset by unanticipated revenues in Universal
Hire Program, State Cops, a transfer from the Traffic Safety Fund, Booking Fees,
POST reimbursements, and Police Reimbursements. The third year will be
partially offset by Universal Hire Program revenue; by the fourth year the general
fund absorbs full costs.
11-/I
Page 12,1tern:
Meeting Date: 8/21/01
The following is a summary of proposed expenditures and revenues for the
implementation of recommendations for the SRO program:
Expenditures On-going Cost
Personnel $ 75,961 $151,922 $155,720 $162,007
Uniforms and
Equipment $ 6,211
Training $ 2,000
Vehicle and
portable radio $ 37,312 $ 6,680 $ 6,680 $ 6,680
Total
$121,484 $158,602 $162,400 $168,687
Expenditures
Revenues
UHP $ 44,147 $ 63,067 $ 42,785 $
State Cops '02 $ 77,310 $ 20,000
Transfer from
Traffic Safety $ $ 30,000 $ $
Fund
Booking Fees $ $ 10,000 $ $
Post
Reimbursements $ $ 20,000 $ $
Police $ $ 15,535 $ $
Reimbursements
Total Revenues $121,484 $158,602 $ 42,785 $
Net Cost $ $ $119,615 $168,687
Attachments: A. SRO Survey
B. USSS Safe School Initiative: An Interim Report on the Prevention of
Targeted Violence in Schools
C. School Resource Officers: Making Schools Safer and More Effective
II
RESOLUTION NO.
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA
VISTA AMENDING THE FY 01 - 02 BUDGET TO ADD A
SERGEANT AND AGENT TO THE SCHOOL RESOURCE
OFFICER PROGRAM AND APPROPRIATING $75,961 FOR
SALARIES AND BENEFITS, $8,211 FOR SERVICES AND
SUPPLIES, $37,312 FOR AVEHICLE AND $121,484 IN
UNANTICIPATED REVENUES FROM THE UNIVERSAL HIRE
PROGRAM AND STATE COPS 2002 AND INCREASING THE
POLICE DEPARTMENT'S PERSONNEL SERVICES
EXPENDITURES BY $75,961 IN THE APPROVED FY03
GENERAL FUND SPENDING PLAN BASED ON UNANTICIPATED
REVENUES FROM THE FOLLOWING - UNIVERSAL HIRE
PROGRAM ($63,067), STATE COPS 2002 ($20,000), TRANSFER
FROM THE TRAFFIC SAFETY FUND ($30,000), BOOKING FEES
($10,000), POST REIMBURSEMENTS ($20,000) AND POLICE
REIMBURSEMENTS ($15,535).
WHEREAS, Council requested that the Police Department report on the
feasibility of adding a full-time School Resource Officer to every high school in the City;
and,
WHEREAS, the School Resource Officer program was established in 1993
through a collaborative effort between the department and the Sweetwater Union High
School District and expanded to the elementary schools in 1995; and,
WHEREAS, the School Resource Officer program has been one of the
department's most successful partnerships and has been continuously assessed to
ensure the program continues to be effective; and,
WHEREAS, the addition of a sergeant and agent will facilitate the
implementation of teams in the SRO Unit and address supervisory issues in this unit;
and,
WHEREAS, the Community Oriented Policing Services (COPS) program
authorizes the U.S. Department of Justice, under the direction of the U.S. Attorney
General, to provide funding to local governments for additional sworn law enforcement
officers; and,
WHEREAS, the COPS office has awarded the City of Chula Vista grant funding
under this program will increase sworn count by 2 officers; and,
WHEREAS, the City agrees to provide the local match required by the grant
and retain officers after the grant has ended; and,
NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of
Chula Vista does hereby amend the FY 01 - 02 budget to add a sergeant and agent to
the School Resource Officer program and appropriating $75,961 for salaries and
benefits, $8,211 for services and supplies, $37,312 for a vehicle and $121,484 in
unanticipated revenues from the Universal Hire Program and State Cops 2002 and
increasing the Police Department's personnel services expenditures by $75,961 in the
approved FY 03 General Fund spending plan based on unanticipated revenues from the
following - Universal Hire Program ($63,067), State Cops 2002 ($20,000), transfer from
the Traffic Safety Fund ($30,000), Booking Fees ($10,000), Post Reimbursements
($20,000) and Police Reimbursements ($15,535).
Presented by: Approved as to form by:
ff
Attachment A
School Resource Officer Survey
Please take a montent to fill out this brief questionnaire; results will be
made available upon request. Thank you for your cooperation.
Agency:
What is the number of sworn personnel in your department:
Which school districts are in your jurisdiction:
How many high schools are there in your jurisdiction:
How many School Resource Officers are there in your department:
How many SRO's are specifically assigned to high schools:
Are the officers on campus full-time? If yes, when were officers assigned to
high schools full-time:
When was the SRO Program started:
If the existing program is a pilot program, please indicate anticipated end
date:
Comments:
School Resource Officers by Agency Attachment A
School Resource Officers by Agency Attachment A
n~o~RO assigned
School Resource Officers by Agency Attachment A
Attachment B
Safe School Initiative
An Interim Report
on the Prevention of
Targeted Violence in Schools
U.S. Secret Service National Threat Assessment Center
in collaboration with the
U.S. Department of Education
with support from the
National Institute of Justice
Co-Directors: Bryan Vossekuil, Marisa Reddy PhD, & Robert Fein PhD
October 2000
'~"~-' ~:1 r-~,:, DEPARTMENT OF THE TREASURY
UNITED STATES SECRET SERVICE
WASHINGTON. DC 20373-fi,802
DIRECTOR
October t3.2000
The U.S. Secret Service has a long u'adition of protecting our nation's leaders'. We invest
significant msourees into our protective mission. A key component of protection involves
threat assessment: efforts to identify, assess, and manage persons who might pose a threat
of violence to our protectees.
In the last few years, the Secret Service has completed an operational study of the
behavior and thinking of all persons in the U.S. in the past 50 years who auacked, or tried
to attack, a major national leader or public figure. This study, the Secret Service
Exceptional Case Study Project (ECS/'), has led us to modify and improve our approach
to threat assessment.
After the recent spate of school shootings in 1998 and 1999, I met with the Secretary of
Education to see if the Secret Service could contribute to the prevention of these terrible
attacks. We agreed that staff from the Secret Service's new National Threat Assessment
Center (NTAC) who had conducted the ECSP would conduct a similar Ol:erational study
of school shootings. The goals of this project are to gather and analyze accurate and
useful information about the behavior and thinking of young persons who commit acts of
targeted violence in our nation's schools and to provide this information to school and
law enforcement professionals with responsibilities to prevent targeted school violence.
Over the last fourteen months, National Threat Assessment staff have been studying
information about school shooters. This work has involved systematic analysis of
investigative, judicial, educational, and other files, and interviews with ten school
shooters (so far). While NTAC's work is not completed, we think it is appropriate to
release preliminary findings from our analysis of the behavior and thinking of more than
30 school shooters. Later, we will be developing additional work products, including a
threat assessment guide for those with school violence preventive responsibilities, and a
series of scientific publications.
My hope is that the knowledge and expertise utilized by the Secret Service to protect the
President may aid our nation's school and law enforcement communities to safeguard our
nation's children. We offer these preliminary findings in support of our belief that much
targeted violence is potentially preventable, if thoughtful persons work together in a
systematic and reasonable way.
We welcome your comments about these materials. Please feel free to address any
correspondence to: Bryan Vossekuil, Executive Director. National Threat Assessment
Center. Room 901, U.S. Secret Service, 950 H Street, Washington DC, 20223.
Sinc?rj~lY~qd : -
Bfi'~n ~L. Sl~/~r d
Director ~/
U.S.S.S. Safe School Initiative
An Interim Report on the Prevention of
Targeted Violence in Schools
Co-Directors: Bryan Vossekuil, Marisa Reddy, Ph.D., Robert Fein, Ph.D.
National Threat Assessment Center
United Stat~ Secret Service
Randy Borum, Psy. D.
University of South Florida
William Modzeleski
U.S. Department of Education
BACKGROUND
Most offic_lal statistics show that rates of school violence have steadily decreased since 1993. As
reports f~om the U.S. Department of Education and otheta have shown, school ia one of the safest
places for oM nation's chil~en. Howevcr, sevend high-profile shootia~ ia schools ovex the pa~t
decade have resulted ia iacrsased fear among students, patents, and educators. The Secret Se-mice
Safe School Initiative focuses on a rsxe but significant component of the problem of school violence
- incidents of targeted violence ia school. "Targeted violence" ia a ten= developed by the Secret
Service to refer m any incident of violence where a known (or knowable) attackex selects a particul~
target prior to their violent attack. The taxget may be an identified (or identifiable) pexso~ such as a
paxdcular classmate o~ teac. hex, or it could be a building, such as the school itself.
Othex kinds of problems in~Amexican schools are fax more common than the taxgeted attack~ ia
schools that have occu~ed in Jeffexson County, Coloeado, Jonesboro, Axkansas, West Paducah,
Kentucky, and other communities. Moreover, chiklsen and adolescents face maW other problems
in school and out. However, the tremendous impact of each one of these school shootings - on the
school, the surrounding community, and the nation - and the increased fear these events have
engendered have made it necessary for school officials, parents, and others to consider steps they
can take to prevent incidents of targeted violence in theh: schools.
Why is the U.S. Secret Service involved in school safety?
Since 1901, the U.S. Secret Sex'vice has had responsibility for protecting certam national leaders,
candidates and visiting heads of state. That mission has two components: The most visible is
physical protection, including the use of magnetometexs, armored vehicles and armed agents. The
- less visible component is known as protective intelllgence or threat assessment - the process o£
identifying, assessing, and managing persons who may pose a risk to protectees before they
approach or attack.
In the early 1990s, the USSS began a process to re-examine its proced~es for assessing threats to
protectees. To develop a more systematic way of thru -ldng about threat assessment, Robert Feia and
Bryan Vossekuil developed the Exceptional Case Study Project (ECSP). The ECSP was an
operational study that analyzed the thinking and behavior of all 83 persons known to have attacked,
or approached for attack, a prominent person of public status in the United States in the last fifty
years. This research helped to dispel many myths about assassination and ted to a more thorough
and focused process for assessing people and situations that have come to official attention due to
nome inappropriate communication or behavior of concern.
U£SS Safe School Initiative
October 2000
1
//
As findings from the ECSP emerged, it became increasingly clear that assassination is only one type
of targeted violence. Other targeted violence includes some types of school violence and workplace
violence - and many types of stalking. These types of targeted violence - which are also rare -
nevetxheless may have tremendous impact when they occur, just as they do in schools. As ECSP
researchers shared their appmach and findings with law enforcement and other professionals, it
seemed dear that a similar approach might be used to better understand - and ultimately prevent -
target~'d violence in schools, in discussions between the Secret Se-mice and the Secretary of
Education, it was agreed m extend the methodology from the ECSP to learn more about the
patterns of planning, thinking, and behavior that preceded school shootings.
The Safe School Initiative was developed and implemented as a partnership with the U.S.
Department of Education, under the direction of the Secretory of Education, and in close
collaboration with Bill Modzelesld, Di~ectur of the Department of Education's Safe and Drag Free
Schools Program In this coll,boration, the U.S. Secret Service brought to the problem of school
violence its experience in researchl.g, understanding and preventing m_.'gated violence. The goal of
the Safe School Initiative is to provide accurate and useful information, to school adr~i.i~rzators,
educators, law enforcement professionals and othem who have protective and safety responsibilities
in schools, to help prevent incidents of targeted violence in school
METHOD
· ." For this project, personnel Etom the Secret Service National Threat Assessment Center (NTAC)
studied 37 school shootings, involving 41 attackers who were current or recent students at the
school, and where the attacker(s) chose the school for a particular purpose (and not simply as a
site of opportumty). Shootings that were clearly related to gang or drug activity, or to an
interpersonal or rehtiouship dispute that just happened to occur at the school, were not
included.
· :' For each incident, researchers reviewed primary source materials, such as investigative, school,
court, and mental health records and answered several hundred questions about the case. Teams
of invesUgators and social science researchers coded each of the cases, with at least two raters
assigned to each case. Each rater independently answered questions about the inddent in a
co&book, then discussed their ratings with the other team member and produced a single
"reconciled" scoring for the case. Information gathered about each case included facts about
~ the attacker's development of an idea and plan to harm the target, selection of the target,
motivation for the incident, communications about their ideas and intent, acquisition of
weapons, as x,'eR as demographic and background information about each attacker.
':' In addition to file reviews for each case, NTAC personnel have conducted supplemental
interviews with 10 of the attackers. The purpose of the interviews is to get the attacker's
perspective on his decision to engage in a school-based attack. The findings included herein are
based primarily on the information obtained from review of available fi/es in each case. The
information gleaned from interviews is used in tr,'umng venues to ilustrate parUcular aspects ora
case.
USSS Safe School Initiative
October 2000
2
INCIDENT CHARACTERISTICS
Contrary to common belief, incidents of tasgeted violence at school zee not a new phenomenon.
The earliest case examined occurred in 1974, where a student brought guns and homemade
bombs to his school, set offthe fi.re alorm, and shot at janitor's and firemen who responded to
the alarm.
Since the first case in 1974, NTAC personnel identified 37 incidents, involving 41 attackers, that
meet the study criteria specified above.
These incidents took place in 26 states, with more than one incident oco~i~g in Arl~nsas,
Califorrna, Kentucky, Missouri, and Tennessee.
All of the incidents were committed by boys or young men.
Contrary to the impression given from the attack at C01umb'me High School in Jefferson
County, Colorado, fellow students were not the only tszgets chosen by the attac, kers. In over
half of the incidents, the attacker had selected at least one school aclmlni*ttator, faculty member,
or staff ~member as a tax'get.
In more than 2/3 of the incidents, the attacke~ ldll~d one or more students, faculty, or othex's at
the school. Handguns and rifles/shotguns were the p~nary weapous used. More rh~n 1/2 of
the attacks occu.tred in the middle of the school day.
PRELIMINARY FINDINGS & IMPLICATIONS
1, Incidents of targeted violence at school are rarely impulsive. The attacks are tylaically the
end result of an understandable a~d often discernible process of thlnlcln~ slid behavior.
· In almost all of the indxdents, the attacker developed the idea to harm the tzeget before the
attack. Over half of the attackers developed their idea for the incident at least two weeks
prior to the attack.
· In well over % of the incidents, the attacker planned the attack. Although a few attackers
developed a plan the same day that they launched an attack, more than half of the attackers
developed a plan at least two days prior to the attack.
· More than half o f the attackers had revenge as a motive and over 2/3 had multiple reasons
for their school-based attacks.
· More than 3/4 of the attackers were 'known to hold a grievance at the time of the attack.
Many attackers communicated with others about these grievances prior to the attack.
USSS Safe School Initiative
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Implications
Students who engaged in targeted violence in school typically did not "just snap." Because
information about these attackers' intent and pla,ming was potentially knowable before the incident,
some attacks may be preventable. However, because the time span between the attacker's decision
to mount an attack and the actual incident may be short, quick efforts to inquire and intervene axe
necessary. An inquiry should include investigation of, and attention to, grievances and bad feelings
about school or potential targets that a student may be experiencing.
2. Prior to most incidents, the attacker told someone about his idea and/or plan.
· In over ~/4 of the cases, the attacker told someone before the attack about his interest in
mounting an attack at the school. In over half of the incidents, the attacker told more th~,
one person about his ideas/plans. For example, in one case a attacker made comments to at
least 24 friends and clas~m-tes about his interest in ldlllng others kids, building bombs, or
carrying out an attack at the school Some peers knew detailed information about the
attacker's plans, while others knew "something spectao,loe' was going to happen in school
on a particular date.
· In vimxally all of the cases in this study, the person told was'a peer - a friend, schoolm,te, or
sibling. In only two cases did such a peer notify an adult of the idea or plan.
· In fewer than one quarter of all incidents the attacker communicated a threat to his target(s)
prior to the attack.
Implications
In most cases, the attacker told a friend, schoolmate, or sibling about their ideas for a possible attack
before it occurred. However, because most attackers did not threaten their target directly, it is
important not tO rely on the issuance ora direct threat to prompt concern or to initiate an inquiry
about a student. It is helpful to distinguish between making a threat (telling people they intend to
harm someone) and posing a threat (engaging in behaviors that indicate an intent, planning, or
prepaxation for an attack); adults should attend to concerns that someone poses a threat.
~ Although many friends, classmates, and siblings knew about the attackers' ideas and plans before the
attack, in almost no case did they bring that information to an adult's attention. As a result, it is
important that threat assessment inquiries involve efforts to gather information from anyone who
may have contact xvith the student in question -- so that all relevant information may be discovered.
It is also important both to decrease barriers in a school environment that may prevent students
who have information of concern from corning forward and to have a thoughtful and effective
system to handle and analyze information that comes to those in authority.
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3. There is no accurate or u~eful profile of"the school shooter."
· Attacker ages ranged from 11 to 21.
· They came from a variety of racial and ethnic backgrounds. In nearly one quarter of the
cases, the attackers were not white.
· They came fi:om a range of family situations, fi:om intact families w~th numerous ties to the
community to foster homes with histories of neglect.
· Their academic performance ranged fi:om excellent to ~afling. Some attackers were r~klrtg
Advanced Placeme~at cottt'ses at the time of the incident; others had histories of' poor
academic performance.
· They had a range of fi:iendship patterns, fi:om socially isolated to popular.
· Their behavioral histories v~led, fi:om having no'observed behavioral problems to multiple
behaviors wa~anting reprimand and/or discipline.
· Few attackers showed any m~rked change in academic performance, f:fiendship status,
interest in school, or disciplinary problems at school prior to their attack
· Few of the attackers had been diagnosed with any mental disorder prior to the incident.
Additionally, fewer than 1/3 of attackers had histories of'drag or alcohol abuse.
Implications
The use of profiles is not effective either for identifying students who may pose a risk for targeted
violence at school or -- once a student has been identified - for assessing the risk that a panic, hr
student may pose for school-based targeted violence. The personality and social characteristics of
the shooters varied substantially. Knowing that an individual shares characteristics, features, or traits
with prior school shooters does not advance the appraisal of risk. Moreover, the use of profiles
carries a risk of over-identification - the great maiority of students who fit any given profile will not
actually pose a risk of targeted violence. Finally, use of profiles will fail to identify some students
who m fact pose a risk of violence - but who share few if any characteristics with prior attackers.
An mqmry should focus instead on a student's behaviors and communications to determine if the
student appears to be plarmmg or preparing for an attack. A fact-based approach may be more
producuve in preventing school shootmg~ than a trait-based approach. The ultimate question to
answer in an incluky is whether a student is on a path toward a violent attack, and if so to determine
how fast they are mo-ring and where intervention may be possible.
USSS Safe School Initiative
October 2000
4. Most atrackers had previously used Euns and had access to them.
· Over half of attackers had a history of gun use, although most did not necessaxily
demonstrate a "fascination" with weapons or explosives.
· In nearly 2/3 of the incidents, the attackers got the gun(s) used in the attack from their own
home or that ora relative. In some cases, the guns had been gifts to the attackers feom their
parents.
Implicalions
Access to weapons anaoug students is common, but when the idea o£an attack exist~ any efforts to
acquire, prepare, or use a weapon may be a significant move in the attscker's progression from idea
to actioo. An inquiry should include investigation of, and attention to, weapon access and use and
to communication about weapons. The large proportion of attackers who acquired their guns from
home points to the need to consider issues of sa£e gun storage.
5. Most shoodn~ incidents were not ~esolved by law enforcement intervention.
· Over ~ of the attacks were resolved/ended before law enforcement responded to the
scene. In these cases, the attacker was stopped by faculty or fellow students, decided to stop
shooting on his own, or killed himself.
· In only three cases did law enforcement personnel discharge any weapons during the
incident.
· In contrast with the incident at Columbine High School, which lasted over three hours, half
of the incidents lasted 20 minutes or less.
Implications
Schools may make the best use of thek resources by focusing on prevention, and not by relying
- exclusively on law enforcement to respond to and resolve school-based attacks.
fi. In many cases, other students were involved in some capacity..
· Although the attacker acted alone in at least 2/3 of the cases, m almost half the cases the
attackers were influenced or encouraged by others. For example, in one case the attacker's
idea had been to bring a gun to school to appear tough so that the students who had been
h.'trassing him would leave him alone. It was not until he sh~ed this idea with two friends -
and they convinced him he had to actually shoot kids at school to get the other students to
leave him .alone - that he decided to actually attack. Several days later he brought a shotgun
to school, Icilllng two and injuring two.
USSS Safe School Initiative
October 2000
· In over ~A o£ the incidents, otbet kids knew about the attack before it occurred. Some knew
exacdy what the attacker planned to do; othe~ knew something "big" ot "had" was going to
happen, and often they knew the time and date it was to occur. In one case, an attacker had
planned to shoot students in the lobby of his school pilot to the beginning of dasses. He
told two ~iends exactly what he had p!,,~,~ed and asked thxee others to go meet him in the
mezzanine overlooking the lobby that morning (ostensibly so that they would be out of
haxm's way). On most mornings, o~ly six students could be found in the mezzanine before
classes. The student who knew about the planned attack told so n'any others that by the
time the attacker opened fi~e in his school lobby, over twanty-fou~ students were in the
mezzanine watching the attack. One who knew about the attack brought a camel'a so he
could record the event - but he got so exalted once the attack started that he forgot to take
pictmes,
Implications
That other kids often know about these incidents in advance conwadicts the assumption that the
shooters a~e "loners" and that they "just snap." An inquiry should include efforts to gather
information fi:om a student's fi/ends and schoolmates. An inquiry should also include attention to
the influence that a student's friends or peers may be having on intent, pl,,~nlng, and preparations.
7. In a number_of cases, having been bullied played a key tole in the attack.
· In over 2/3 of the cases, the attackers felt persecuted, bullied, thxeatened, attacked, ot
iniu~ed by others prior to the incident.
· A number of attackers had experienced bullying and harassment that was longatanding and
severe. In those cases, the experience o£ bullying appeared to phy a major role in motivating
the attack at school.
Implications
BullYing was not a factor in every case, and dearly not every chi.Id who is bullied in school will pose
a risk for targeted violence in school. However in a number of cases, attackers described
experiences of being bullied in terms that approached torrnenr~ They told of behavio~ that, if they
occurred in the workplace, would meet the legal definitions of harassment. That bullying played a
~ major role in a number of these school shootings should strongly support ongoing efforts to combat
bullying in American schools.
8. Most attackers engaged in some behavior, prior to the incident, that caused others
concern or indicated a need for help.
· In almost every incident, the attacker engaged in behavior that caused others (e.g., school
officials, police, fellow students) to be concerned about him. In over % of the incidents, an
adult (school administrator, teacher, staff member, or law enforcement professional) had
expressed concern about the attacker. In over half of the cases, the attacker had come to the
attention of more than one person for some concerning behavior.
USSS Sate School Initiative
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· Behaviors ~h~t led others to be coocemed about the attacker prior to the attack ~ncluded
beh~o~ re,ted to ~e ~ such ~ efforts to get a ~ as we~ ~ o~ ~b~
beha~io~ not ~ted to &e subs~u~t a~c~ For ~x~ple, & one c~e a smd~t ~ote
sev~ po~ for ~ E~sh ~ss ~t r~olved ~o~d ~emes of ho~dde md s~dde
possible solufio~ to fee~ of ho~lessness ~d &sp~fiom ~ mo~er cme a smd~t
. ~med ~ ~nds ~ ~l~g ohm a~ut p~ to put mt po~on & ~e ~eese s~e~
pop.hr p~za es~b~nC
* In weR over % of &od~ts, ~e a~cke~ had ~fi~ co~mg ~& a ~jo~ ~ to a
s~ficmt rehfions~p or a loss of sm~ (e.g., a perso~ f~), prior m ~ s~ool a~c~
Prior m ~e ~ddent, ne~ly ~/, of ~e a~ckers d~er ~eatened to ~ ~dves,
s~d~ ~s~es, or ~ed to ~ ~selves. More rh,n ~ of ~e a~m ~ a ~to~ of
feeling ex~y depressed or despmte.
ImpUtations
A s~fic~t problem m preven~g ~eted ~olence ~ s~ooh h &r~i~i~ how ~st to r~pond
to students who ~e ~eady ~own to be & ~ouble or needing ass~ce, not o~y to iden~
smden~ whp ~e plo~g ~ amcE ~ c~es wh~e ~e ~ conc~ a~ut poten~ ~ted
~olence, ~ ~q~ shoed &clude ~ves~fion of, md aRenfion to, a smdenCs ~fi~ co~mg
~ ~jo~ losses or p~c~ed f~es, p~o,l~dy wh~e it ~y ~ve led to fee~
~d hopdessness.
NE~ STEPS
As noted e~fier, &e Safe School Im~five is not yet completed. ~er ~e next wee~ ~d monks a
n~ber of repo~s ~d o~ products ~ be developed ~d ~se~ated. ~ese ~ ~clude a
~eat assessment ~de for school ~d hw enforcement professionfls ~ respo~i~fies for
preven~g t~geted ~olence ~ school; a s~es of sden~c repons; ~d, o~er products for
teachers, p~cip~, ~d school bo~ds.
U.S.S.S. Safe School Initiative
Project Directors
Bryan Vossekuik b/ix. Vosseknail, Co-Director of the USSS School Safety Initiative, is Executive
Dixector of the U.S. Secret Sen-ice National Threat Assessment Center. He previously served as
Deputy Special Agent in Charge of the Secret Sea, ice Intelligence Division and on President
Reagan's protective detail. He also served as co-director of the Secret Service Exceptional Case
Study Project.
Marisa Reddy, Ph.D.: Dr. Reddy, Co-D~rector of the USSS School Safety Initiative, is a Research
Psychologist with the U.S. Secret Service National Threat Assessment Center where she conducts
tramang and reseazch on t.'Lrgeted violence and protective intelligence. She has previously worked at
the Federal Judicial Center. and has served as a consultant to the IL~.ND Corporation. ,
USSS Sale School Initiative
October 2000
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Robert Fein, Ph.D.: Dr. Fern, Co-Director of the USSS School Safety Initiative, is a Psychologist
with the U.S. Secret Service National Threat Assessment Center. He has worked with the USSS for
over 16 years, and served as co-director of the Secret Service ExceDtional Case Study Project
(ECSP). Fie has over 25 years working with a~d studying persons who engaged in violent acdons.
Suggested Citation for This Document:
Vossekuil, B., Reddy, M., Fern, R., Borum, R., & Modzeleski, W (2000). U.S.S.S. Safe School
lr~iafive: An Interim Report on the Prevention o£T2r~e_ ted Violence in Schools. Washington, DC:
U.S. Secret Service, National Threat Assessment Center.
Related Readings:
Borum, R. (2000). Assessing violence risk among youth, joUrnal of Clinical Psychology.
1263-1288.
Borum, R., Fein, R., Vossekuil, B~, & Berglu~d, J. (1999).' Threat assessment: Defi~ing en approach
for evaluatingfiakofvargetedviolencc. BelmvioralSciences & the I~w. 17. 323-337.
F¢in, R.A., & Voszekui], B.V. (1999). Assassination in the United States: An operational study o£
recent assassins, attackers, and near-lerhol approachers. _Ioum:~ o£ Forensic Sciences. 44. 321-333.
Fcin, i~A., & Vossekuil, B. (1998). Protective inte. ll~e_ ncc & threat assessment i~vest~a_ fions: A
guide for state nd local law enforcement officios (NI~/OJP/DOJ Publication No. 170612).
Washington, DC: U.S. Depart'neat o£Jusrice.
Fcin, R.A., Vosseku~, B., & Holden, G~.. (1995, September). Threat assessment: An approach to
DrcvcnC targeted violence. Na~onal Insecure o£Justice: Research in Action. 1-7.
Reddy, M., Bomrr~ F~, Vossckuil, B., Fein, R., Berglund, J., & Modzeleski, W. (In P~ess). Ev~lu~tin§
risk for caxgeted violence in schools: Comparing risk assessment, threat assessment, :md other
approaches. Psychology in the Schools.
CONTACT
National Threat Assessment Center
U.S. Secret Service
950 H Street NW, Suite 9100
Washington, DC 20223
202-406-5470
202-406-6180 -
hrtp: //v~t',v. treas.gov/uss s/ntac
USSS Sale School Initiative
October 2000
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Document #: 553746
Title: "School Resource Officers: Making Schools Safer and More Effective"
Author: Anne J. Atkinson
External Link: www.theiacp.org
Attributed To: Police Chief
Last Updated: 03114/2001
Summary:
Demand for school resource officers (SROs) has increased dramatically with heightened public
concern about school safety. As public safety specialists, SROs contribute daily to the safety and
secudty of the schools in which they work. Less recognized and apprec'~ted, however, are the
contributions that SROs make to school effectiveness. Although concems about the safety and
well-being of students have fueled recent demands for SROs, in the longer term, the contributions
that SROs make to school effectiveness may provide the most compelling reasons for establishing
and maintaining such police-school partnerships.
Document Text:
School Resource Officers: Making Schools Safer and More Effective
By Anne J. Atkinson, Ph.D., President, PolicyWorks, Ltd., Richmond, Virginia
Editor's Note: This article has been adapted by the author from her book, The Successful School
Resource Officer Program: Building Effective School and Law Enforcement Partnerships (2000). It
appears here by permission of Greystone Publishers, Inc., of Richmond, Virginia.
Demand for school resource officers (SROs) has increased dramatically with heightened public
concern about school safety. As public safety specialists, SROe contribute dally to the safety and
security of the schools in which they work. Less recognized and appreciated, however, are the
contributions that SROs make to school effectiveness. Although concerns about the safety and
well-being of students have fueled recent demands for SROs, in the longer term, the contributions
that SROs make to school effectiveness may provide the most compelling reasons for establishing
and maintaining such police-school partnerships.
Certainly, police departments and schools share an immediate common ground in ensudng the
safeb/and well being of students. Schools have long asserted their in Ioco parantls status,
assuming the rights and responsibilities of a parent. For police officers - sworn "to protect" and "to
serve" - work within schools is an extension of their responsibilities for public safety. Police
departments and schools have a longer-term investment, however, in developing productive and
law-abiding citizens for the community they share.
What Are Effective Schools?
Effective schools are those in which there are high levels of student achievement, regardless of
family background. Operating effective schools is of central interest to educators in the current
climate of high-stakes testing and of increasing public demand for all students to achieve.
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Educators have identified certain characteristics and processes common to schools where all
students leam. These characteristics are often refer~d to as "correlates" because they have been
found in extensive reseamh over a number of years to be correlated with student success. While
soma schools engage in a very formal process of school improvement based directly on effective
schools reseamh, in virtually all schools these characteristics are valued and pursued. The
contributions that SROs make to school effectiveness, when recognized and folly realized, can
serve as the basis for long-term school-law enforcemant partnerships for student safety and
success.
A Safe and Ordedy Environment
Often referred to as '1he number one correlate of effective schools," a safe and orderly school
envimnmant is the foundation on which effective schools operate. In such schools there is an
orderly, purposefol atmosphere in which students are flea from the threat of physical harm. School
climate is not oppressive but is conducive to teaching and learning. Teachers and students interact
in a positive, cooperative manner.
SROs contribute to a safe and orderly environment as on-site public safety specialists trained to not
only provide an immediate response to life-threatening situations but also to ensure that laws are
enforced when illegal activities occur.
SRO ss First Responder and Cdtical Incident Manager
An SRO is very likely to be a first responder in the case of critical incidents occurring at school.
Additionally, SROs have becoma increasingly involved with developing school cdsis and emargency
manegemant plans. In response to mounting concerns about the safety of students and the
preparedness of schools to respond to crises, soma states have enacted laws and regulations
requiring schools to develop plans designed to prevent, manage, and respond to a critical event or
emargency. Local school beards are often required to ensure that every school develops a wdtten
school cdsis and emargency management plan, consistent with state statute or regulation. Having
both public safety expertise and knowledge of the operation and layout of the school, SROs are
increasingly taking a central role in the developmant of interagency plans for cdfical incident
management involving law enforcemant, tire, rescue, and emergency service agencies. Advance
planning to coordinate communications and services and to share knowledge of school operations,
floor plans, and site layouts can make the difference betwean "muddling through" and having a
rapid, coordinated response.
SRO as Law Enforcement Officer
SROs are, first of all, swom law enforcement officers. Their central mission is to keep order on
campus with the legal authori~ to arrest, if necessary, Routine activities as a law enforcement
officer include taking action with students, intruders, or unwanted visitors to maintain safety and
order. Once order is restored, however, other roles of the SRO - as law-related educator,
community liaison, problem solver, and positive role model - are the more typical day-to-day roles.
SROs assuma primary responsibility for handling all calls for service from the school and
coordinate the response of other police resources to the school, They are expected to serve as a
liaison between the school and the police and to provide information to students and school
personnel about law enforcamant matters, As an effective liaison, the SRO provides information to
the appropriate investigative units of crimes or leads that come to his or her attention and,
conversely, the SRO is kept advised of investigations that involve students from his or her assigned
school. Such coordination contributes to a "seamless" approach to public safety in which there is a
consistency of law enforcement both in school and within the community. Citizens of the school and
of the broader community can expect the same rights and protections.
Experience has taught that the presence of an SRO has a deterrent effect on illegal and disruptive
behavior. The presence of an SRO contributes to a safe and orderly school environmant in an even
mare pervasive manner by communicating that the school and larger community have made a
commitment to having schools that are safe, where standards of conduct are clear and where
violations of law are consistently addressed. Rather than meaning that a school is unsafe, the
presence of a SRO means that the community has taken a positive, proactive step to ensure a safe
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and orderly environment.
SROs have learned that a particularly effective approach to ensuring a safe and orderly school
environment begins by targeting "put-downs," 'trash talk," and bullying. Although high-profile issues
and incidents such as shootings, drugs, weapons, and gangs receive the most media attention,
SROs know that attention to the "small stuff" yields the greatest dividends in improving schaol
climate and preventing mere sadous incidents. That is why SROs work with schools to develop
policies and programs that specifically prohibit "put-clowns," insults, bullying, and other forms of
intimidation. By addressing these frequently overlooked and underestimated forms of disruptive
behavior, schools may prevent the escalation to assaults and shootings.
investigations of recent schoct shootings and of hats crime incidents have revealed that indicators
of serious problems were present but were either ignored or minimized so that their significance
was not recognized. SROs help schools "break the silence" by working with them to 1) provide
education to increase awareness of early warning signs of trouble and 2) establish highly
accessible avenues for reporting concerns so that timely risk assessments and appropriate
interventions can occur.
SRO as School Safety Planner
In addition to their critical incident "first responder" role and their law enforcement officer role, SROs
contributs to a safe and orderly school environment by conducting safety assessments and working
colleboratively with schools to resolve problems which threaten the safety and security of the
school.
SROs are routinely involved in completing school safety assessments, sometimes called "audits"
and increasingly required by law. Such "audits" examine a broad range of factors that contribute to
school safety, including the following:
* school policy and its enforcement
* collection and use of data related to crlrnes and disciplinary infractions
* crime and violence prevention programs and strategies in use
* staff development related to behavior management, school safety, and secudty
* student, parent, and community involvement in programs and activities to promote safety and
security
* involvement of community public safety agencies in safety/sacurity assessments and emergency
praeparation
The processes and methods employed in such school safety assessments are strikingly similar to
problem-solving models used in community policing. SROs trained in these methods and
approaches bring critical expertise to the process.
Using the SARA (Scan, Analyze, Respond, and Assess) model for problem solving, SRO response
involves developing effective, long-term solutions that are tailored to causal factors. This model
requires SROs to review their findings (from scan and analysis) about victim, location, and offender
and develop creative solutions that
* prevent future occurrences by deflecting offenders;
* protect likely victims; or
* make cdme locations less conducive to problem behaviors.
Creative rssponsas go beyond responses that rely exclusively on the police to engage others. For
example, response to incidents of extortion occurring in the bus loading area would go beyond
increasing the visibility of the SRO in that area (although that strategy would likely be employed) to
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* increasing adult supervision (by staff or parent volunteers);
* establishing a confidential reporting system for victims;
* conducting classroom activities to heighten student awareness and teach them strategies to
reduce the likelihood of being a victim;
* creating a climate of intolerance for bullying through policies, staff and parent training, and
classroom activities; and
* applying both disciplinary and legal responses to incidents of extortion.
Such responses are designed to have a long-term impact on the problam, and do not require a
commitment of police time and resources that is not sustainable over the long-term.
Using pdnciplss of cdme prevention through environmental design (CPTED), SROs ident~ factors
in the physical environment of the school that might contribute to cdme and other disruptive
behavior;, then, in collaboration with members of the school community, they develop and
implement plans to address identified problems.
High Expectations for Success
In the effective school, there is a climate of expectation in which the staff believe and demonstrate
that all students can attain mestary of the essential content and school skills, and the staff also
believe that they have the capability to help all students achieve that mastery. These schools are
structured to ensure that teachers have the tools they need.
SROs reinforce high expectations for success by communicating, thrO~gh word and action, clear
expectations for appropdata behavior. Community policing in schools supports and reinforces good
citizenship in students by approaching schools as neighborhoods and students as citizens. In their
law-related educator role, SROs teach students about the dghts and responsibilities of citizenship in
a diverse democrecy. Furthermore, cdme prevention activities involving students provide
opportunities for students to take a meaningful role in addressing problems in their community -
the school.
Law-related education (LRE) refers to educational programs designed to teach students the
fundamental principles and skills needed to become responsible citizens in a democracy. These
programs employ a range of tools:
* interesting course materials
* extensive use of representatives from the justice system
* field experiences (e.g., community service projects, court tours, police ride-alongs, internships)
* participatory classroom teaching methods
* co-curricular activities (e.g., mock trials, other public performances)
Although most f~equently used in the social studies classes, LRE has potential applications in other
classes and may be used at any grade level. LRE reinforces high expectations for youth and
positive peer norms. Because they are representatives of the law, SROs are particularly effective
conducting law-related education that focuses on laws and the consequences of illegal activities.
Significant benefits in addition to student learning dedve from law-relatad education conducted by
SROs. First, it allows SROs to interact with a broader spectrum of students in a setting that is
conducive to building positive relationships. Second, it requires collaboration with individual
teachers, setting the stage for ongoing communication and future problem solving to address other
preblams that may arise.
High expectations and positive peer norms can be further reinforced through involving students in
cdme prevention activities facilitated by the SRO. Such activities not only help the SRO to build
rapport with students but also reduce stereotypical views of police officers and provide opportunities
for meaningful involvement of youth in activities to improve their school. Students can serve on a
Safe Schools Task Force, help gather information for school safety audits, and work with other
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students to address a specific identified school problem such as bullying, graffiti, or inhalant use. A
drafting class might develop up-to-date scale diagrams of the school for use by police and fire
departments in case of emergencies. Opportunities for such meaningful involvement speak
volumes about high expectations.
It is in the mere informal interactions with students that SROs appear to make some of the most
effective contributions to high expectations for student success. In countless schools, in interactions
with students that may never be documented in official reports, SROs shape atlitudes and influence
the behavior of students who view them as role models and seek their guidance. Although it is this
author's view that SROs should not assume the role of "counselors," it is a fact that students seek
out daily SROs they trust. SROs are particularly effective messengers of community expectations
for behavior and for success. They shape attitudes and re-direct students toward decisions and
behaviors that produce success in the following ways:
* Setting limits - being clear about what is acceptable and letting students know the consequences
of unacceptable behavior and the rewards of acceptable behavior
* Setting an example - demonstrating how to handle stress, resolve conflicts, celebrate successes,
and be a friend
* Being honest - providing accurate information about risks and demonstrating how to express
thoughts and feelings in a mature, straightforward manner
* Being consistent - with students, staff, and parents-in applying rules and regulations
* Encouraging responsibility - helping youth think through options and consequences of decisions,
set personal goals, and develop plans to make desired changes
* Showing respect - treating students with respect; expressing your high expectations for them
'A Clear Mission
In the effective school, there is a clearly articulated school mission through which the staff shares
an understanding of and commitment to instructional goals, priorities, assessment procedures and
accountability. The effective school's mission acknowledges the school's responsibility for achieving
learning for all students and staff to accept responsibility for students' achieving the school's
essential curricular goals.
SROs directly support a clear school mission in at least three ways. First, by reducing the amount of
time and effort administrators and teachers must spend addressing illegal and disruptive behavior,
SROs contribute to a mere sustained focus on the central school mission. Second, through
clessroom presentations, the SRO can directly support the instructional mission. SROa and their
colleagues can serve as valuable resources for teachers, bringing important "real world"
perspectives to the classroom.
Third, SROs further support the school mission by working closely with key school programs that
address issues that undermine student achievement and reduce the effectiveness of schools.
SROs have become enthusiastic supporters of conflict resolution, mediation, and substance abuse
prevention and intervention efforts in schools.
Strong Instructional Leadership
In an effective school, the principal and other staff take an active role in instructional leadership,
with the principal becoming a "leader of leaders" (rather than a leader of followers), functioning as a
"coach" or "partner." Principals are constantly challenged in their efforts to fulfill their instructional
leader role by the day-to-day demands of managing the school. Time spent dealing with crime and
disruptive behavior represents a significant drain on instructional leadership. By reducing crime and
disruptive behavior, SROs contribute directly to conditions that enable principals to engage in the
instructional leadership essential for student success. The contribution was beet expressed by a
Virginia high school principal who reported that the school's SRO "freed up my teachers to teach
and, for the first time in years, I had time for uninterrupted classroom observational"
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IACP Net Database Document Display Page 6 of 7
Frequent Monitoring of Schools Progress
In the effective school, student academic progress is measured fi-equentiy using a vadety of
assessment procedures. The results of the assessments are used to improve individual student
performance and also to improve the instructional program. Improving the instructional program
involves aligning the intended, taught, and tested curriculum.
Using a community policing approach in the school setting, there are notable parallels in the
indicators used to monitor student progress, school climate, and school safety. As the educator
uses a variety of assessment procedures to monitor and improve student academic performance,
the SRO uses a variety of methods to assess and improve school safety. Measures of
effectiveness used by both the school administrator and the SRO include not only reductions in
particular cdmss and related disciplinary incidents and reductions in student and staff fear related to
crime but also the following indicators of school effectiveness:
* Improved school climate
* Improved attendance rete/reduction in truancy
* Increased rata of student success as measured by fewer dropouts, higher rate of course
completion or graduation
* Improved scores on achievement tests
* Improved community views of the school
* Improved student, staff, and parent satisfaction with the handling of cr~me and disorder in or
associated with the school
Maxim[zing Student Time on Task
In the effective school, teachers allocate a significant amount of classroom time to instruction in the
essential skills. For a high percentage of this time students are engaged in teacher-directed large-
group learning activities. Allocation of time frequently involves focusing on areas that are valued the
nmst and omitting some less important content.
SROs support this correlate of school effectiveness in several ways. When disruptive behavior is
reduced,'teachers can devote more time to classroom instruction. Furthermore, as students learn
to conform to higher standards of behavior, out-of-school suspensions decline, resulting in an
increase in opportunity to laam and student time on task.
Truancy constitutes one of the most serious threats to opportunities to learn and time on task.
Truancy has been termed "a gateway to crime." High rates of truency are linked to high daytime
burglary rates and high vandalism. According to the Los Angeles County Office of Education,
truancy is the most powerful predictor of juvenile delinquent behavior. By developing effective
strategies for early intervention to reduce truancy SROs directly contribute not only to school
effectiveness but also to safer communities. (To learn about another strategy for combating
truancy, see "Monrovia's Anti-Truancy Ordinance" on page 35.)
Parental Involvement
Effective schools have formed partnerships with parents who are given the opportunity to play
important roles in the school. These schools have built trust and communicated with parents who
understand and support the school's basic mission.
SROs are in the business of building partnerships, characterized by trust and communication, as a
central component of community policing. SROs add public safety expertise to the school-parent
partnership and offer additional opportunities for meaningful parent involvement in ensudng the
safety and well being of their children.
SROs and Educators: Partners for School Safety and Effectiveness
As schools and police departments have responded to heightened public concern about school
safety by increasing the number of School Resource Officer programs, experience is teaching that
SROs are contributing not only to school safety and security but also to school effectiveness. By
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helping schools create safe and orderly learning environments, SROs are supporting "the number
one correlate of effective schools." SROs also reinforce high expectations for student success and
are instrumental in creating conditions that promote a clear school mission, strong instructional
leadership, and increased opportunity to learn. It is beginning to be recognized that contributions
that SROs make to school effectiveness provide some of the most compelling reasons for
establishing and maintaining such law enforcement-school partnerships. Beyond the important
immediate concerns for school safety and security, police departments and schools have begun to
recognize and operate their partnerships based on the longer-term stake they hold in developing
productive and law-abiding citizens of the community they share.
Reproduced with permission of Police Chief, ~2001.
Contact Information:
International Association of Chiefs of Police
515 North VVashington Street
Alexandria, VA 22314-2357
Phone: (703) 836-6767
Fax: (703) 836-4543
Return To: Databases > IACP Net Main
IACP NetTM la file ofllctaily sanctioned resource of the IntPrnational Assqcjation of Chiefs of Po!ice arid la produced by Logln, Inc,.
~2001. All dghts resenmd, IACP Net, 360 North Robert Street, Suite 500, St. Paul. MN 55101. Tall Free 1-800-227-9840, Fax
651-222-6577, Local 661-222-6506, Emall: iacpservice@login-inc.com
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COUNCIL AGENDA STATEMENT
Item
Meeting Date 8/21/01
ITEM TITLE: Resolution Supporting the Current Limitations on Truck Size
and Weight as Stated in the Transportation Efficiency Act for the 21st
Century (TEA-21).
SUBMITTED BY: Councilmember Mary Salas 4/5 Vote: Yes No X
REVIEWED BY: N/A
The Chula Vista City Council has been asked by the Coalition Against Bigger Trucks
(CABT) to renew the Citv's support for maintaining the Federal ban on triple trailer
trucks. The City passed a similar resolution (#18689) in June of 1997 during the
Congressional deliberations on the Intermodal Surface Transportation Efficiency Act
(ISTEA), now known at the Transportation Efficiency Act for the 21sT Century (TEA-
21).
Congress will take up the transportation funding appropriated through TEA-21 in 2003.
Citizen groups, concerned that the triple trailer issue will come to the forefront during
those negotiations, have asked cities around the nation to reiterate their desire to
maintain the ban on triple trailers.
RECOMMENDATION: That the Chula Vista City Council adopt the resolution in
support of maintaining the Federal ban on triple trailers.
BOARDS/COMMISSIONS RECOMMENDATION: None
DISCUSSION:
Background
The Federal transportation funding program, the Transportation Efficiency Act for the
21 s' Century (TEA-21), includes restrictions on the size and weight of the commercial
vehicles that travel our nations' streets and highways. Among these restrictions is a
ban on "triple trailers", commercial vehicles pulling three trailers bel'llnd them. The ban
was put in place due to concerns surrounding the safety of these vehicles that,
reportedly, are more likely to have fatal accident rates than single tractor-trailers. In
addition, longer combination vehicles such as triple trailers cause more damage to road
surfaces than single tractor-trailers.
TEA-21 does not expire until 2003. Nevertheless, citizen groups such as the Coalition
Against Bigger Trucks (a sub-committee of Californians for Safe Highways) are
concerned that when Congress does begin its hearings on renewal.of TEA-21, various
commercial interests will renew their efforts to lift the ban on triple trailers. For this
reason, a grass roots effort has begun to organize support for maintaining the ban.
page 2, Item No.
Meeting Date: 8/21/01
The group hopes to find a Congressional sponsor for legislation that would impose a
permanent ban on triple trailers, and to freeze the size and weight of trucks on
highways across the nation.
As part of that effort, the Coalition Against Bigger Trucks has submitted a request that
the Chula Vista City Council renew its resolution from 1997, and re-state its
opposition to triple trailers.
FISCAL IMPACT:
Undetermined. The cost of maintaining the inter and intra-state highway system is not
borne by local government. However, the increased maintenance costs that the state
and federal government would face as a result of the impacts of triple trailers could
reduce the amount of funds available for critical transportation projects throughout the
region.
Attachment :
· Materials submitted by the Coalition Against Bigger Trucks
c:\...\2001 \agenda statements\Triple Trailers
Californians for Sate Highways
A Program of the Coalition Against Bi~.a=' Trucks, LLC
(g00) 947-1982 · e-mail: jackiecabt~earthlink.net · fax: (g$8) 674-4514
SUPPORT LEGISLATION TO KEEP TRUCKS FROM GE'i riNG BIGGER
A bill (the "Safe Highways end Infrastructure Preservefion Act") will soon be introduced
in Congress to freeze ~ size and weight of bucks on our highways. This important
legislation will help save lives and preserve our roads and bridges.
WHAT THIS BILL WILL DO
· F~'eeze the length of trucks
This bill will cap the length of buck trailem at 53 feat. Today, them is no federal limit on
trailer length. Trailer lengths have grown over the years to the point that the longest
trailers - as long as 60 feet - present serious dangers to motorists. Eleven states
currently permit trailers longer than 53 feet. The bill will allow existing legal operations
of trailers a~at exceed 53 leet to continue.
Freeze the weight of trucks
Overweight trucks am mom dangerous and tear up the roads and bridges. Yet,
because of "grandfather rights" and other loopholes in the law, bucks routinely operate
on Interstates and other highways above federal weight limits. This bill would freeze the
weight of trucks on the entire 156,000 miles of National Highway System (NHS).
· Extend the freeze on LCVS
The current freeze on longer combination vehicles ([.CVs) - long double and triple
trailer trucks - applies only to interstate highways and certain designated roads. This
bill will extend the freeze to the entire NHS.
· Improve enforcement of truck weight laws
Trucks otten run illegally overweight because the profits from hauling the extra weight
often exceed a~e fines levied by the states for overweight operations. This bill calls for a
model fine schedule designed to recover as fully as possible all infrastructure,
enforcement and administrative costs of overweight operations and to act as an
effective deterrent.
THE PROBLEMS WITH BIGGER TRUCKS - HERE ARE THE FACTS
Trucks have been getting longer
foot t~a~or
foot tracfor
Longer trucks are more dangerous
Single trailer trucks -
· Longer sinqle trailer trucks are more prone to off-tracldng and lane encroachment
and produce a dangerous 'swing-out" of the rear trailer, which increases the risk of
collision (the "guillotine effect~ with other vehicles.
Mul~-trailer trucks
· Long double and triple trailer trucks (LCVs) are likely to have fatal accident
involvement rates at least 11% higher lhan today's single tractor trailers (U.S.
DOT Comprehensive Tack Size and Weight Study (U.S. DOT Study), Volume III,
Scenario Analysis, 2000, p. VIII-5).
, LCVs - especially triples - have unusually poor stability performance. On one
measure of stability - rearward amplifica~on or the 'crack the whip effect" - triples
show more than 200% poorer performance than conventional tractor trailers (U.S.
DOT Study, Volume ill, Figure VIII-11).
· The safety risks of LCVs are compounded by their incompatibility with today's
crowded highways, Because they're so big and so slow, LCVs have trouble
merging or changing lanes in freeway l~affic. Similarly, they have problems
maintaining speed on upgrades, creating serious safety risks, According to a
University of Texas study, a 15 mile per hour speed differential increases accident
risk nine times (An Assessment of Changes in Truck Dimensions on Highway
Geometric Design Principles and Prac~fces, The University of Texas Center for
Transportation Research, 19B1).
Heavier trucks are more dangerous
· According to the University of Michigan Transportation Research Institute (UMTRI),
there is a strong =te~fsfical link bebveen higher wei9t'~ and e grea~er risk of
fa/a/it/es. As weiglY~ go from 65,0D0 to 80,000 pounds the risk of an accident
involving a fatality goes up 50% (U.S. DOT Study, Pha~e f, Working Paper I and 2,
1995, p. 37).
· Heavier t~actor-trailers wilt tend to have a higher cenfer of grevify. Raising the
center of gravity increases the risk of rollovers.
· Heavier singles can have braking problems. Tacks above 00,000 pounds gross
weight must add a third axle to the rear of the t~uck to avoid increased pavement
damage. Adding axles makes it harder to keep brakes in proper adjustment.
Roadside inspections have found that 25% or more of trucks on fl~e road today have
brakes that are dangerously out of adjustment,
Heavier trucks - both singles and LCVs - tear up our roads and bridges
· Nationwide operation of longer combination vehicles would add $53 billion in new
bridge reconstruction costs, according to the 2000 F-e~ral Trucl; Size and Weight
Study. In addition, there would be $266 billion in lost time and extra fuel burnt by
auto drivers stuck in fi-affic because of bridge work resul~ng from nationwide
operation of LCVs. Total.bridge costs would be $319 billion.
RESOLUTION NO.2001-
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
CHULA VISTA SUPPORTING THE CURRENT
LIMITATIONS ON TRUCK SIZE AND WEIGHT AS
STATED IN THE TRANSPORTATION EFFICIENCY ACT
FOR THE 21sT CENTURY (TEA-21)
WHEREAS, the Chula Vista City Council has been asked by
the Coalition Against Bigger Trucks (CABT) to renew the City's
support for maintaining the Federal ban on triple trailer trucks;
and
WHEREAS, the City passed a similar resolution in June
of 1997 during the Congressional deliberations on the Intermodal
Surface Transportation Efficiency Act (ISTEA), now known as the
Transportation Efficiency Act for the 21st Century (TEA-21); and
WHEREAS, Congress will take up the transportation
funding appropriated through TEA-21 in 2003; and
WHEREAS, citizen groups, qoncerned that the triple
trailer issue will come to the forefront during those
negotiations, have asked cities around the nation to reiterate
their desire to maintain the ban on triple trailers.
NOW, THEREFORE, BE IT RESOLVED the City Council of the
City of Chula Vista does hereby support the current limitations on
truck size and weight as stated in the Transportation Efficiency
Act for the 21st Century (TEA-21).
Presented by Approved as to form by
Mary Salas, Councilmember l~ty M. Kaheny ~
Attorney
J:~attorney~reso~triple trailers tea-21