LA MESA CITY COUNCIL
AGENDA
A Regular Meeting
Date: Tuesday, April 25, 2023, 6:00 p.m.
Location: City Council Chambers, 8130 Allison Avenue
La Mesa, California
Elected
Officials:
Mayor Mark Arapostathis
Vice Mayor Colin Parent
Councilmember Patricia N. Dillard
Councilmember Laura Lothian
Councilmember Jack Shu
City Treasurer Matthew Strabone
Staff: City Manager Greg Humora
City Attorney Glenn Sabine
City Clerk Megan Wiegelman
The City Council meeting may be viewed in-person or live on Cox Cable Channel 24 (within La Mesa City limits), AT&T U-Verse Channel 99 (in the San Diego Region), the City’s website (www.cityoflamesa.us), Facebook Live (www.facebook.com/lamesaca) or using the following Zoom Webinar options:
The public may view the meeting live using the following remote options:
Teleconference Meeting Webinar
https://us06web.zoom.us/j/84472650722
Telephone (Audio only)
(669) 900-6833 or (253) 215-8782 Webinar ID: 844 7265 0722 Copy and paste the webinar link into your internet browser if the webinar link does not work directly from the agenda.
PUBLIC COMMENTS
In-Person comments during the meeting: Join us for the City Council meeting at the time and location specified on this agenda to make your comments. Please complete a “Request to Speak” card and submit it to the Council Hostess. When the Mayor calls your name, step to the podium and state your name for the record. Comments will be limited to three (3) minutes.
•
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Locate the meeting in "upcoming meetings" and click the comment bubble icon. Click on the item you wish to comment on. eComments can be submitted when the agenda is published and until 24 hours prior to the meeting. eComments are limited to 500 words. eComments may be viewed by the City Council and members of the public following the close of the eComment submission period (24 hours prior to the meeting). Email your comment to [email protected] if you have difficulty submitting an eComment. eComments will not be read aloud as a regular meeting item; however any member of the Council or member of the public may do so during their respective comment time. •
Citizens who wish to make an audio/visual presentation pertaining to an item on the agenda, or during Public Comments, should contact the City Clerk’s office at 619.667.1120, no later than 12:00 p.m., the Monday prior to the meeting day. Advance notification will ensure compatibility with City equipment and allow Council meeting presentations to progress smoothly and in a consistent and equitable manner. Please note that all presentations/digital materials are considered part of the maximum time limit provided to speakers.
Agenda reports for items on this agenda are available for public review at the City Clerk's Office, 8130 Allison Avenue, during normal business hours.
Materials related to an item on this agenda submitted to the Council after distribution of the agenda packet are available for public inspection in the City Clerk’s Office, 8130 Allison Avenue, during normal business hours.
ACCESSIBILITY: The City of La Mesa encourages the participation of disabled individuals in the services, activities and programs provided by the City. Individuals with disabilities, who require reasonable accommodation in order to participate in the City Council meetings, should contact the City’s Americans with Disabilities Act (ADA) Coordinator, Rida Freeman, Director of Administrative Services, 48 hours prior to the meeting at 619.667.1175, fax 619.667.1163, or [email protected].
Hearing assisted devices are available for the hearing impaired. A City staff member is available to provide these devices upon entry to City Council meetings, commission meetings or public hearings held in the City Council Chambers. A photo i.d. or signature will be required to secure a device for the meeting.
Pages
1. CALL TO ORDER
1.1 INVOCATION - COUNCILMEMBER DILLARD
1.2 PLEDGE OF ALLEGIANCE
2. REPORT FROM CLOSED SESSION
3. CITY MANAGER COMMENTS
4. COMMUNITY BULLETIN REPORTS
5. ADDITIONS AND/OR DELETIONS TO THE AGENDA
6. PRESENTATION
6.1 PROCLAIMING MAY 2023 AS WATER SAFETY MONTH
7. PUBLIC COMMENTS – (TOTAL TIME – 15 MINUTES)
NOTE: In accordance with state law, an item not scheduled on the agenda may be brought forward by the general public for comment; however, the City Council will not be able to discuss or take any action on the item at this meeting.
If appropriate, the item will be referred to Staff or placed on a future agenda.
8. CONFLICT DISCLOSURES
9. BOARD AND COMMISSION APPOINTMENT
9.1 RESOLUTION APPOINTING A MEMBER TO FILL AN UNSCHEDULED
VACANCY ON THE COMMUNITY POLICE OVERSIGHT BOARD
1 Staff Reference: Ms. Wiegelman
Recommended Motion:
Approve the appointment of Manuel Gomez to the Community Police Oversight Board as the Police Beat 1 representative and adopt Resolution confirming the appointment.
10. PUBLIC COMMENTS ON CONSENT CALENDAR
This is the time in which members of the Council or audience may pull items from the CONSENT CALENDAR for discussion. Public Comments are also invited on Consent Calendar items.
11. CONSENT CALENDAR
(Items 11.1 through 11.12)
The Consent Calendar includes items considered to be routine. Unless discussion is requested by members of the Council or audience, all Consent Calendar items may be approved by one motion.
Recommended Motion:
Approve Consent Calendar Items 11.1 through 11.12.
*If a public hearing item is part of the Consent Calendar, the public hearing shall be deemed held if the item is not removed from the Consent Calendar for discussion and possible action (Items 11.2 and 11.7)
11.1 APPROVAL OF MOTION TO WAIVE THE READING OF THE TEXT
OF ALL ORDINANCES AND RESOLUTIONS AT THIS MEETING
Recommended Motion:
Approve.
11.2 *QUIMBY ACT PARKLAND DEDICATION IN-LIEU FEE AND PARK
ACQUISITION AND IMPROVEMENT IMPACT FEE
5 RESOLUTION APPROVING THE FINDINGS FOR THE QUIMBY ACT
PARKLAND DEDICATION IN-LIEU FEE AND PARK ACQUISITION
AND IMPROVEMENT IMPACT FEE AS REQUIRED BY CALIFORNIA
GOVERNMENT CODE SECTION 66000 ET SEQ. AND
APPROPRIATING FUNDS FOR PROJECTS AS OUTLINED IN THE
PARKS MASTER PLAN
Staff Reference: Mr. Dedmon
Recommended Motion:
Adopt Resolution.
11.3 RESOLUTIONS AUTHORIZING AND APPROVING POOLING OF
SELF-INSURANCE THROUGH THE WORKERS' COMPENSATION
(WC) PROGRAM OF PUBLIC ENTITY RISK MANAGEMENT
AUTHORITY (PERMA) AND APPLICATION TO THE DIRECTOR OF
INDUSTRIAL RELATIONS FOR A CERTIFICATE OF CONSENT
10 Staff Reference: Ms. Freeman
Recommended Motion:
Adopt Resolutions.
a. RESOLUTION AUTHORIZING APPLICATION TO THE
DIRECTOR OF INDUSTRIAL RELATIONS, STATE OF
CALIFORNIA FOR A CERTIFICATE OF CONSENT TO SELFINSURE WORKERS' COMPENSATION LIABILITIES b. RESOLUTION AUTHORIZING AND APPROVING POOLING
OF SELF-INSURANCE THROUGH THE WORKERS'
COMPENSATION PROGRAM OF PERMA
Recommended Motion:
Adopt Resolution.
11.4 RESOLUTION AWARDING RFP 23-14 FOR POLICE DEPARTMENT
STAFFING/RESOURCE ANALYSIS SERVICES TO CITYGATE
ASSOCIATES, LLC
16 Staff Reference: Chief Sweeney
Recommended Motion:
Adopt Resolution.
11.5 RESOLUTION APPROVING THE REPAIR OF THE 2021 PIERCE FIRE
ENGINE BY FIRETRUCKS UNLIMITED TO BE USED BY THE FIRE
DEPARTMENT ON EMERGENCY RESPONSES
94 Staff Reference: Mr. Koch
Recommended Motion:
Adopt Resolution.
11.6 REQUEST FOR AUTHORIZATION TO INITIATE THE NOTIFICATION PROCESS REQUIRED BY PROPOSITION 218 AND SCHEDULE A
PUBLIC HEARING FOR A PROPOSED INCREASE IN EDCO TRASH
RATES TO BE EFFECTIVE JULY 1, 2023
139
Staff Reference: Mr. Throne
Recommended Motion:
Authorize staff to initiate the notification process required by Proposition 218 and schedule a public hearing for a proposed increase in EDCO trash rates to be effective July 1, 2023.
11.7 *SAN DIEGO ASSOCIATION OF GOVERNMENTS (SANDAG)
ANNUAL ADJUSTMENT TO THE REGIONAL TRANSPORTATION
CONGESTION IMPROVEMENT PROGRAM (RTCIP) DEVELOPMENT
IMPACT FEE
149
RESOLUTION ADOPTING THE SANDAG ANNUAL ADJUSTMENT TO
THE RTCIP DEVELOPMENT IMPACT FEE TO COMPLY WITH THE
REQUIREMENTS OF SANDAG COMMISSION ORDINANCE 04-01
AND TRANSNET EXTENSION ORDINANCE AND EXPENDITURE
PLAN
Staff Reference: Mr. Throne
Recommended Motion:
Adopt Resolution.
11.8 RESOLUTION AUTHORIZING CONTRACT CHANGE ORDER NO. 1
FOR CONSTRUCTION TESTING AND INSPECTION SERVICES TO
ARDURRA GROUP, INC., FOR THE EL CAJON BOULEVARD AND
JESSIE AVENUE SAFETY IMPROVEMENTS PROJECT
154
Staff Reference: Mr. Throne
Recommended Motion:
Adopt Resolution.
11.9 RESOLUTION AUTHORIZING CONTRACT CHANGE ORDER NO. 1 FOR THE COLLIER PARK PHASE 2 IMPROVEMENT PROJECT TO
HELIX ENVIRONMENTAL PLANNING, INC.
174
Staff Reference: Mr. Throne
Recommended Motion:
Adopt Resolution.
11.10 RESOLUTION AUTHORIZING A TASK ORDER TO DMAX
ENGINEERING FOR DRY WEATHER MUNICIPAL SEPARATE
STORM SEWER (MS4) OUTFALL MONITORING AND PERSISTENT
FLOW PROGRAM
185
Staff Reference: Mr. Throne
Recommended Motion:
Adopt Resolution.
11.11 RATIFICATION OF DESIGN REVIEW FOR PROJECT 2021-48 (SEA
ANEMONE LLC)
192
A PROPOSED RESIDENTIAL APARTMENT DEVELOPMENT AT 8875
LA MESA BOULEVARD 5101-5131 GARFIELD STREET, AND 8940
DAILEY ROAD, APN 494-840-08-00, 494-840-09-00, 494-840-25-00, 494-840-26-00, 494-840-27-00, AND 494-850-01-00 IN THE RB-D-MU (RESIDENTIAL BUSINESS/URBAN DESIGN OVERLAY/MIXED USE
OVERLAY), C-D-MU (GENERAL COMMERCIAL/URBAN DESIGN
OVERLAY / MIXED USE OVERLAY), R3-P-MU (MULTIPLE UNIT
RESIDENTIAL/ SCENIC PRESERVATION OVERLAY/URBAN DESIGN
OVERLAY), AND R1-P (URBAN RESIDENTIAL/SCENIC
PRESERVATION OVERLAY) ZONES
Staff Reference: Mr. Kusiak
Recommended Motion:
Approve.
11.12 RESOLUTION AFFIRMING THE COUNCIL’S DESIRE NOT TO HAVE
FUTURE PROPOSALS FROM STAFF REGARDING NEW
RESIDENTIAL DEVELOPMENT IMPACT FEES UNLESS OTHERWISE
DIRECTED BY COUNCIL
266
Staff Reference: Ms. Wiegelman
Recommended Motion:
Adopt Resolution.
12. STAFF REPORTS
12.1 CONSIDERATION OF RESOLUTION ADOPTING A FEE SCHEDULE
TO BE CHARGED BY VARIOUS CITY DEPARTMENTS FOR FISCAL
YEAR 2023-2024
268
Staff Reference: Mr. Dedmon
Recommended Motion:
Adopt a Resolution for a Fee Schedule to be charged by various City departments for Fiscal Year 2023-2024.
12.2 CONSIDERATION OF HEARTLAND COMMUNICATIONS FACILITY
AND HEARTLAND FIRE TRAINING FACILITY AUTHORITY CHANGE
OF COUNCIL REPRESENTATION
330
Staff Reference: Mr. Dedmon
Recommended Motion:
Approve.
12.3 CONSIDERATION OF ANNUAL MILITARY EQUIPMENT USE
REPORTING AND APPROVAL OF CONTINUED USE PER LA MESA
ORDINANCE NO. 2022-2896 (LA MESA POLICE DEPARTMENT'S
MILITARY EQUIPMENT USE POLICY - ASSEMBLY BILL 481
331
Staff Reference: Chief Sweeney
Recommended Motion:
(1) Accept the Military Equipment Use Policy Annual Report; and (2) Approve the policy and the continued use of Military Equipment by the La Mesa Police Department based on the findings as required by law.
13. HEARINGS
13.1 CONSIDERATION OF A RESOLUTION ADOPTING THE HOUSING ELEMENT OF THE GENERAL PLAN 6TH CYCLE UPDATE
364
Staff Reference: Mr. Kusiak
Recommended Motion:
Adopt Resolution approving the revised Housing Element 6th Cycle update.
13.2 CONSIDERATION OF THE COMMUNITY DEVELOPMENT BLOCK
GRANT (CDBG) PROGRAM FOR FISCAL YEAR (FY) 2023-2024 AND A SUBSTANTIAL AMENDMENT TO FISCAL YEAR 2022-2023
694
Staff Reference: Mr. Kusiak
Recommended Motion:
(1) Adopt Resolution approving the Fiscal Year 2023-2024 Annual Action Plan for the CDBG Program and authorizing submittal to the United States Department of Housing and Urban Development (HUD); and (2) Adopt Resolution approving a substantial amendment to Fiscal Year 2022-2023 Annual Action Plan and authorizing submittal to HUD.
14. COUNCIL INITIATED
14.1 CONSIDERATION OF A REQUEST THAT STAFF APPLY FOR AN
INCLUSIONARY HOUSING ORDINANCE GRANT- COUNCILMEMBER
SHU
752
15. COUNCIL COMMITTEE REPORTS (3 MINUTE LIMIT)
16. AB 1234 REPORTS (GC 53232.3 (d))
17. CITY ATTORNEY REMARKS
18. ADJOURNMENT
DATE: April 25, 2023
TO: Mayor and Members of the City Council
FROM: Megan Wiegelman, CMC, City Clerk
VIA: Greg Humora, City Manager
SUBJECT: RESOLUTION APPOINTING A MEMBER TO FILL AN UNSCHEDULED
VACANCY ON THE COMMUNITY POLICE OVERSIGHT BOARD
On April 11th, the City Council interviewed an applicant who was interested in being appointed to fill the unscheduled vacancy for the Police Beat 1 representative on the City’s Community Police Oversight Board. At the Council meeting on April 25th, the Mayor will make the appointment with the approval of the City Council.
Attached is a brief description of the requirements, the number of openings, and the name of the applicant seeking to be appointed.
Staff recommends the Mayor make the appointment to fill the unscheduled vacancy, with the approval of the Council, and adopt the attached resolution confirming the appointment.
Attachments
Community Police Oversight Board: 2 positions – two-year term One appointee will fill the position vacated by Greg Ward whose term expires December 31, 2023, and represents the Police Beat 1.
Eleven of the members shall be residents of the City of La Mesa and be comprised as follows: One representative from each of the four police beat areas of the City; One representative of a La Mesa faith-based community; One representative of the La Mesa business community; One adult employee or designee of Helix Charter High School; One adult employee or designee of the La Mesa-Spring Valley School District; One young adult between the ages of 18 to 30; One advocate for people experiencing homelessness, substance abuse, mental health or other social issues; and One senior aged 62 or older
First Appointed Terms
Manuel Gomez (Police Beat 1 applicant)
THE APPLICATION IS AVAILABLE FOR REVIEW IN THE CITY CLERK’S OFFICE
RESOLUTION NO. 2023-
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF LA MESA APPOINTING
A MEMBER TO FILL AN UNSCHEDULED VACANCY ON THE COMMUNITY
POLICE OVERSIGHT BOARD
WHEREAS, the Police Beat 1 member seat of the City of La Mesa Community Police Oversight Board is vacant; and
WHEREAS, the person below has been recommended to the City Council for appointment to said City of La Mesa Board.
NOW, THEREFORE, BE IT AND IT IS HEREBY RESOLVED by the City Council of the City of La Mesa, California, that the following is hereby appointed as a member of the City of La Mesa Community Police Oversight Board, with their term to commence after the oath or affirmation of allegiance for public officers or employees is executed as required by Article XX, Section 3 of the Constitution of the State of California, and to expire on the date stated below, or until their successor is appointed and qualified:
Community Police Oversight Board: 1 appointment
Manuel Gomez is appointed as the Police Beat 1 representative with term ending December 31, 2023
PASSED AND ADOPTED at a Regular meeting of the City Council of the City of La Mesa, California, held the 25
th day of April 2023, by the following vote, to wit:
AYES:
NOES:
ABSENT:
CERTIFICATE OF CITY CLERK
I, MEGAN WIEGELMAN, City Clerk of the City of La Mesa, California, do hereby certify the foregoing to be a true and exact copy of Resolution No. 2023- , duly passed and adopted by the City Council of said City on the date and by the vote therein recited.
MEGAN WIEGELMAN, CMC, City Clerk
(SEAL OF CITY)
REPORT to the MAYOR and MEMBERS of the CITY COUNCIL
From the CITY MANAGER
DATE: April 25, 2023
SUBJECT: RESOLUTION APPROVING THE FINDINGS FOR THE
QUIMBY ACT PARKLAND DEDICATION IN-LIEU FEE
AND PARK ACQUISITION AND IMPROVEMENT
IMPACT FEE AS REQUIRED BY CALIFORNIA
GOVERNMENT CODE SECTION 66000 ET SEQ. AND
APPROPRIATING FUNDS FOR PROJECTS AS
OUTLINED IN THE PARKS MASTER PLAN
ISSUING DEPARTMENT: CITY MANAGER’S OFFICE
SUMMARY:
Issues:
Does the City Council approve the findings for the Quimby Act Parkland Dedication In-lieu Fee and Park Acquisition and Improvement Impact Fee as required in California Government Code Section 66000 et seq. and should the City Council appropriate funds for projects as outlined in the Parks Master Plan? Recommendation:
Staff recommends the City Council approve a resolution approving the findings for the Quimby Act Parkland Dedication In-lieu Fee and Park Acquisition and Improvement Impact Fee as required in California Government Code Section 66000 et seq. and appropriate funds for projects as outlined in the Parks Master Plan.
Fiscal Impact:
Pursuant to the City Council’s adoption of the resolution, staff would program $59,458 into the Capital Improvement Program (CIP) for projects as outlined in the Parks Master Plan.
Report to Mayor and Councilmembers
Date: April 25, 2023
Page: 2 of 3
BACKGROUND:
On April 12, 2005, the City Council accepted and approved a report from MuniFinancial establishing a municipal code ordinance (Chapter 9.20) to add two park development impact fees; 1) The Quimby Act Parkland Dedication In-Lieu Fee; and 2) The Park Acquisition and Improvement Impact Fee. The impact fees are associated with the development of new single and multi-family residential developments and are used to offset the cost of park infrastructure improvements needed to accommodate growth. The fees were based on population and growth projections, facility standards, the cost of facilities required to accommodate growth, and total cost of facilities per unit of development. The use of the fees must be tied to new park amenities in existing parks or acquisition of park land and cannot be used for park maintenance. The City appropriates funds each year as part of the Capital Improvement Program.
The current fees for single and multi-family developments are as follows:
Quimby Act Parkland Dedication In-lieu Fee (for subdivisions only) Single Family $3,882
Multi Family $2,815
Park Improvement Impact Fee
Single Family $1,559
Multi Family $1,130
DISCUSSION:
On June 12, 2012, the City Council approved the Parks Master Plan. The adopted Parks Master Plan recommended adding amenities to the City’s ten community and neighborhood parks and is the basis for the use of Park Acquisition and Improvement Impact Fees and Quimby Act Parkland Dedication In-lieu Fees. Both fees are collected by the City at building permit issuance. Since the last report in April 2022, the City collected $14,418 from Park Acquisition and Improvement Fees from residential developments. The City also collected $45,040 from Quimby Act Parkland Dedication In-lieu Fees, which are assessed for subdivision developments only. The total collected from both fees is $59,458.
The City’s impact fee waiver policy provides for park development impact fees to be waived for projects that contain 100% affordable housing units. The project at 8181 Allison Avenue began construction in 2023 and is a 100% affordable housing project, therefore the Park Acquisition and Improvement Impact Fees were waived. The Quimby Act Parkland Dedication In-lieu Fee is not assessed because this project is not a subdivision development.
Report to Mayor and Councilmembers
Date: April 25, 2023
Page: 3 of 3
CONCLUSION:
Section 66000 et seq. of the California Government Code requires that the findings and the Capital Improvement Plan be adopted annually by a Resolution of the governing body for the use of Park In-Lieu and Park Impact Fees. Staff recommends the City Council approve Resolution No. 2023-____ to support the findings for the Quimby Act Parkland Dedication In-lieu Fee and Park Acquisition and Improvement Impact Fee as required by California Government Code Section 66000 et seq. Staff also recommends appropriating $59,458 for projects as outlined in the Parks Master Plan.
Reviewed by: Respectfully submitted by:
Greg Humora Amanda Lee
City Manager Assistant City Manager
______________________
Lyn Dedmon
Assistant to the City Manager
Attachment “A” - Resolution
RESOLUTION NO. 2023-____
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF LA MESA APPROVING
THE FINDINGS FOR THE QUIMBY ACT PARKLAND DEDICATION IN-LIEU FEE
AND PARK ACQUISITION AND IMPROVEMENT IMPACT FEE AS REQUIRED BY CALIFORNIA GOVERNMENT CODE SECTION 66000 ET SEQ. AND
APPROPRIATING FUNDS FOR PROJECTS AS OUTLINED IN THE PARKS
MASTER PLAN
WHEREAS, Section 66000 et seq. of the California Government Code requires that the capital improvement plan be annually adopted by a resolution of the governing body and every five years the City approve the findings with respect to that portion of the account that is unexpended, whether committed or uncommitted;
WHEREAS, Section 9.20.030 of the La Mesa Municipal Code outlines the use of Quimby Act Parkland Dedication In-lieu Fees and Park Acquisition and Improvement Impact Fees;
WHEREAS, the City Council of the City of La Mesa did hold a public meeting on April 25, 2023 to consider the Capital Improvement Program projects paid for with Quimby Act Parkland Dedication In-lieu Fees and Park Acquisition and Improvement Impact Fees; WHEREAS, the City Council did receive and consider a staff report to approve the findings as required by California Government Code Section 66000 et seq. and appropriate funds for the recommended Park In-Lieu and Impact Fee project; and WHEREAS, the disposition of revenue generated from appropriation of the Quimby Act shall be pursuant to Section 66477 of the California Government Code.
NOW, THEREFORE, BE IT AND IT IS HEREBY RESOLVED that the City Council of the City of La Mesa hereby finds the following:
1. The foregoing findings of fact and determinations are true and hereby made a part hereof.
2. The City Council resolves to approve and appropriate funds for projects as outlined in the Parks Master Plan.
PASSED AND ADOPTED at a Regular Meeting of the City Council of the City of La Mesa, California, held the 25th day of April 2023, by the following vote, to wit:
AYES:
NOES:
ABSENT:
CERTIFICATE OF THE CITY CLERK
I, MEGAN WIEGELMAN, City Clerk of the City of La Mesa, California, do hereby certify the foregoing to be a true and exact copy of Resolution No. 2023- , duly passed and adopted by the City Council of said City on the date and by the vote therein recited.
Megan Wiegelman, City Clerk
(Seal of the City)
REPORT to the MAYOR and MEMBERS of the CITY COUNCIL
From the CITY MANAGER
DATE: April 25, 2023
SUBJECT: RESOLUTIONS TO AUTHORIZE AND APPROVE
POOLING OF SELF-INSURANCE THROUGH THE
WORKERS' COMPENSATION (WC) PROGRAM OF
PUBLIC ENTITY RISK MANAGEMENT AUTHORITY
(PERMA) AND APPLICATION TO THE DIRECTOR OF
INDUSTRIAL RELATIONS, STATE OF CALIFORNIA
FOR A CERTIFICATE
ISSUING DEPARTMENT: City Manager
SUMMARY:
Issues:
Should the City Council adopt resolutions to authorize and approve:
1. pooling of self-insurance through the WC program of PERMA; and
2. application to the Director of Industrial Relations, State of California for a Certificate of Consent to Self-Insure WC liabilities?
Recommendations:
That the City Council Adopt resolutions to authorize and approve:
1. pooling of self-insurance through the WC program of PERMA; and
2. application to the Director of Industrial Relations, State of California for a Certificate of Consent to Self-Insure WC liabilities.
Fiscal Impact: None.
City’s Strategic Goals:
Maintain a financially sound and affordable city government
Report to Mayor and Councilmembers
Date: April 25, 2023
Page: 2 of 3
BACKGROUND:
The City is self-insured and has maintained a WC self-insured certificate with the State of California, as required. The City joined the Public Entity Risk Management Authority (PERMA) in 2002 which provided access to important risk management resources, including obtaining more favorable rates for WC liability coverage through the WC SelfInsurance and Loss Pooling Program. La Mesa is one of 31 public entities that are members of PERMA throughout California.
Since becoming PERMA’s Executive Director in late 2020, Beth Lyons has been auditing many of the programs and working with member entities to optimize their PERMA benefits. The audit revealed that the City holds its own separate WC selfinsured certificate, whereas most of the other members are listed with the State under PERMA’s Master Certificate. Upon consultation with PERMA’s insurance carriers, it was determined that members cannot participate in PERMA’s WC program and continue to maintain their own certificates. This must be resolved prior to June 30, 2023, to ensure the City has WC coverage through PERMA for FY 2023-2024.
DISCUSSION:
The City may opt to continue to maintain a State self-insured certificate and coverage for WC liability coverage. This would require substantial staff time and effort to research and evaluate insurance carriers and negotiate favorable rates in an increasingly difficult market. In addition, more carriers are choosing not to insure public entities, so coverage capacity is shrinking.
Staying with PERMA’s program and obtaining an affiliate certificate, under PERMA, would allow for continuity of the City’s current WC program and utilization of PERMA’s WC partners and other resources. Additional benefits of continuing with PERMA include:
1. Less paperwork (will no longer be required to complete the State’s annual report)
2. Streamlining of program costs (everything will be under PERMA’s umbrella, so it will be easier to determine total cost of coverage)
3. Less work/worry about placing the coverage each year (this will continue to be PERMA’s responsibility)
The City will continue to maintain its current self-insured retention amount of $250,000 per claim. Claim amounts over $250,000 are paid by PERMA.
Report to Mayor and Councilmembers
Date: April 25, 2023
Page: 3 of 3
CONCLUSION:
Staff recommends that the City continue to utilize PERMA’s WC program by adoption of the attached resolutions authorizing and approving:
1. pooling of self-insurance through the WC program of PERMA; and
2. application to the Director of Industrial Relations, State of California for a Certificate of Consent to Self-Insure WC liabilities.
Reviewed by: Respectfully submitted by:
____________________ ____________________________
Greg Humora Rida Freeman
City Manager Director of Administrative Services
Attachments: A. Resolution Authorizing Application to the Director of Industrial Relations, State of California for a Certificate of Consent to SelfInsure Workers’ Compensation Liabilities B. Resolution Authorizing and Approving Pooling of Self-Insurance through the Workers’ Compensation Program of Public Entity Risk Management Authority (PERMA)
RESOLUTION NO.: 2023-_____
A RESOLUTION AUTHORIZING APPLICATION
TO THE DIRECTOR OF INDUSTRIAL RELATIONS, STATE OF CALIFORNIA
FOR A CERTIFICATE OF CONSENT TO SELF-INSURE
WORKERS’ COMPENSATION LIABILITIES
At a meeting of the City Council of the City of La Mesa, a municipality organized and existing under the laws of the State of California, held on the 25 th day of April, 2023, the
following resolution was adopted:
RESOLVED, that the above-named public agency is authorized and empowered to make application to the Director of Industrial Relations, State of California, for a Certificate of Consent to Self-Insure workers' compensation liabilities and representatives of Agency are authorized to execute any and all documents
required for such application.
IN WITNESS WHEREOF: I HAVE SIGNED MY NAME AND AFFIXED THE SEAL. ___________________________ ______________________
Signature Date
___________________________
Printed Name
___________________________ Affix Seal Here
Title
City of La Mesa
___________________________
Agency Name
RESOLUTION NO. 2023-_____
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF LA MESA,
AUTHORIZING AND APPROVING POOLING OF SELF-INSURANCE THROUGH
THE WORKERS' COMPENSATION PROGRAM OF PUBLIC ENTITY RISK
MANAGEMENT AUTHORITY (PERMA)
WHEREAS, pursuant to the provisions of Section 6500 et seq. and also Section 3700, et. seq., of the California Labor Code, the Public Entity Risk Management Authority (PERMA) was created in 1985;
WHEREAS, the City has executed the Joint Powers Agreement to become a member of PERMA;
WHEREAS, PERMA has established and administered a Workers' Compensation SelfInsurance and Loss Pooling Program since July 1, 2002; WHEREAS the City has participated in PERMA’s Workers’ Compensation Program since 2002; and
WHEREAS, there are significant financial and administrative advantages for the City to continue participation in PERMA’s Workers' Compensation Program.
NOW, THERFORE, BE IT AND IT IS HEREBY RESOLVED by the City Council of the City of La Mesa, California as follows:
Section 1. Workers' compensation coverage for the City through the Workers’ Compensation Protection Program, under PERMA’s Master Certificate 5014, is hereby authorized and directed, effective July 1, 2023, pursuant to the terms of the Memorandum of Coverage in effect at the time of any occurrence covered by the Memorandum of Coverage.
Section 2. That the City hereby establishes a Member Retained Limit of $250,000 for the Workers’ Compensation Program which may only be changed with approval by the PERMA Board. The cost allocation formula, including retention levels, is periodically reviewed by PERMA and may be changed or amended in subsequent Program years.
Section 3. That the Mayor shall sign and the City’s Clerk shall certify to the passage and adoption of this Resolution, and thereupon the same shall take effect and be in force.
Section 4. That the City Clerk is directed to forward a certified copy of this Resolution to PERMA [email protected].
PASSED AND APPROVED by the City Council of the City of La Mesa this 25 th day of
April, 2023 by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
CERTIFICATE OF CITY CLERK
I, MEGAN WIEGELMAN, City Clerk of the City of La Mesa, California, do hereby certify the foregoing to be a true and exact copy of Resolution No. 2023-_ , duly passed and adopted by the City Council of said City on the date and by the vote therein recited.
MEGAN WIEGELMAN, CMC, City Clerk
(SEAL OF CITY)
REPORT to the MAYOR and MEMBERS of the CITY COUNCIL
From the CITY MANAGER
DATE: April 25, 2023
SUBJECT: RESOLUTION TO AWARD RFP 23-14 FOR POLICE
DEPARTMENT STAFFING/RESOURCE ANALYSIS
SERVICES TO CITYGATE ASSOCIATES, LLC
ISSUING DEPARTMENT: Police
SUMMARY:
Issues:
Should the City Council adopt the resolution to award RFP 23-14 for Police Department Staffing/Resource Analysis Services to Citygate Associates, LLC? Recommendation:
It is the recommendation of staff that the City Council adopt the resolution to award RFP 23-14 for Police Department Staffing/Resource Analysis Services to Citygate Associates, LLC.
Fiscal Impact:
This project is estimated to cost $97,189 in fiscal year 2022/2023. Funds are currently available in account 101-61010-202, Police Patrol Division salary savings.
City’s Strategic Goals:
Safe community
Continue to improve high quality municipal services
Report to Mayor and Councilmembers
Date: April 11, 2023
Page: 2 of 3
BACKGROUND:
According to census figures, the City of La Mesa had a 2010 population of 57,065. Since 1990, the average annual rate of population growth has remained relatively consistent, ranging from 3% to 5%. Estimates from the 2020 census indicate that the current population of La Mesa is approximately 61,121; however, due to its location adjacent to areas of high density (City of San Diego- population 1.3 million on the west and north, El Cajon- population 100,000 on the east, and Lemon Grove- population 27,000 on the south), the daytime population actually rises much higher due to visitor traffic.
Further adding to the increase in daily population, many people commute to work at La Mesa’s commercial establishments, including Grossmont Center (one of the region’s largest malls), or attend school at National University’s La Mesa campus. Grossmont Hospital is also the main hospital servicing the East County region and our surrounding jurisdictions. With several stops located in the City, the MTS trolley system also delivers many daily riders to the City to work, shop, eat, and attend weekly year-round events such as the Farmer’s Market, the weekly summer Car Show, and annual festivals such as the Oktoberfest and Christmas in the Village.
The La Mesa Police Department employs 70 sworn officers and 31 civilian employees, as well as a large contingent of part time employees and volunteers. In addition to patrol services, the department maintains an Investigations Division, Communications Division, Records Department, Traffic Unit, School Resource Unit, Community Resource Unit, Crime Analysis Unit, and a Property Unit. The department answers over 100,000 calls for service each year.
The Police Department is seeking to have a comprehensive staffing and resource analysis study performed to gain a better understanding of best practices in regards to personnel assignments, efficiency and effectiveness of technology, and current and future staffing to maintain a high level of customer service and safety. The study will compare similarly sized California law enforcement agencies and utilize community input to make recommendations that will help guide the Department into the future.
DISCUSSION:
Request for Proposals (RFP) 23-14 for Police Department Staffing/Resource Analysis Services was published on the City’s online bid system and 1,241 firms were notified by email. Thirty prospective bidders accessed the RFP documents and nine submitted proposals. Staff from the Police Department evaluated the proposals, interviewed the top five firms, and determined that Citygate Associates, LLC best fit the City’s needs for these services.
Report to Mayor and Councilmembers
Date: April 11, 2023
Page: 3 of 3
Citygate Associates, LLC recently completed a similar analysis of the Oceanside Police Department. During a reference check, the staff that managed the project for Oceanside indicated that they were very pleased with the final report product and had an overall positive experience with Citygate Associates, LLC. Having just completed a similar analysis for another local agency will allow Citygate Associates, LLC to proceed with our project without delay, as they will already be familiar with law enforcement practices in San Diego County.
A staffing and resource analysis such as this has never been performed for the La Mesa Police Department. The recommendations will be invaluable to staff as efforts continue to be made to keep the Police Department on the forefront of modern policing and community engagement.
Staff recommends entering into an agreement for these services at a cost of $97,189.
This would include the entire project as requested to include two on-site public engagement workshops.
CONCLUSION:
It is the recommendation of staff that the City Council adopt the resolution to award RFP 23-14 for Police Department Staffing/Resource Analysis Services to Citygate Associates, LLC.
Reviewed by: Respectfully submitted by:
____________________ ____________________________
Greg Humora Ray Sweeney
City Manager Chief of Police
____________________________
Scott Munzenmaier
Purchasing Officer
Attachments: Citygate Associates, LLC Proposal
Resolution
RESOLUTION NO. 2023-
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF LA MESA TO AWARD RFP 23-14 FOR POLICE DEPARTMENT STAFFING/RESOURCE
ANALYSIS SERVICES TO CITYGATE ASSOCIATES, LLC
WHEREAS, the City of La Mesa had a 2010 population of 57,065 and an average annual rate of population growth ranging from 3% to 5% with the current population estimated to be approximately 61,121;
WHEREAS, the La Mesa Police Department employs 70 sworn officers and 31 civilian employees, as well as a large contingent of part time employees and volunteers, and answers over 100,000 calls for service each year;
WHEREAS, the department is seeking to have a comprehensive staffing analysis performed in order to obtain a better understanding of the staffing needs, with the goal of maintaining a safe community and high level of customer service to its citizens; and WHEREAS, Request for Proposals (RFP) 23-14 for Police Department Staffing/Resource Analysis Services was published on the City’s online bid system, nine firms submitted proposals, and staff from the Police Department evaluated the proposals, interviewed the top five firms, and determined that Citygate Associates, LLC best fit the City’s needs for these services.
NOW, THEREFORE, BE IT AND IT IS HEREBY RESOLVED by the City Council of the City of La Mesa, California, that the City Council award RFP 23-14 for Police Department Staffing/Resource Analysis Services to Citygate Associates, LLC at a cost of $97,189.
PASSED AND ADOPTED at a Regular meeting of the City Council of the City of La Mesa, California, held the 25th day of April 2023, by the following vote, to wit:
AYES:
NOES:
ABSENT:
CERTIFICATE OF CITY CLERK
I, MEGAN WIEGELMAN, City Clerk of the City of La Mesa, California, do hereby certify the foregoing to be a true and exact copy of Resolution No. 2023- , duly passed and adopted by the City Council of said City on the date and by the vote therein recited.
MEGAN WIEGELMAN, CMC, City Clerk
(SEAL OF CITY)
CITYOFLAMESA,CA
PROPOSALTOPERFORMA
STAFFINGANDRESOURCE
ANALYSISFORTHE
POLICEDEPARTMENT
FEBRUARY27,2023
600COOLIDGEDR.,STE.150
FOLSOM,CA95630
PHONE:(916)458-5100
FAX:(916)983-2090
WWW.CITYGATEASSOCIATES.COM
POLICE SERVICES
February 27, 2023
City of La Mesa
Finance Department – Purchasing
8130 Allison Avenue
La Mesa, CA 91942
RE: PROPOSAL TO PERFORM A STAFFING AND RESOURCE ANALYSIS FOR THE LA MESA POLICE DEPARTMENT – RFP 23-14
Citygate Associates, LLC (Citygate), founded in 1990, is pleased to present our proposal to serve the City of La Mesa (City) by conducting a staffing and resource analysis for the Police Department (Department). We are confident that, upon review of our proposal and unique qualifications, you will find Citygate’s team of multi-disciplinary consultants exceeds the City’s expectations! Citygate has an outstanding track record with our clients.
When Citygate commits to a client, we commit to their
long-term success, far beyond the scope of an initial
project. That is why 70 percent of Citygate’s revenue
results from repeat business, referrals, and sole source procurements, including many of the numerous studies
Citygate has completed throughout the San Diego County
region.
PROJECT UNDERSTANDING
Citygate’s consultants know well that the City will have to live with the outcome of our recommendations. Therefore, they are not “one-size-fits-all.” We will offer the City recommendations that are measured against best practices, taking into account the experience of our consultants and knowledge gleaned from the City’s unique context and culture.
Citygate recognizes the City’s specific position as a community with a City core that is “neither urban nor suburban,” and we understand the need to identify planned service delivery systems and staffing allocation models to best serve the community and achieve City Council and Department goals and objectives.
We applaud the City for its initiative to thoughtfully review current and future staffing and resource allocation, service delivery, quality of service, service delivery expectations, community “We work with consultants,
obviously, all the time, but the
work that Citygate did on this
report is some of the best I’ve
seen in my tenure here.”
-—Former San Diego County CAO
February 27, 2023
engagement, community priorities, and Departmental organization to maintain current and future organizational efficiency. Citygate understands the City desires a comprehensive staffing and resource analysis affecting current, future, and long-term organizational, strategic, and operational plans. This study will assist with establishing efficiencies to ensure City, Department, and community needs are met. Efficient and effective structure and resource utilization supports continued efforts to reduce crime, reduce the fear of crime, respond to all types of public safety calls for service, and maintain high levels of community partnerships and engagement while achieving goals, missions, and objectives identified by the City Council and Department. Given our extensive qualifications and tailored Work Plan, Citygate can ensure an accurate assessment is completed correctly, the first time.
Citygate will review programming, infrastructure, operational efficiency, and fiscal impacts of associated findings and recommendations across the entire organization. Citygate understands this collaborative analysis will assist the City and the Department with efficiencies based on past, current, and future growth.
Citygate is uniquely qualified to perform this important study given our extensive public safety experience in and around the City. We have extensive experience in San Diego County and are currently nearing completion of a police operational and organizational assessment for the City of Oceanside with a nearly identical scope of work to the City of La Mesa. We have also conducted public safety assessments for the County and the cities of Carlsbad, Chula Vista, Encinitas, National City, Poway, San Diego, San Marcos, and Vista. The County and City of San Diego have retained Citygate for multiple projects, in part because of our local familiarity.
Not only have we consulted extensively in the County, but our Public Safety Principal, Chief Stewart Gary, spent the first 39 years of his life in San Diego County and spent much of his career at the executive level in two cities in the County. He understands the County’s unique composition and deployment needs.
Citygate further understands the staffing challenges facing the Department and the importance of determining how many officers are needed and where they should be deployed, especially given the City’s desire to consider alternative methods to a sworn police officer response. Citygate has broad and wide-ranging experience helping agencies to understand and implement such alternatives—after a careful analysis of calls for service and other work demands, including activities that take officers away from their normal duties, such as training, ancillary duties, time in court, time at local hospitals, and time at the jail and/or transporting prisoners.
OUR QUALIFICATIONS
Citygate’s qualifications to perform this important and complex study are exceptional. Our multidisciplinary team consists of a former Police Chief, a former Undersheriff, a state Department of Public Safety Commander and Training Director, a former CA POST Bureau Chief, a local
February 27, 2023
government fiscal specialist, two statistical and data specialists, and Citygate’s Public Safety Principal—who has led over 400 public safety studies. This core team has decades of experience with organizational structure and management, resource allocation, community policing, stakeholder engagement, workload analysis, and strategic deployment as it relates to service areas and geographical boundaries.
Because Citygate’s Project Team is comprised of former practicing professionals in police administration and service, the Department is, in effect, receiving the expertise of an external “seasoned department head team,” not the opinions of junior staff members or consultants who have spent little time on the front lines managing in local government.
Citygate’s projects are built upon the core principle of helping build better government. Citygate is known as the “tough” problem team. We are frequently selected when the situation is polarizing and the stakeholders cannot risk a poor project outcome. We were the vendor quickly selected by the Los Angeles County Chief Executive Officer to conduct the Woolsey Fire Disaster AAR. The County’s Task Force and Board of Supervisors unanimously accepted Citygate’s Woolsey Fire AAR Final Report. The Board also passed a motion to retain Citygate for implementation support.
Citygate’s California police experience is also extensive. In addition to our current police operational and organizational assessment for the City of Oceanside, Citygate has also performed significant law enforcement reviews for the California cities of West Sacramento (current), Adelanto, Apple Valley, Brea, Buena Park, Burlingame, Elk Grove, Fullerton, Hesperia, Jurupa Valley, La Habra, Placentia, Rancho Cucamonga, Riverside, San Luis Obispo, Santa Monica, Temecula, Victorville, and Yorba Linda. We also recently assessed the feasibility of establishing a police services Joint Powers Authority (JPA) for up to seven cities in Riverside County, California.
On this basis, we enthusiastically look forward to serving the City of La Mesa as it strives to provide its community with the most effective level of policing! * * *
As President of the firm, I am authorized to execute a binding contract on behalf of Citygate. For questions concerning this proposal, please contact Stewart Gary, Citygate’s Public Safety Services Principal, at (916) 458-5100, extension 305 or via email at [email protected].
Sincerely,
David C. DeRoos, MPA, CMC, President
City of La Mesa, CA
Proposal to Perform a Staffing and Resource Analysis for the Police Department Table of Contents page i
TABLE OF CONTENTS
Section Page
Cover Letter......................................................................................................................Precedes Table of Contents Section 1—Information Statement..............................................................................................................................1 Section 2—Statement of Approach to Scope of Work...............................................................................................2
2.1 Project Understanding.................................................................................................................... 2
2.2 Proposed Approach........................................................................................................................ 3
2.2.1 Scope of Work................................................................................................................... 3
2.2.2 Project Deliverables .......................................................................................................... 5
2.2.3 Value and Use of Data ...................................................................................................... 6
2.2.4 Approach to Community Engagement.............................................................................. 6
2.2.5 Contractor Awareness of Labor Relations in Public Safety Services Planning................ 7
2.3 Proposed Project Work Plan and Timing Recommendation ......................................................... 7
2.4 Study Components with Which the Department Must Assist..................................................... 12
2.5 Project Meetings.......................................................................................................................... 12
2.6 Project Schedule and Deliverables .............................................................................................. 13 Section 3—Statement of Qualifications.....................................................................................................................14
3.1 Experience Overview................................................................................................................... 14
3.2 Relevant Project Experience........................................................................................................ 16
3.3 Project Team................................................................................................................................ 21 Chief Stewart Gary, MPA, Public Safety Principal and Local Knowledge Connection............. 22 Undersheriff Gary Elliott, MS, Police Services Senior Associate – Project Director................. 22 Chief John Carli, MSSL, Police Services Specialist – Project Manager..................................... 23 Commander Thomas Woodard, Police Services Specialist......................................................... 24 Chief Ralph Brown, MIS, Police Services Senior Associate ...................................................... 25 Shakeel Ajam, MIS, Police Data Specialist ................................................................................ 25 Eric Lind, MA, Statistical and Operational Analysis Associate.................................................. 26 Andrew Green, MBA, Local Government Fiscal Specialist....................................................... 26 David DeRoos, MPA, CMC, Citygate President......................................................................... 27 Section 4—Cost Schedule ...........................................................................................................................................28
4.1 Proposal Costs.............................................................................................................................. 28
4.1.1 Core Project Cost............................................................................................................ 28
4.1.2 Optional Project Costs..................................................................................................... 28
4.1.3 Pricing Terms.................................................................................................................. 29
4.2 Hourly Rates................................................................................................................................ 29
4.3 Billing Schedule........................................................................................................................... 30 Section 5—Contract Experience – References.........................................................................................................31 Appendices
Appendix A Code of Ethics
Appendix B Project Team Resumes
City of La Mesa, CA
Proposal to Perform a Staffing and Resource Analysis for the Police Department Section 1—Information Statement page 1
PROPOSAL PACKET, RFP 23-14—POLICE DEPARTMENT
STAFFING/RESOURCE ANALYSIS SERVICES
SECTION 1—INFORMATION STATEMENT
Legal Name of Organization
Citygate Associates, LLC
Date Established
January 1990 – Sole Proprietorship
May 1991 – Chapter S Corporation
January 2000 – Limited Liability Corporation
Legal Status
Limited Liability Corporation
Officers/Owners of Organization
Name: David DeRoos Title: President and Managing Member Number of Employees
Permanent – Full Time: 6 Part Time: 33
Business Address
Citygate Associates, LLC
600 Coolidge Drive, Suite 150
Folsom CA, 95630
Contact Information
Stewart Gary, Public Safety Principal
(916) 458-5100 ext. 305
[email protected]
Organization Bank Name
Branch: Umpqua Bank, Folsom, CA
Address: 2779 E Bidwell St Suite 400, Folsom, CA 95630
Contact Name: Surbhi Mathur
Are you or your organization currently engaged or involved in any litigation over the proprietary rights or patent rights for the software or services to be used for the City of La Mesa? No. In Citygate’s 33-year history, our firm has never been involved in any litigation.
City of La Mesa, CA
Proposal to Perform a Staffing and Resource Analysis for the Police Department Section 2—Statement of Approach to Scope of Work page 2 SECTION 2—STATEMENT OF APPROACH TO SCOPE OF WORK
2.1 PROJECT UNDERSTANDING
Citygate Associates, LLC (Citygate) understands
the City of La Mesa (City) desires a
comprehensive analysis of the staffing and
resources of the La Mesa Police Department
(Department). This engagement will serve to
obtain a better understanding of the staffing needs
of the Department, with the goal of assisting the
Department in maintaining a safe community and
providing a high level of customer service to its
citizens. Efficient and effective staffing structure
and resource utilization supports continued efforts
to reduce crime, reduce the fear of crime, respond to all types of public safety calls for service, and ensure robust community partnerships and engagement.
Citygate’s work will be independent, meeting the City’s unique needs, while using nationally recognized guidelines and best practices, federal and state mandates, and relevant local and regional policies and operating procedures, as appropriate. Our comprehensive work will provide the foundation for future Department planning relative to the provision of public safety infrastructure and services.
In addition to conducting data-driven field services deployment assessments, all aspects of our services review will incorporate relevant, measurable Department and City data, as well as provide additional information and data the Department and City may find useful in guiding future growth and development, operating and capital budgets, and other financial and operating commitments.
The study shall be performed in line with generally accepted standards and benchmarks for safety used by comparable police departments in comparable communities and based on standards and “best practices” for modern-day police services in the United States. The consultant’s recommendations will allow the City to improve and enhance the overall safety, security, and satisfaction of City residents.
Citygate understands the staffing challenges facing the Department and the importance of determining how many officers are needed and where they should be deployed, especially given the City’s desire to consider alternative methods to a sworn police officer response. Citygate has extensive experience with helping agencies to understand and implement such alternatives—after a careful analysis of calls for service and other work demands, including activities that take officers As recent practicing professionals
in public administration with more
than 250 years of cumulative
experience in all aspects of public
governance, we believe our
seasoned team provides the
necessary frontline experience to
meet City and Department goals for
La Mesa.
City of La Mesa, CA
Proposal to Perform a Staffing and Resource Analysis for the Police Department Section 2—Statement of Approach to Scope of Work page 3 away from their normal duties, such as training, ancillary duties, time in court, time at local hospitals, and time at the jail and/or transporting prisoners.
2.2 PROPOSED APPROACH
Citygate’s project approach is consistent with our Project Team members’ experience in public safety administration, as well as best practices and guidelines. As recent practicing professionals in public administration with more than 250 years of cumulative experience in all aspects of public governance, our seasoned team provides the necessary frontline experience to meet City and Department goals for La Mesa.
Because Citygate’s Project Team is comprised of former practicing professionals in police administration and service, the Department is, in effect, receiving the expertise of an external “seasoned department head team,” not the opinions of junior staff members or consultants who have spent little time on the front lines managing in local government.
A significant strength of the Citygate team is the ability to develop reports with specific recommendations, tailored to the local agency’s situation, that can be implemented within available fiscal resources. Citygate reports identify specific areas that are working well, where improvements are needed, and what new resources, if any, would be required to implement the recommendations.
We strongly encourage the Department to create an internal Project Team that will be a representative cross-section of key managers, line personnel, Department data analysts, and labor leadership to not only assist in informing Citygate’s understanding of the Department, but also to be coached by Citygate in learning state-of-the-art deployment and planning methods and tools.
2.2.1 Scope of Work
Citygate will complete the following macro scope of work elements as described further in tasks to follow. A significant portion of our scope is our police workload analysis, which will allow us to determine the current and emergent services and the Department’s current performance of such services including staffing levels. Citygate recognizes that all tasks overlap and are interrelated to the comprehensive organizational and operational analysis, resulting in findings and recommendations the organization can utilize for the efficiency and effectiveness of current and future service delivery. Citygate is currently nearing the completion of a police staffing, operational, and organizational review for the city Oceanside—the Scope of Work and Deliverables of which are nearly identical to the City of La Mesa's exact request.
City of La Mesa, CA
Proposal to Perform a Staffing and Resource Analysis for the Police Department Section 2—Statement of Approach to Scope of Work page 4 Organizational Review
Citygate will:
◆ Conduct an examination of the Police Department’s organizational structure and functions.
◆ Assess the functional assignments and human resources required to perform current duties.
◆ Identify current management and supervisory scope of responsibilities. ◆ Conduct an analysis of current management, supervisory and “lead employee” workload.
◆ Assess administrative strengths and weaknesses (i.e., financial, supervision and development of staff, risk management coordination and practices, and use of technology).
◆ Assess efficacy of current organizational structure.
◆ Evaluate available data as a part of this analysis to include calls for police service, response times, work unit schedules, workload balance, staffing allocation, and any other relevant data.
◆ Interview or survey Department staff to acquire relevant information about personnel perceptions and organizational culture.
Operational Review
Citygate will:
◆ Utilize existing survey data to evaluate community satisfaction of police services and determine areas in need of improvement.
◆ Review the Department’s operational functions and workflow process for each area. ◆ Analyze reporting relationships to ensure adequate span of control. ◆ Analyze staffing levels based on current and projected workloads. ◆ Analyze the current distribution of Patrol Division resources. ◆ Analyze the current distribution of Services Division resources. ◆ Review staff retention and experience.
◆ Review adequacy of staff training and experience related to the management of functions and services provided by the Department.
City of La Mesa, CA
Proposal to Perform a Staffing and Resource Analysis for the Police Department Section 2—Statement of Approach to Scope of Work page 5 ◆ Review the current methodology in responding to calls for service throughout the City.
Recommendations
◆ Provide prioritized action item reports monthly capable of being the framework for changes to operations prior to the completion of the Draft Report. ◆ Identify and recommend best practices, management and supervisory to staffing ratios, organizational needs, and performance measures for the Department. ◆ Recommend an optimal organizational model for the City based on comparison with like sized municipal police departments in California. This recommendation should include an optimal performance model as well as a model based on available budget, staffing, and stakeholder expectations.
◆ Provide recommendations for streamlining procedures and processes for Department functions.
◆ Identify cost-saving technologies to support current and future programs and operations.
◆ Provide training recommendations to improve operations and support succession planning.
◆ Identify staffing requirements, both current and future. ◆ Make recommendations for alternative methods to provide police services including the utilization of professional staff and enhancing efficiencies.
2.2.2 Project Deliverables
Citygate has incorporated City of La Mesa project deliverables within our task and timeline recommendations for successful project outcomes. As part of our operational and organizational review, Citygate will:
1. Provide a prioritized action item report to the Department monthly that includes initial and anticipated findings based on analysis of data.
2. Identify process and organizational change recommendations determined by the findings of the analysis throughout the process.
3. Identify and define actionable findings to the Department that warrant changes that do not require the final report to address.
At the conclusion of Citygate’s operational and organizational review, Citygate will:
City of La Mesa, CA
Proposal to Perform a Staffing and Resource Analysis for the Police Department Section 2—Statement of Approach to Scope of Work page 6
1. Provide a summary of findings that effectively summarizes and communicates the information reviewed.
2. Provide an assessment of the current organizational structure.
3. Identify key issues and opportunities.
4. Identify short-term and long-term recommendations for change with measurable benchmarks.
5. Provide implementation strategies for recommended changes.
2.2.3 Value and Use of Data
Citygate’s approach to all projects is data driven. We excel at mining agency incident and programs data along with community socioeconomic metrics. A neutral, best practices public safety evaluation must be grounded in data, not personal opinions or hearsay. Metrics help to focus the conversation on what is really occurring and open doors to enhanced listening by all project stakeholders.
For analysis, we utilize not only our public safety members, but also highly trained statisticians, including an analyst who works full-time with statistics and is not married to the “police view” of the world but follows the data trends as they are presented. We know how to assess the accuracy and reliability of data, how to determine relevancy of data in correlation to decision-making processes, how to best convert insights into actionable content, and how to structure actionable content for optimal usability without additional workload for the client.
2.2.4 Approach to Community Engagement
Citygate has significant experience working with internal and external stakeholders, community groups, and police advisory and review boards. This experience and recognition of value allows the establishment of building and maintaining trust, confidence, and support in policing. Citygate has also conducted hundreds of surveys, focus groups, and public forums for local government agencies since our establishment in 1990. For example, the After-Action Review of the Woolsey Fire Incident Citygate performed for Los Angeles County involved two large public forums and task force sub-committee and committee meetings that also had public involvement.
All of our team members have the technical skills to conduct themselves as active, caring listeners along with the technical savvy to use videoconference tools like Zoom and other internet collaboration methods. We have significant experience gathering multiple forms of stakeholder input and can see trends and themes in various forms of feedback.
At the City’s option, Citygate can additionally conduct two public engagement listening sessions to gather community input on their perception of police services. Citygate would develop the
City of La Mesa, CA
Proposal to Perform a Staffing and Resource Analysis for the Police Department Section 2—Statement of Approach to Scope of Work page 7 content for these forums and facilitate the sessions. Citygate would require assistance from the City to schedule these meetings and invite participants.
2.2.5 Contractor Awareness of Labor Relations in Public Safety Services Planning Citygate Project Team members have extensive California department head experience in various aspects of
employee-employer relations and understand the
importance of the Meyer-Milias-Brown Act, the City’s
Personnel Rules, Departmental published standards, and
the Public Safety Officers Bill of Rights Act. We do not make lofty recommendations that cannot survive a positive labor-management relationship. A core Citygate value is “first, do no harm.” Citygate will work to collaborate and coordinate with the Council, City Manager, and employee organizations to ensure potential recommendations are
transparent within the process and do not violate
regulations. In any change, culture is paramount.
Trampling labor relations all but ensures the failure of recommendations being fully implemented.
2.3 PROPOSED PROJECT WORK PLAN AND TIMING RECOMMENDATION Our Work Plan for this independent operational and organizational assessment for the Department is comprised of six tasks and addresses the project objectives and deliverables described in the City’s RFP.
Task 1: Initiate and Manage the Project
◆ Develop detailed Work Plan schedule for the project.
➢ We will develop a detailed integrated work schedule and final project timeline.
These tools will assist both the consultants and City staff to monitor the progress of the study.
◆ Conduct videoconference or conference kick-off call with City and Department representatives to initiate study.
➢ A key to a successful consulting engagement is a mutual understanding of the project’s scope and objectives. The senior members of our team will conduct a videoconference or conference call with City managers and executives to Citygate Project Team
members have extensive
California department head
experience in various aspects
of employee-employer
relations and understand the
importance of the MeyerMilias-Brown Act, the City’s
Personnel Rules,
Departmental published
standards, and the Peace
Officers’ Bill of Rights.
City of La Mesa, CA
Proposal to Perform a Staffing and Resource Analysis for the Police Department Section 2—Statement of Approach to Scope of Work page 8 introduce team members, discuss the project schedule, and review the scope of work and available data. Citygate will prepare the agenda and meeting minutes. ◆ Obtain and review City/Department documentation.
➢ We will develop and submit a list of all documents relevant to this project, including the City’s General Plan; growth forecasts; any appropriate prior studies; Department documentation, including (as available) dispatch data, including a distribution of calls for service by hour of day, day of week, and month; the number and assignments of current personnel; other operating costs; and other information.
◆ Conduct interviews with City leadership.
➢ To enhance our understanding of the issues at stake in this project, we will interview via videoconference, as appropriate and directed, the City Manager, Chief of Police, members of the City Council (if desired), and other key positions as desired.
◆ Issue SWOT (strengths, weaknesses, opportunities, and threats) questionnaire. ➢ Assess Department member perceptions and expectations of their services by issuing SWOT questionnaires to employees and, as appropriate, other agency employees that interact with the Department to obtain perceptions of the Department and how it is or is not meeting needs.
◆ Provide prioritized action item monthly status reports. ➢ Throughout the entire project duration, we will monitor engagement progress and completion of tasks, including providing monthly, prioritized action item reports and oral communications, as needed, to Department leadership. These status reports will be capable of being the framework for changes to operations prior to the completion of the Draft Report
Task 2: Conduct Organizational Review
◆ Conduct a complete review of the Department’s organizational structure and functions. ➢ We will begin our deployment review with an assessment of community risks and vulnerabilities, including infrastructure, demographics, organized and random crime activity, regional anomalies, and public venues (including entertainment).
City of La Mesa, CA
Proposal to Perform a Staffing and Resource Analysis for the Police Department Section 2—Statement of Approach to Scope of Work page 9 ➢ We will examine the Police Department’s organizational structure and functions and review and analyze management and supervisory scope of responsibilities.
➢ We will analyze key management and staff workload, staff development, administrative responsibilities, succession planning, risk management practices, technology, functional assignments, and organizational structure efficacy.
➢ We will review and analyze available data relative to public generated calls for police services, officer-initiated activity, incident response statistics to measure the effectiveness to desired goals, response time criteria, call prioritization relative to the current deployment plan, review and analysis of Patrol and Support Services divisions, workload balance analysis, and staffing allocation analysis.
◆ Conduct interviews with Department, City, and Police Officers’ Association members. ➢ To continue to enhance our understanding of the issues at stake in this project, we will interview, as appropriate and directed, command staff; managers, supervisors, and officers in-charge of the Department’s divisions and others responsible for the various units of the Department; representative(s) of the Police Officers’ Association; and members of City staff who frequently interact with or have an interdependent relationship with the Department. ➢ Citygate recognizes the importance of professional staff to the overall public safety mission of the Department. As such, we believe it is important to conduct interviews with professional staff including, but not limited to, dispatch, records, clerical staff, and volunteers to understand their perspectives.
Task 3: Conduct Operational Review
◆ Perform a detailed operational review of core Department functions and workflow processes for each area.
➢ We will analyze reporting relationships to ensure adequate span of control, the distribution of resources in the Patrol and Services divisions, the current methodology in responding to calls for service throughout the City, staff retention and experience, adequacy of staff training and experience, and staffing levels based on current and projected workloads.
City of La Mesa, CA
Proposal to Perform a Staffing and Resource Analysis for the Police Department Section 2—Statement of Approach to Scope of Work page 10 ➢ We will identify practical opportunities for collaboration and formal partnerships consistent with the strategic priorities of the City and the Department.
➢ We will review best practices regarding community-oriented policing and problem solving, intelligence-led policing, and data-driven policing to provide options for the best fit for the City.
◆ (Optional) Hold community listening sessions if desired. ➢ Citygate can conduct two public engagement workshops to gather community input on their perception of police services. Citygate would develop the content for these forums and facilitate the sessions. We would need assistance from the City to schedule these meetings and invite participants. We anticipate these meetings to be conducted via videoconference but can amend our budget to conduct them on-site if desired by the City/Department. ◆ (Optional) Review of Department strategies and engagement related to mental health crisis response, homelessness response, and community engagement if desired. ➢ Citygate can optionally provide the expertise of our Mental Health Crisis Management Response Team Specialist to assess the Department’s mental health crisis response strategies and offer recommendations. ➢ Citygate can optionally provide the expertise of our Homelessness Services Specialist to assess the Department’s response strategies for populations experiencing homelessness and offer recommendations.
➢ Citygate can optionally provide the expertise of our Community Engagement Specialist to assess the Department’s relationship with perceived underserved populations within the community and offer strategic recommendations.
Task 4: Conduct a Mid-Project Review and Provide Financial Implications of Recommendations
◆ Conduct Mid-Project Review with the City Manager, Chief of Police, and/or others. ➢ We will conduct a Mid-Project Review utilizing an MS PowerPoint presentation to review the preliminary conclusions and proposed recommendations of the study. This will also be an opportunity for the Department and consultants to perform fact-checks and make mid-course corrections before our recommendations are finalized.
City of La Mesa, CA
Proposal to Perform a Staffing and Resource Analysis for the Police Department Section 2—Statement of Approach to Scope of Work page 11 Task 5: Prepare and Review Draft Report
◆ The entire Project Team will prepare a Draft Report. In the Draft Report, Citygate will:
➢ Identify and recommend best practices, management and supervisory to staffing ratios, organizational needs, and performance measures for the Department. ➢ Recommend an optimal organizational model for the City based on comparison with like-sized municipal police departments in California. This recommendation should include an optimal performance model as well as a model based on available budget, staffing, and stakeholder expectations. ➢ Provide recommendations for streamlining procedures and processes for Department functions.
➢ Identify cost-saving technologies to support current and future programs and operations.
➢ Provide training recommendations to improve operations and support succession planning.
➢ Identify staffing requirements, both current and future. ➢ Make recommendations for alternative methods to provide police services including the utilization of professional staff and enhancing efficiencies.
Upon completion of the Draft Report, a paper copy and an electronic version in MS Word will be sent to the City Project Manager for comments using the “track changes” and “insert comments” tools in MS Word.
◆ Discuss Draft Report with City.
➢ Citygate will conduct a videoconference with the City Project Team to present and review the Draft Report.
Task 6: Prepare and Present Final Report
◆ Prepare and present Final Report.
➢ Based on the results of our Draft Report review process, we will then prepare and deliver a Final Report to the City with sufficient information for policy decisions addressing operational and service options. We will make an oral presentation using MS PowerPoint to the Mayor and City Council if desired.
City of La Mesa, CA
Proposal to Perform a Staffing and Resource Analysis for the Police Department Section 2—Statement of Approach to Scope of Work page 12 ◆ (Optional) – Produce AudModTM to offer the City a further way to maximize retention and resulting implementation efforts related to Citygate’s Final Report. ➢ We offer a fully produced audio module (AudModTM) “podcast”-style component that is specifically tailored to your agency and engagement, summarizing key points and recommendations from Citygate’s report with added narrative context. The result is an easily accessible audio file that can be distributed to internal and external stakeholders and listened to while driving, exercising, etc.—providing stakeholders a means to absorb the content of Citygate’s findings and recommendations conveniently from their phones, tablets, or computers. Increasing the permeation of the report you have invested in will increase success for your agency. If desired, Citygate can discuss a budget for this specific option with the City, as noted in Section 4—Cost Schedule.
2.4 STUDY COMPONENTS WITH WHICH THE DEPARTMENT MUST ASSIST The Department staff have the best capability to collect much of the required data that can assist the Citygate study. Therefore, the Department will assist Citygate with:
◆ Providing data and documents describing the organization, services, and performance measures, and other information as requested by Citygate, as available. ◆ Identifying a single point of contact for this project. ◆ Creating a Planning Assessment Team to include a representative cross-section of key Department managers, operational staff, data analysts, and other stakeholders as identified.
2.5 PROJECT MEETINGS
The following is the proposed schedule of meetings to gather information for the project and to explain/present the project’s findings and recommendations. In addition to these meetings, we are available throughout the course of the study for periodic status update discussions with the City.
Citygate’s proposed Work Plan includes on-site travel. Citygate remains flexible to work with the City of La Mesa on budgeted travel expenses for proposed on-site visits and meetings. If on-site meetings are not feasible, the City will not be charged for budgeted travel expenses. ◆ Task 1 – There will be one videoconference or conference call during this task to kickoff the project. We will also conduct videoconference interviews with the City Manager, Chief of Police, members of the City Council (if desired), and other key positions as desired.
City of La Mesa, CA
Proposal to Perform a Staffing and Resource Analysis for the Police Department Section 2—Statement of Approach to Scope of Work page 13 ◆ Task 2 – Citygate will conduct videoconference calls with police mid-managers. In collaboration with the City of La Mesa, Citygate is available to conduct an on-site visit. ◆ Task 3 – Citygate will conduct videoconference or telephone interviews with members of the Department and key community leaders. We will also conduct the optional community input workshops if so directed.
◆ Task 4 – There will be a Mid-Project Review with the City Manager, Chief of Police, and/or others as desired via videoconference.
◆ Task 5 – Citygate will conduct a videoconference meeting with the City Manager, Chief of Police, and others as desired to discuss and fact-check the Draft Report, answer any questions, and agree on elements for the Final Report. ◆ Task 6 – Citygate will present the Final Report to the Mayor and the City Council if desired. Citygate is available for an on-site presentation.
2.6 PROJECT SCHEDULE AND DELIVERABLES
Citygate anticipates this project will span approximately six months. Citygate is available to start the project upon contract award and within the City of La Mesa’s project timeline. The following schedule shows the completion time per task and key milestones and deliverables throughout the engagement.
Proposed Project Schedule
Task Month 1 Month 2 Month 3 Month 4 Month 5 Month 6
1: Initiate and Manage the Project
2: Conduct Organizational Review
3: Conduct Operational Review
4: Conduct Mid-Project Review
5:Prepare and Review Draft Report
6:Prepare and Present the Final Report
Issue Document Request Start-Up Meeting/Interviews Internal Stakeholder Interviews (Opt.) Community Sessions Mid-Project Review Draft Report Deliver/Present Final Report
City of La Mesa, CA
Proposal to Perform a Staffing and Resource Analysis for the Police Department Section 3—Statement of Qualifications page 14
SECTION 3—STATEMENT OF QUALIFICATIONS
3.1 EXPERIENCE OVERVIEW
Citygate Associates, LLC, founded in 1990, is comprised of senior public sector executives committed to public service.
Our leading ambition is to serve you and your community to cultivate good governance and transformational change.
Citygate’s Public Safety Services practice area conducts performance audits, organizational efficiency studies, workload and staffing assessments, deployment analyses, master and strategic plans, risk assessment studies, consolidation feasibility analyses, and GIS for cities, counties, and districts throughout the United States.
Over the last 30-plus years, Citygate has conducted
over 600 successful engagements for public
agencies throughout the United States. For more
general information on Citygate’s other public
sector general management services, please visit
www.citygateassociates.com.
Citygate has completed numerous studies throughout the greater San Diego County region.
Significant to the City’s requested analysis, Citygate is currently conducting police staffing, operational, and organizational reviews for the cities of Oceanside and West Sacramento, with the Scope of Work and Deliverables for the Oceanside assessment being nearly identical to La Mesa’s request. Citygate has also performed significant law enforcement reviews for the California Cities of Adelanto, Apple Valley, Brea, Buena Park, Burlingame, Elk Grove, Fullerton, Hesperia, Jurupa Valley, La Habra, Placentia, Rancho Cucamonga, Riverside, San Luis Obispo, Santa Monica, Temecula, Victorville, and Yorba Linda. We have also reviewed the operations and staffing of the Monterey County and Yuba County Sheriff’s Departments, in addition to having conducted many police services reviews outside of California.
Citygate is uniquely qualified to perform this important study given our extensive public safety experience in and around the City. We have extensive experience in San Diego County, having conducted public safety assessments for the County and the cities of Carlsbad, Chula Vista, Encinitas, National City, Poway, San Diego, San Marcos, and Vista. The County and City of San Diego have retained Citygate for multiple projects, in part because of our local familiarity.
Not only have we consulted extensively in the County, but our Public Safety Principal, Chief Stewart Gary, spent the first 39 years of his life in San Diego County and spent much of his career Over the last 30-plus years,
Citygate has conducted over
600 successful engagements
for public agencies throughout
the United States.
City of La Mesa, CA
Proposal to Perform a Staffing and Resource Analysis for the Police Department Section 3—Statement of Qualifications page 15
at the executive level in two cities in the County. He understands the County’s unique composition and deployment needs.
Citygate conducted a comprehensive operational and organizational review and strategic plan study for a mid-size city in Eastern Washington experiencing rapid growth and incorporating changing 21st century policing legislation. We also completed a police department master plan / community social justice study for a mid-sized Midwest city. In fact, this city’s competitive procurement included an elaborate interview process with a community selection committee, requiring the top three vendors to each conduct several videoconference public forums to facilitate a mock discussion of the project and perceived law enforcement issues in the community. We were told by the city that the selection committee appreciated how we listened more than we spoke.
Citygate has decades of experience and vast responsibilities in community engagement and accountability while pursuing equity and justice. Our multi-disciplinary team consists of a former Police Chief, a former Undersheriff, a state Department of Public Safety Commander and Training Director, a former CA POST Bureau Chief, a local government fiscal specialist, two statistical and data specialists, and Citygate’s Public Safety Principal—who has led over 400 public safety studies.
Further, if previously unidentified issues arise that
require additional expertise, Citygate can call upon a
staff of more than 30 proven professionals and subject
matter experts from varied local government disciplines to ensure the City receives the most up-to-date and
workable recommendations. This flexibility represents
the power and foundation of Citygate’s unique
philosophy of a Virtual City Hall. Few, if any, firms can offer this overall depth of expertise.
Citygate’s projects are built upon the core principle of helping build better government. Citygate is known as the “tough” problem team. We are frequently selected when the situation is polarizing and stakeholders cannot risk a poor project outcome. We were the vendor quickly selected by the Los Angeles County Chief Executive Officer to conduct the Woolsey Fire Disaster AAR. The County’s Task Force and Board of Supervisors unanimously accepted Citygate’s Woolsey Fire AAR Final Report. The Board also passed a motion to retain Citygate for implementation support.
As the City will learn from our references, Citygate has an outstanding track record with our clients, and many repeatedly utilize Citygate’s capabilities. As a County of San Diego former CAO stated: “We work with consultants, obviously, all the time, but the work that Citygate did on this report is some of the best I’ve seen in my tenure here.” This is not an isolated comment by one client, rather, it is the rule. Time after time, our clients say at the end of public presentations, “This “We work with consultants,
obviously, all the time, but the
work that Citygate did on this
report is some of the best I’ve
seen in my tenure here.”
—Former San Diego County CAO
City of La Mesa, CA
Proposal to Perform a Staffing and Resource Analysis for the Police Department Section 3—Statement of Qualifications page 16
was the best report/study we have ever received and now we finally understand the issues and choices.”
When Citygate commits to a client, we commit to that client’s long-term success, far beyond the scope of the initial project. We strongly encourage the City to contact any of our project references—they are golden.
For a more detailed list of Citygate’s police services projects, please visit our website at https://citygateassociates.com/clients/.
3.2 RELEVANT PROJECT EXPERIENCE
The following is a sample of Citygate’s relevant project experience, with specific client references provided in Section 5. While each of the following engagements may not be specifically titled as “staffing and resource” analyses, a comprehensive assessment of staffing and resources has been an integral part of nearly every engagement Citygate has undertaken for these agencies.
City of Oceanside, CA – Operational and Organizational Police Department Assessment Citygate is currently nearing completion of an independent operational and organizational assessment for the City of Oceanside Police Department, affecting current, future, and long-term organizational, strategic, and operational plans. The Scope of Work and Deliverables for this assessment were nearly identical to La Mesa's exact request. This review will examine current and future service delivery, quality of service, service delivery expectations, community engagement, community priorities, Departmental organization, and staffing and deployment feasibility to maintain current and future organizational efficiency. This study will assist with establishing efficiencies to ensure City, Department, and community needs are met by reviewing programming, infrastructure, operational efficiency, and fiscal impacts of associated findings and recommendations across the entire organization, as well as identifying planned service delivery systems and staffing allocation models to best serve the community and achieve City Council and Department goals and objectives. The Final Report was recently submitted and will be presented to the city in March 2023.
City of West Sacramento, CA – Comprehensive Police Operations and Staffing Assessment Citygate is currently performing a comprehensive operations and staffing assessment for the Police Department in the City of West Sacramento, California. This assessment will analyze staffing needs and service demands to determine an optimal staffing model, appropriately considering workload, performance measures, service delivery expectations, operating budgets, community priorities, and Departmental organization.
City of La Mesa, CA
Proposal to Perform a Staffing and Resource Analysis for the Police Department Section 3—Statement of Qualifications page 17
City of Elk Grove, CA – Police Staffing and Efficiency Study Citygate completed a police staffing and efficiency study for the City of Elk Grove, California.
This study determined an optimal staffing model, appropriately considering workload, performance measures, service delivery expectations, operating budgets, community priorities, and Departmental organization. In addition, this study forecast future needs, taking into consideration both short- and long-term objectives, community growth, and any other factors that could impact staffing requirements.
City of Pasco, WA – Police Department Strategic Plan (Including Staffing and Operations Review)
Citygate completed a police department strategic plan for the city of Pasco, Washington, to review current and future service delivery, quality of service, service delivery expectations, community engagement, community priorities, Departmental organization, and staffing and deployment feasibility to maintain current and future organizational efficiency. This review examined current service delivery models; staffing levels; programming; management structure; operational efficiency; alternative response models; and sustainability of mission, vision, and values. A fiscal review of the Police Department was also performed, and the report included an estimated cost for each of Citygate’s staffing recommendations. As part of this engagement, a community survey was conducted in English and Spanish and community workshops were facilitated. Also, since 36 Washington State legislative bills impacting law enforcement were signed into law during 2021, the City and Police Department requested Citygate conduct a detailed review and analysis of the new bills. As part of the analysis, Citygate developed an impact and implementation matrix the Department will be able to utilize moving forward.
City of Jurupa Valley, CA – Comprehensive City-Provided Police Department Feasibility Study Citygate conducted a feasibility analysis for the City of Jurupa Valley, California, to determine the viability of separating from the Riverside County Sheriff’s Department and directly providing polices services. Citygate conducted an in-depth analysis of policing needs in the City, the risks to be protected, and the likely growth, leading to a refined police department size estimation and allowing for a close model of early years operating costs and capital and start-up expense needs.
This study also provided a likely conversion-of-services timeline. The end result, in effect, provided the City Council and the community with a police services Master Plan and cost model.
The City has since retained Citygate to conduct a study of hybrid public safety models for the City.
City of Jurupa Valley, CA – Follow-On Study of Hybrid Public Safety Models As a follow-up engagement to Citygate’s 2021 feasibility analysis regarding City-provided police services, Citygate is currently conducting a study of hybrid public safety models for the City of Jurupa Valley, California. This study will examine hybrid models of public safety services the City
City of La Mesa, CA
Proposal to Perform a Staffing and Resource Analysis for the Police Department Section 3—Statement of Qualifications page 18
may consider in addition to the current contracting model of law enforcement services being provided by the Riverside County Sheriff’s Department. This will entail reviewing with City staff the existing Sheriff’s Department quality of life service requests and services delivered to determine how the Sheriff’s Department is meeting the City’s current needs, as well as providing five alternative service delivery models, including two mental health response models and three community policing models.
Cities of San Mateo and Burlingame, CA – Police Department Consolidation Analysis Citygate conducted a study to analyze the feasibility of merging all or a portion of the cities’ current Police Service operations to (1) reduce costs while retaining, at a minimum, the current service levels for each city, and (2) where possible, improve service levels without additional costs.
Thus, this study addressed a range of possibilities for the cities to consider, from full consolidation of agency police services to partial sharing of various services.
Monterey County, CA – Services Delivery and Staffing Review of the Sheriff’s Department Citygate completed a comprehensive services delivery and staffing review of the Monterey County Sheriff’s Department. This study addressed all facets of field, command, and support operations, including, but not limited to: Enforcement Operations (patrol), Corrections Operations (jail), Administration, Investigations, Internal Affairs, professional standards, training, records, support services, civil services, coroner services, and other specialty services.
City of San Luis Obispo, CA – Police Department Comprehensive Services Delivery and Staffing Review
Citygate completed a comprehensive services delivery and staffing review of the San Luis Obispo Police Department. The study included a review of the adequacy of the existing deployment system, scheduling, and staffing. Citygate’s report included a detailed analysis of the response time, crime, and call data that drives the recommendations for staffing in Patrol, as well as an assessment of the staffing of the support functions in the Department. The Police Master Plan was very well received by executive management and the City Council. The plan continues to drive annual budget decisions in a very tough environment to fund improvements.
City of Lawrence, KS – Police Department Comprehensive Management Study Citygate performed a comprehensive management study for the Police Department in Lawrence, Kansas. Citygate’s assessment included a detailed analysis of every type of delivered services by the Department, covering its internal support services, community relations, and community oversight. A data-driven review considered the adequacy of the existing deployment system, scheduling, and staffing. We reviewed response time, crime, and call data that drives the recommendations for staffing in Patrol. The project also entailed formal community listening sessions with approximately 100 diverse community stakeholders.
City of La Mesa, CA
Proposal to Perform a Staffing and Resource Analysis for the Police Department Section 3—Statement of Qualifications page 19
City of Woodbury, MN – Public Safety Staffing Study
Citygate completed a public safety staffing study for the City of Woodbury, Minnesota, that included a police,
fire, and EMS integrated analysis. The police assessment involved an analysis of data related to crime, calls for service, and response times, as well an analysis of the following organizational units: Patrol Division,
Investigations Division (General Investigations and
Street Crimes Unit), Special Services Division, Support Services, and Administration.
City of Glendale, AZ – Comprehensive Public Safety Deployment and Performance Review Citygate completed a comprehensive deployment and performance review for the Police and Fire Departments in Glendale, Arizona. This review included a police services workload and staffing analysis and advanced data analysis for both Departments.
City of Surprise, AZ – Public Safety Master Plan
Citygate assisted the City of Surprise by developing a comprehensive Public Safety Master Plan to enable the Police and Fire-Medical Departments to complete their organizational and programmatic goals in line with the General Plan 2035 and City Council Strategic Plan. Citygate comprehensively assessed all facets of the public safety operations, including mission, goals, policies, practices, deployment, facilities, equipment, programming, organizational structure, and staffing levels.
Cities of Lake Elsinore, Canyon Lake, Jurupa Valley, Moreno Valley, San Jacinto, Temecula, and Wildomar, CA – Feasibility Assessment of Establishing up to a Seven-City Police Services Joint Powers Authority
Citygate assessed the feasibility of establishing a Police services Joint Powers Authority (JPA) for up to seven cities in Riverside County, California, which include Lake Elsinore, Canyon Lake, Jurupa Valley, Moreno Valley, San Jacinto, Temecula, and Wildomar. This assessment compared the cost of the current agreement with the Riverside County Sheriff’s Department with the likely initial JPA costs regarding personnel.
City of Orem, UT – Operations Assessment for the Police and Fire Departments Citygate completed an operations assessment for the Police and Fire Departments in the City of Orem, Utah. This assessment entailed an examination of the current staffing needs and anticipated workload increases based on community growth; the feasibility of continuing to operate a public “We looked at a lot of firms
and we picked Citygate
because we knew they
wouldn’t tell us just what we
wanted to hear but what we
needed to hear.”
-Lee Vague, Public Safety Director
& Police Chief, Woodbury, MN
City of La Mesa, CA
Proposal to Perform a Staffing and Resource Analysis for the Police Department Section 3—Statement of Qualifications page 20
safety answering point; and the performance and operational data to evaluate productivity and recommend improvements.
City of Riverside, CA – Police Department Headquarters and Facilities Siting Study Citygate completed a Police Department facilities review and headquarters/facilities siting study for the City of Riverside, California, with the goal of developing a new police headquarters facility within the City that optimizes operational services to the community. Citygate provided an evaluation of the three existing policing facilities’ functions, operations, and physical locations, related to the community they serve. Based on the evaluation of the facilities, Citygate determined what, if any, adjustments to policing operations are recommended to meet both current and projected future needs of the City. We also prepared an analysis of what policing functions the proposed new police headquarters, and potential sub-station(s), should provide and the approximate size of both sworn and professional workforce needed within the proposed police facilities. To determine this, Citygate evaluated the adequacy of staffing levels for current workload and meeting Department command staff’s goals and objectives related to staffing and community service level expectations.
Yuba County, CA – Comprehensive Sheriff’s Department Services Delivery and Staffing Review Citygate completed a comprehensive services delivery and staffing review of the Yuba County Sheriff’s Department to examine the current delivery of services and provide recommendations of alternatives needed to meet current best practices concerning appropriate staffing levels. The work plan addressed all facets of field, command, and support operations, including, but not limited to:
the Operations Division, the Patrol Division, Investigations, Communications and Records, the Support Services Division, and Crime Analysis, as well as the Reserve and Volunteer programs.
Animal Care Services and Corrections were excluded from this study.
City of La Mesa, CA
Proposal to Perform a Staffing and Resource Analysis for the Police Department Section 3—Statement of Qualifications page 21
3.3 PROJECT TEAM
Citygate has assembled a Project
Team of consultants from varied
disciplines with decades of
combined experience with
proactive law enforcement,
administrative oversight and
leadership, statistical analysis,
crime prevention and reduction,
and community listening. Our
lead consultants have built
public trust and managed law
enforcement and public safety
services throughout California.
This experience covers a broad array of urban and rural policing, local and county-level policing, and mid-size and large-scale organizational demands while meeting statewide and national best practices to serve diverse communities.
Our expert team also includes specialists in mental health crisis management, homelessness services response, and community engagement to assess the Department’s relationship with Citygate’s multidisciplinary team consists
of a former Police Chief, a
former Undersheriff, a state
Department of Public Safety
Commander and Training
Director, a former CA
POST Bureau Chief, a local
government fiscal
specialist, two statistical
and data specialists, and
Citygate’s Public Safety
Principal—who has led
over 400 public safety
studies.
City of La Mesa, CA
Proposal to Perform a Staffing and Resource Analysis for the Police Department Section 3—Statement of Qualifications page 22
perceived underserved populations within the community. If desired by the City, any (or all) of these specialists are available to contribute to this engagement.
Citygate’s Project Team summary biographies are presented below, with full resumes provided in Appendix B. Each member of Citygate’s Project Team adheres to the Code of Ethics provided in Appendix A.
Chief Stewart Gary, MPA, Public Safety Principal and Local Knowledge Connection Chief Gary is the Public Safety Principal for Citygate Associates. Over the last 22 years, he has performed over 400 organizational and deployment studies on public safety departments and has led numerous police services projects, policy evaluations, and Citygate’s most recent after-action review for Los Angeles County. Chief Gary is the retired Fire Chief of the LivermorePleasanton Fire Department in Alameda County, California. As Public Safety Principal, he leads Citygate’s fire, emergency medical services, and police practices. After he led Citygate’s law enforcement and fire services teams to successfully complete the Woolsey AAR for Los Angeles County, the Board passed a motion to retain him specifically, by name, for implementation oversight related to the report’s recommendations. He also has eight years of experience as an elected official, five of which were as a city council member. He understands the needs of the policy makers to represent their community and has directed almost every project described in this proposal. Chief Gary is also well acquainted with San Diego County, having begun his career there in the fire service and having led many consulting studies in the region, including for the County of San Diego, City of Oceanside (currently), City of San Diego, and five other cities and two fire districts within the County.
Chief Gary will provide project leadership and serve as the local knowledge and experience connection to help leverage his consulting expertise from consulting within San Diego County for over 15 years.
Undersheriff Gary Elliott, MS, Police Services Senior Associate – Project Director Undersheriff Elliott has over 35 years of public service, including 30 years of law enforcement experience and 25 years in the United States Army Reserve.
As the Second in Command of a medium sized Sheriff’s Office in Northern California, Undersheriff Elliott was responsible for the day-to-day operations of the organization, which included over 560 full-time employees and a budget in excess of $110 million. His Sheriff’s Office experience includes 18 years on the SWAT Team as a tactical operator, team leader, and commander.
Undersheriff Elliott also served in the Investigations Bureau for many years, first as detective, then as detective sergeant (supervisor), and finally as the Investigative Services
City of La Mesa, CA
Proposal to Perform a Staffing and Resource Analysis for the Police Department Section 3—Statement of Qualifications page 23
Commander. He has investigated, supervised, or managed hundreds of criminal cases ranging from low-level property crimes, such as fraud, to complex homicide investigations. While serving as the Lieutenant in charge of patrol, Undersheriff Elliott was the project lead for installing in-car video cameras throughout the Sheriff’s Office patrol fleet. As the Undersheriff, he implemented an agency-wide early intervention software system to enhance agency accountability. Undersheriff Elliott also has extensive leadership experience as a commissioned officer in the United States Army Reserve. He retired at the full rank of Colonel in September of 2018 after 35 years of service.
He holds a master of science degree in Administration of Justice and Security and an associate of science degree in Business Administration.
Undersheriff Elliott will provide leadership, project planning, and coordination to the police consultants. He will review and co-present briefings. He will ensure all deliverables are met and completed on time.
Chief John Carli, MSSL, Police Services Specialist – Project Manager Chief John Carli has 32 years of experience in law enforcement and is recognized as a progressive and innovative leader who promotes best practices in officer safety and wellness. Even after retiring in March 2021, Chief Carli has been an outspoken advocate and thought leader for the profession, with his most relevant work focusing on national best practices in policing, community engagement, and officer safety and wellness. He was instrumental in implementing body-worn cameras to all officers in his agency as early as 2009.
In the summer of 2016, Chief Carli was summoned to the White House to meet with President Obama in the wake of national high-profile officer-involved fatal encounters. Since then, he has dedicated his time and efforts to improve the profession and implement meaningful change. His preventive approach to promoting this culture of wellness led to the development of a unique law enforcement wellness app that was recently highlighted at the Police Executive Research Forum (PERF) national town hall meeting focusing on police officer suicides. More recently in 2020, the Vacaville Police Department, under his leadership, received the National Law Enforcement Memorial Fund Destination Zero Award within the category of General Officer Safety.
Chief Carli is a nationally recognized authority regarding use-of-force and de-escalation in policing, particularly addressing public trust and police legitimacy. He is an Executive Fellow with the National Police Foundation, focusing on the continuous improvement within the policing profession throughout his career. Even after retirement, Chief Carli continues to serve as chair of the California Police Chief Association’s Data Sharing Task Force, which works closely with industry stakeholders, technology leaders, and the California Department of Justice. He is also a representative on the California Attorney General’s Advisory Committee. He holds a master of
City of La Mesa, CA
Proposal to Perform a Staffing and Resource Analysis for the Police Department Section 3—Statement of Qualifications page 24
science degree in Strategic Leadership and is a graduate of PERF’s Senior Management Institute for Police.
Chief Carli will lead the day-to-day activities of the Project Team and be Citygate’s primary point of contact throughout the project. He will be the primary author of all deliverable reports and primary briefer of all presentations. He will coordinate and manage all aspects of the study.
Commander Thomas Woodard, Police Services Specialist
Commander Woodward has 25 years of law enforcement experience serving in a variety of positions with the Arizona Department of Public Safety (DPS) and the Arizona High Intensity Drug Trafficking Area. The unique nature of the Arizona DPS role in law enforcement throughout the state gave him valuable experience in working closely with agencies of all sizes and jurisdictions, including large and small municipalities, remote and urban counties, tribal agencies, and a variety of federal agencies. Mr. Woodward has patrol experience in both remote and urban areas at ranks ranging from officer to commander. His investigative experience includes liquor violations, fraud, narcotics, organized crime, intelligence, terrorism, internal investigations, and public corruption. His incident command experience includes officer-involved shootings, large-scale incidents on the Phoenix metropolitan freeway, demonstrations at the state capitol, and presidential escorts. While assigned to the Inspections Unit, he conducted detailed comprehensive audits of agencies throughout the state. He was also the project manager for the first state-level/statewide photo enforcement program in the nation. Other areas of his experience include human resources, media relations, and legislative testimony. After retiring from Arizona DPS as Commander of Highway Patrol operations on the Phoenix metropolitan freeway system in 2010, he accepted a position as Training Director for the Arizona High Intensity Drug Trafficking Area. As a training director, he ran a dynamic training program, with classes attended by both sworn and civilian law enforcement personnel from throughout the country. These classes were recognized by the Arizona Peace Officer Standards and Training Board, Northern Arizona University, and Wayland Baptist University. Mr. Woodward has a bachelor’s degree in Business Management and is a graduate of the Federal Bureau of Investigation National Academy and the Police Traffic Management course at the Institute of Police Management and Training.
Commander Woodward will assist with the assessment of the police organization, operations workload/staffing, professional standards workload/staffing, and support services workload/staffing. He will co-author all reports and co-present briefings as necessary.
City of La Mesa, CA
Proposal to Perform a Staffing and Resource Analysis for the Police Department Section 3—Statement of Qualifications page 25
Chief Ralph Brown, MIS, Police Services Senior Associate Chief Brown has 29 years of law enforcement experience, most recently as a California Peace Officer’s Standards and Training (POST) Bureau Chief. He started his law enforcement career with the Suisun City Police Department in 1990, then he served with the Fairfield Police Department from 1993 to 2000.
He joined the Contra Costa County Office of the Sheriff as a Deputy in October 2001, where he served for 11 years before retiring at the rank of Lieutenant.
During his tenure, he held assignments in custody, patrol, training, and administration. Chief Brown sat on several volunteer committees, including the Sheriff’s Technical Advisory Committee, which was charged with developing technology solutions to increase efficiency. He was the project manager and developer of the Sheriff’s Intranet project. Collaborating with the Technical Services Division, he designed and deployed an intranet server and created an internal website to house information for employees and all worksite locations. The project provided all-hours access to forms, vacancies, events, and promotional opportunities. Chief Brown retired from the Sheriff’s Office in 2013. In June 2014, Chief Brown accepted a position as a law enforcement consultant with the California Commission on Peace Officer Standards and Training. He served in the Basic Training Bureau as the basic course certification and review manager auditing police academies across the State. Chief Brown also served as the Legislative Liaison and PIO. He has experience reviewing, amending, and proposing legislation. He has also testified before the California Legislature on behalf of POST. In 2016, he was promoted to Bureau Chief, where he managed the Training Program Services and Training Delivery and Compliance Bureaus. He and his staff ensured quality training programs were delivered to over 80,000 peace officers and 9,000 public safety dispatchers, while certifying over 4,000 courses. He earned a bachelor’s degree in business management and a master’s degree in information services.
Chief Brown will assist with the assessment of the police organization, operations workload/staffing, professional standards workload/staffing, and support services workload/staffing. He will co-author all reports and co-present briefings as necessary.
Shakeel Ajam, MIS, Police Data Specialist
Mr. Ajam has 30 years of law enforcement information technology (IT) experience, having retired in April 2020 from his position as Informational Technology Manager for the Solano County Sheriff’s Office. He also worked for the Fairfield Police Department as Criminal Justice Information System (CJIS) Administrator and Manager. He has vast experience in CJIS IT, which includes computer-aided dispatch, records management, and JAIL systems, which he has implemented and supported. He has been part of California Police Chief Association’s Data Sharing Task Force for over 15 years. Mr. Ajam has
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Proposal to Perform a Staffing and Resource Analysis for the Police Department Section 3—Statement of Qualifications page 26
been regionally recognized as bringing the first Automated Fingerprint Identification System to the Solano County Sheriff’s Office, as well as implementing Solano County’s first Law Enforcement Data sharing system, which allows local agencies to search for CJIS data between agencies. He also implemented Solano County’s first electronic probable cause system between judicial agencies and local law enforcement agencies. A proficient geographic information system (GIS) professional, Mr. Ajam has spoken twice at the Esri worldwide user conference in GIS and Public Safety. He holds an associate degree in Criminal Justice and Crime Analysis and a bachelor’s degree in Management Information Systems.
Mr. Ajam will provide analysis on police computer aided dispatch (CAD) data and workload analysis, as well as assessing the Department’s overall information technology posture.
Eric Lind, MA, Statistical and Operational Analysis Associate Mr. Lind’s 18 years of experience spans several industries, including two years in municipal government as a performance improvement analyst. His municipal government experience has largely focused on public safety performance improvement projects. He has developed baseline system-wide EMS response time capability and testing alternative models, reviewed medical priority dispatch systems and dispatch priorities for EMS systems, and improved Public Safety dispatch process flow. He has also performed an administrative performance assessment of civilian police staff, a fire facilities location study, and alternative fire service delivery modeling. Mr. Lind has used performance improvement and business transformation techniques throughout his career across the globe. He is skilled with developing and conducting statistical research to answer operations questions. Mr. Lind is a Lean Six Sigma Certified Black Belt and has a bachelor’s and two master’s degrees in international business, each from a different country.
Mr. Lind will provide police incident and program delivery statistical analysis for police incident and workload analysis.
Andrew Green, MBA, Local Government Fiscal Specialist
Mr. Green has over 35 years of experience in all aspects of municipal finance, including as a professional manager. He has had primary responsibility for the development and monitoring of citywide budgets for four municipalities, with total budgets ranging from $70 million to $680 million. He developed and finetuned long-range financial plans for multiple municipalities, including playing a lead role in taking the City of Pasadena from a $10 million General Fund operating deficit to a $5 million General Fund operating surplus. Mr. Green has extensive experience with all aspects of the operations of a municipal finance department. Additionally, Mr. Green has developed and implemented finance department strategic
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Proposal to Perform a Staffing and Resource Analysis for the Police Department Section 3—Statement of Qualifications page 27
plans in several jurisdictions. He has also served on many government finance organizations, including California Society of Municipal Finance Officers Chapter Co-chair, League of California Cities Employee Relations Department representative, and the State of Nevada Committee on Local Government Finance committee member. He holds a master’s degree in Business Administration and a bachelor’s degree in Accounting.
Mr. Green will assist the team in determining the fiscal implications of recommendations.
David DeRoos, MPA, CMC, Citygate President
Mr. DeRoos has 32 years of experience as a consultant to local government, preceded by five years as an assistant to the City Administrator.
Prior to becoming a Principal in Citygate in 1991, he was a Senior Manager in the local government consulting division of Ernst & Young. He earned his undergraduate degree in political science / public service (Phi Beta Kappa) from the University of California, Davis, and he holds a Master of Public Administration degree from the University of Southern California.
Mr. DeRoos is responsible for ensuring the project is conducted smoothly and efficiently within the schedule and budget allocated and that project deliverables meet Citygate’s and the client’s quality standards.
City of La Mesa, CA
Proposal to Perform a Staffing and Resource Analysis for the Police Department Section 4—Cost Schedule page 28
SECTION 4—COST SCHEDULE
4.1 PROPOSAL COSTS
Our charges are based on actual time spent by our consultants at their established billing rates, plus reimbursable expenses incurred in conjunction with travel, printing, clerical, and support services related to the engagement. We will undertake this study for a “not-to-exceed” total cost based on our Work Plan and scope of work, outlined in the following table.
Per the City’s RFP requirement that pricing be itemized for all services, the following table shows the cost per task.
4.1.1 Core Project Cost
Consulting Fees of
Project Team
Administration
(7.5% of Hourly Fees)
Reimbursable
Expenses
Total Citygate Project
Amount
$75,230 (412 Hours) $5,642 $9,024 $89,896
This cost proposal reflects Citygate’s best effort to be responsive to the City’s needs at a reasonable cost. If the proposed scope of work and/or costs are not in alignment with the City’s needs or expectations, Citygate is open to discussing modification of the proposed scope of work and associated costs.
4.1.2 Optional Project Costs
Citygate presents the cost for the optional public engagement workshops, followed by several other options that can be scoped and budgeted if desired by the City.
Option Cost
Two Public Engagement Workshops (Videoconference) $3,354 Travel Expenses for Workshops (if On-site Workshops are Desired) $3,939 Total Project Cost with Optional On-site Workshops $97,189 Related Services Specialists
If desired, Citygate can discuss with the City a specific scope of work and budget for optional review of Department strategies and engagement related to mental health crisis response, homelessness response, and community engagement to assess the Department’s relationship with perceived underserved populations within the community. All three (or any chosen selection) of these reviews would be performed by Citygate’s specialists in these fields to further enhance the
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Proposal to Perform a Staffing and Resource Analysis for the Police Department Section 4—Cost Schedule page 29
perspective, understanding, and intentionality of the Department as it continues to improve the services it provides to the community.
Citygate’s AudModTM (Audio Module)
Citygate’s AudModTM option offers a further way to maximize retention and resulting implementation efforts related to Citygate’s Final Report. We offer a fully produced audio “podcast”-style component that is specifically tailored to your agency and engagement, summarizing key points and recommendations from Citygate’s report with added narrative context. The result is an easily accessible audio file that can be distributed to internal and external stakeholders and listened to while driving, exercising, etc.—providing stakeholders a means to absorb the content of Citygate’s findings and recommendations conveniently from their phones, tablets, or computers. Increasing the permeation of the report you have invested in will increase success for your agency. If desired, Citygate can discuss a budget for this specific option with the City.
4.1.3 Pricing Terms
Our price quote is effective for 120 days from the date of receipt of this proposal and includes one (1) draft review cycle as described in Task 5 of the Work Plan, to be completed by Citygate and the City within 30 calendar days of the City receiving the Draft Report. Additional Draft Report cycles or processing delays requested by the City would be billed in addition to the contracted amount at Citygate’s time and materials rates. When changes are agreed upon, Citygate will provide the Final Report in PDF format.
4.2 HOURLY RATES
Classification Rate Consultant
Citygate President $260 per hour David DeRoos
Public Safety Principal and Knowledge Connection $260 per hour Stewart Gary Police Services Senior Associate – Project Director $215 per hour Gary Elliott Police Services Senior Associate – Project Manager $195 per hour John Carli Police Services Senior Associate $195 per hour Thomas Woodward Police Services Senior Associate $195 per hour Ralph Brown Police Data Specialist $175 per hour Shakeel Ajam
Statistical and Operational Analysis Specialist $195 per hour Eric Lind Local Government Fiscal Specialist $215 per hour Andrew Green Survey / Report Project Administrator $140 per hour Various Administrative Support $100 per hour Various
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Proposal to Perform a Staffing and Resource Analysis for the Police Department Section 4—Cost Schedule page 30
4.3 BILLING SCHEDULE
We will bill monthly for time, reimbursable expenses incurred at actual costs (travel), plus a sevenand-a-half percent (7.5%) administration charge in lieu of individual charges for copies, phone, etc. Our invoices are payable within thirty (30) days. Citygate’s billing terms are net thirty (30) days plus two percent (2%) for day thirty-one (31) and two percent (2%) per month thereafter. Our practice is to send both our monthly status report and invoice electronically. If we are selected for this project, we will request the email for the appropriate recipients of the electronic documents.
Hard copies of these documents will be provided only upon request. We prefer to receive payment through ACH Transfer, if available.
We request that ten percent (10%) of the project cost be advanced at the execution of the contract, to be used to offset our start-up costs. This advance would be credited to our last invoice.
City of La Mesa, CA
Proposal to Perform a Staffing and Resource Analysis for the Police Department Section 5—Contract Experience – References page 31
SECTION 5—CONTRACT EXPERIENCE – REFERENCES
As requested in the City’s RFP, the following are references for projects with a scope of services similar to that outlined for this analysis, with the most recent being listed first. Citygate has an outstanding track record with our clients, and many repeatedly utilize Citygate’s capabilities. We strongly encourage the City to contact any of our project references—they are golden.
These project references demonstrate Citygate’s stellar experience to perform these services. The scope of work for each project is described in Section 3—Statement of Qualifications.
Reference #1
Company Name City of Oceanside Police Department
Address 3855 Mission Ave.
City Oceanside
State CA
Zip 92058
Phone (760) 435-4900
Fax n/a
Email [email protected]
Principal Chief Stewart Gary, MPA (Citygate Associates, LLC) Contact Name Sean Marchand, Captain, Support Operations Division Contact Phone (760) 435-4900
Reference #2
Company Name City of Jurupa Valley Police Department
Address 8930 Limonite Ave.
City Jurupa Valley
State CA
Zip 92509
Phone (951) 332-6464
Fax n/a
Email [email protected]
Principal Chief Stewart Gary, MPA (Citygate Associates, LLC) Contact Name Rob Butler, City Manager
Contact Phone (951) 332-6464
City of La Mesa, CA
Proposal to Perform a Staffing and Resource Analysis for the Police Department Section 5—Contract Experience – References page 32
Reference #3
Company Name City of Minnetonka Police Department
Address 14600 Minnetonka Blvd.
City Minnetonka
State MN
Zip 55345
Phone (952) 939-8551
Fax n/a
Email [email protected], [email protected] Principal Undersheriff Gary Elliott, MS (Citygate Associates, LLC) Contact Name Scott Boerboom, Chief of Police
Contact Phone (952) 939-8551
Reference #4
Company Name City of Elk Grove Police Department
Address 8400 Laguna Palms Way
City Elk Grove
State CA
Zip 95758
Phone (916) 627-3300
Fax n/a
Email [email protected]
Principal Chief Stewart Gary, MPA (Citygate Associates, LLC) Contact Name Bobby Davis, Chief of Police
Contact Phone (916) 627-3300
City of La Mesa, CA
Proposal to Perform a Staffing and Resource Analysis for the Police Department Section 5—Contract Experience – References page 33
Reference #5
Company Name City of Pasco Police Department
Address 215 W. Sylvester St.
City Pasco
State WA
Zip 99301
Phone (509) 545-3481
Fax n/a
Email [email protected]
Principal Chief Stewart Gary, MPA (Citygate Associates, LLC) Contact Name Ken Roske, Chief of Police
Contact Phone (509) 545-3481
APPENDIX A
CODE OF ETHICS
Code of Ethics
CODE OF ETHICS
CLIENTS
1. We will serve our clients with integrity, competence, and objectivity.
2. We will keep client information and records of client engagements confidential and will use proprietary client information only with the client’s permission.
3. We will not take advantage of confidential client information for ourselves or our firms.
4. We will not allow conflicts of interest which provide a competitive advantage to one client through our use of confidential information from another client who is a direct competitor without that competitor’s permission.
ENGAGEMENTS
5. We will accept only engagements for which we are qualified by our experience and competence.
6. We will assign staff to client engagements in accord with their experience, knowledge, and expertise.
7. We will immediately acknowledge any influences on our objectivity to our clients and will offer to withdraw from a consulting engagement when our objectivity or integrity may be impaired.
FEES
8. We will agree independently and in advance on the basis for our fees and expenses and will charge fees and expenses that are reasonable, legitimate, and commensurate with the services we deliver and the responsibility we accept.
9. We will disclose to our clients in advance any fees or commissions that we will receive for equipment, supplies or services we recommend to our clients.
PROFESSION
10. We will respect the intellectual property rights of our clients, other consulting firms, and sole practitioners and will not use proprietary information or methodologies without permission.
11. We will not advertise our services in a deceptive manner and will not misrepresent the consulting profession, consulting firms, or sole practitioners.
12. We will report violations of this Code of Ethics.
The Council of Consulting Organizations, Inc. Board of Directors approved this Code of Ethics on January 8, 1991. The Institute of Management Consultants (IMC) is a division of the Council of Consulting Organizations, Inc.
APPENDIX B
PROJECT TEAM RESUMES
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CITYGATE ASSOCIATES, LLC STEWART W. GARY, MPA
Mr. Gary is the Public Safety Principal for Citygate Associates. Over the last 22 years, he has performed over 400 organizational and deployment studies on public safety departments and has led numerous police services projects, policy evaluations, and Citygate’s most recent after-action review for Los Angeles County. Chief Gary is the retired Fire Chief of the Livermore-Pleasanton Fire Department in Alameda County, California. As Public Safety Principal, he leads Citygate’s fire, emergency medical services, and police practices. After he led Citygate’s law enforcement and fire services teams to successfully complete the Woolsey AAR for Los Angeles County, the Board passed a motion to retain him specifically, by name, for implementation oversight related to the report’s recommendations. He also has eight years of experience as an elected official, five of which were as a city council member. He understands the needs of the policy makers to represent their community.
Mr. Gary started his career with the City of Poway in San Diego County, attaining the rank of Battalion Chief / Fire Marshal. He subsequently served as the Administrative Battalion Chief for the Carlsbad Fire Department in San Diego County. He was appointed Fire Chief for the City of Livermore, California in January 1994, and two years later, he successfully facilitated the peer-topeer merger of the Livermore and Pleasanton Fire Departments into one seamless 10-company department from which he retired as Chief. This successful consolidation was awarded the esteemed Helen Putnam Award for Excellence and Innovation by the California League of Cities in 1999.
Mr. Gary has both a bachelor’s and master’s degree in Public Administration from San Diego State University. He holds an associate degree in fire science from Miramar Community College in San Diego and a certificate in fire protection administration from San Diego State, and he has attended hundreds of hours of seminar course work in fire protection.
Mr. Gary has served in elected professional positions, including: President, California League of Cities, Fire Chiefs Department; and Chairperson, San Diego County Paramedic Agencies. He has been involved in progressive responsibility for creating or implementing fire protection policy on the local, state, and national levels. He has served as a board member representing cities on the California Office of Emergency Services-Firescope Board and served two terms as the fire chief representative on the California League of Cities Board of Directors. Mr. Gary served on the Livermore School District Board and served as an elected official on the City of Livermore City Council.
Relevant Experience:
Since starting his consulting career with Citygate Associates in 2001, Chief Gary has successfully worked on, managed, or directed over 400 consulting projects. Some of the highlights and recent projects include:
◆ Currently serving as Public Safety Principal and Project Director for an independent operational and organizational assessment for the City of Oceanside Police Department, affecting current, future, and long-term organizational, strategic, and operational plans.
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◆ Served as Public Safety Principal and Project Director for a police staffing and efficiency study for the City of Elk Grove, California. ◆ Currently serving as Public Safety Principal and Project Manager to perform a comprehensive operations and staffing assessment for the Police Department in the City of West Sacramento, California.
◆ Served as Public Safety Principal to perform a comprehensive public safety deployment and performance review of the Police and Fire Departments for the City of Glendale, Arizona.
◆ Currently serving as Public Safety Principal, JPA Feasibility Specialist, and Project Manager for a study of hybrid public safety models for the City of Jurupa Valley, California, a follow-on study to Citygate’s 2021 feasibility analysis regarding Cityprovided police services. ◆ Served as Public Safety Principal, Joint Powers Authority Feasibility Specialist, and Project Manager for a comprehensive City-provided police department feasibility study for the City of Jurupa Valley, California. ◆ Serving as Public Safety Principal and Project Director for a comprehensive management study for the Lawrence Police Department in Lawrence, Kansas. ◆ Served as Public Safety Principal to perform a comprehensive services delivery and staffing review of the Monterey County Sheriff’s Department. ◆ Served as Public Safety Principal and Fire Project Manager for an operations assessment for the Police and Fire Departments in the City of Orem, Utah, part of which will include a fire department Standards of Coverage assessment and a police field operations review.
◆ Served as Public Safety Principal and Project Director for a Police Department Strategic Plan for the City of Pasco, Washington.
◆ Served as Public Safety Principal and Local Knowledge Connection for a comprehensive services delivery and staffing review of the San Luis Obispo Police Department.
◆ Served as Public Safety Principal for Citygate’s police department consolidation feasibility assessment for the Cities of Burlingame and San Mateo, California. ◆ Served as Public Safety Principal to assist the City of Temecula, California, in estimating the size and likely parcel assessment needed for a single in-town police facility.
Relevant Non-Citygate Experience:
◆ In 2002, Mr. Gary led a seminar that taught the Standards of Coverage (SOC) methodology to members of the Clark County Fire Department. ◆ In 2005 and into 2006, Mr. Gary coached and assisted the Clark County Fire Department with the initial draft of their rural SOC documents. He advised County GIS on how to prepare the necessary mapping and response statistics analysis. He then coached the project manager on collecting risk assessment information on each
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rural area, which he then wove into an integrated draft set of risk statements and proposed response policies for each rural area.
◆ In 2000, Mr. Gary was the lead deployment consultant on a team that developed a new strategic plan for the San Jose Fire Department. The final plan, which used the accreditation system methods and SOC tools, was well received by the Department and City Council, which accepted the new strategic plan on a 9–0 vote. ◆ In 1996, Mr. Gary successfully studied and then facilitated the peer-to-peer merger of the Livermore and Pleasanton Fire Departments into one seamless 10-company department for which he served as Chief. The LPFD represents one of the few successful city-to-city fire mergers in California. The LPFD consisted of 128 total personnel with an operating budget for fiscal year 2000/2001 of $18 million.
Service was provided from eight stations and a training facility, with two additional stations under construction.
◆ In 1995, Mr. Gary began working with the International Association of Fire Chiefs and International City Management Association Accreditation project on the SOC system for fire service deployment. He reworked the material into a California manual and annually taught a 40-hour course for the California Fire Academy for many years. He conducts seminars on this deployment methodology for the International Fire Chiefs across the United States and Canada. ◆ In 1994, Mr. Gary effectively led the Livermore Fire Department’s addition of paramedic firefighters on all engines to increase service. Previously the Alameda County regional system was under-serving Livermore, and the local hospital emergency room was closing. Residents and the City Council approved a local EMS supplemental property tax assessment (successfully revoted after Proposition 218) to help pay for this increased service. In 1995, Mr. Gary assisted the City Council and the firefighters’ union in reaching a new understanding on staffing, and a fifth Fire Company was added to better serve the northwest area of Livermore. ◆ During his tenure in Carlsbad, he successfully master-planned and opened two additional fire stations and developed the necessary agreements between the development community and the City Council.
◆ Mr. Gary has developed fire apparatus replacement plans; procured fire apparatus; supervised the development of community disaster preparedness and public education programs; facilitated permit streamlining programs in the Fire Prevention and Building Departments; improved diversity in the Livermore Fire Department by hiring the first three female firefighters in the City; supervised the Livermore City Building Department, including plan check and inspection services for two years; and master-planned future growth in the north Livermore area for an additional 30,000 people in a “new town” area.
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◆ Mr. Gary facilitated a successful regional dispatch consolidation between Poway and the City of San Diego Fire Department. He developed and implemented fire department computer records systems for Carlsbad and Livermore. ◆ Mr. Gary has been a speaker on the proper design of information systems at several seminars for Fire Chiefs, the California League of Cities, and the Fortune 100. He has authored articles on technology and deployment for national fire service publications.
◆ Mr. Gary is experienced as an educator in teaching firefighting, paramedicine, and citizen CPR programs. As a community college instructor, he taught management and fire prevention. He has been an instructor for State Fire Training and the San Diego Paramedic program.
Instructor and Lecturer:
◆ Instructor and lecturer on fire service deployment for the Commission on Fire Accreditation SOC methodology. Over the last five years, Mr. Gary has presented one-day workshops across the US and Canada to fire chiefs. Presentations have included:
➢ The International Association of Fire Chiefs Convention ➢ US Navy Fire Chiefs in Norfolk, Virginia
➢ US Air Force Fire Chiefs at the USAF Academy in Colorado Springs, Colorado
➢ Seattle-area Fire Chiefs
➢ Fire Chiefs Association of British Columbia in Vancouver ➢ The Michigan/Indiana Fire Chiefs Association School at Notre Dame University
➢ The California Fire Training Officers annual workshop ◆ Developed and taught the 40-hour course in fire deployment methods for the California Fire Academy for seven years. Over 250 fire officers have been trained in this course.
Presentations:
◆ “Mapping the Future of Fire.” First-ever fire service technology conference, October 2000, Dallas, Texas. Outlined fire service needs, especially for GIS mapping and mobile data technologies in the fire service.
Publications:
◆ Edited, partially wrote, and co-developed the second, third, and fourth editions of the Commission on Fire Accreditation Standards of Response Cover Manual.
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◆ “System of Cover: Using the Accreditation Commission’s SOC systems approach for deployment,” Fire Chief, February 2001.
◆ “Data to Go: Designing and implementing wireless data technologies for the fire service,” Fire Chief, December 2000.
Memberships:
◆ International Association of Fire Chiefs – Fairfax, Virginia ◆ California Fire Chiefs Association – Rio Linda, California ◆ National Fire Protection Association – Quincy, Massachusetts
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CITYGATE ASSOCIATES, LLC GARY T. ELLIOTT, JR., MS
Gary Elliott has 30 years of experience in law enforcement at all levels of the organization culminating as the second in command of a medium-sized Sheriff’s Office in California, with duties and authority across the entire spectrum of the agency. His experience with the Department includes 18 years on the Special Weapons and Tactics Team as a tactical operator, team leader, and commander. He also served in the Investigations Bureau for approximately seven years, first as detective, then as detective sergeant (supervisor), and finally as the Investigative Services Commander. He investigated, supervised, or managed hundreds of criminal cases ranging from low-level property crimes, such as fraud, to complex homicide investigations. Mr. Elliott also has extensive leadership experience as a commissioned officer in the United States Army Reserve. He retired at the full rank of Colonel in September of 2018 after with 35 years of service.
Relevant Experience:
The following is a selection of Mr. Elliott’s consulting experience since joining Citygate:
◆ Currently serving as Police Services Senior Associate for an independent operational and organizational assessment for the City of Oceanside Police Department, affecting current, future, and long-term organizational, strategic, and operational plans.
◆ Currently serving as Police Services Senior Associate to perform a comprehensive operations and staffing assessment for the Police Department in the City of West Sacramento, California.
◆ Currently serving as Police Services Senior Associate and Project Manager for a comprehensive operations and staffing assessment of the Police Department in the City of Minnetonka, Minnesota.
◆ Served as Law Enforcement Services Specialist to assist with a comprehensive and neutral external review of the Woolsey Fire Incident on behalf of the Los Angeles County Office of Emergency Management.
◆ Served as Police Services Senior Associate for a Police Department facilities review and headquarters/facilities siting study for the City of Riverside, California, with the goal of developing a new police headquarters facility within the City that optimizes operational services to the community.
◆ Served as Police Services Senior Associate for a Police Department Strategic Plan for the City of Pasco, Washington.
◆ Served as Police Services Senior Associate for a study of hybrid public safety models for the City of Jurupa Valley, California, a follow-on study to Citygate’s 2021 feasibility analysis regarding City-provided police services. ◆ Served as Police Services Senior Specialist for a comprehensive City-provided police department feasibility study for the City of Jurupa Valley, California. ◆ Served as Senior Police Services Associate for an operations assessment for the Police and Fire Departments in the City of Orem, Utah, part of which included a Fire Department Standards of Coverage assessment and a police field operations review.
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◆ Served as Police Services Senior Associate to assist the City Council in the City of Coachella, California, in a workshop discussion to consider the methods of studying policing services.
◆ Served as Police Services Senior Associate for a feasibility assessment of establishing a Police services Joint Powers Authority for up to seven cities in Riverside County, California, which include Lake Elsinore, Canyon Lake, Jurupa Valley, Moreno Valley, San Jacinto, Temecula, and Wildomar. ◆ Served as Police Services Specialist to assist the City of Temecula, California, in estimating the size and likely parcel assessment needed for a single in-town police facility.
Employment:
Undersheriff
Solano County Sheriff’s Office, Fairfield, California February 1989–February 2019 ◆ Managed the day-to-day operations of the organization, including four major functional divisions: Field Operations, Custody, Office of Emergency Services, and Administration.
◆ Spent over 18 years as member of the Department’s Special Weapons and Tactics Team as a tactical operator, team leader, and commander. ➢ Participated in, planned, supervised, and/or commanded practically every critical incident that the Department was involved in during tenure on the team.
◆ Served in the Investigations Bureau for approximately seven years, first as Detective, then as the Detective Sergeant (supervisor), and finally as the Investigative Services Commander.
➢ Investigated, supervised, and/or managed hundreds of criminal cases ranging from low-level property crimes,such as fraud, to complex homicide investigations.
◆ As a Captain and Custody Division Commander, served as the Sheriff’s principle advisor on prison realignment.
➢ Entailed a paradigm shift in responsibilities for managing some criminal offenders from the state prison system to the county jail and probation systems.
Colonel
United States Army Reserve, Mountain View, California January 1983–September 2018 ◆ Served as the Operations Officer of a Military Intelligence Battalion in Iraq during Operation Iraqi Freedom from November 2004 to October 2005. ➢ Awarded the Bronze Star Medal for meritorious service. ◆ Served as a small group leader (instructor) for the US Army’s Command and General Staff Officer’s Course for three years.
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➢ As a junior military police officer in the California Army National Guard, deployed to several domestic support operations to assist public safety during local emergencies, including wildfires, floods, and riots.
Education:
◆ Master of Science in Administration of Justice and Security, University of Phoenix – 2011
◆ Bachelor of Science in Management, Upper Iowa University – June 2003 ➢ Graduate with Honors
◆ Associate of Science in Business Administration, Solano Community College – 1993
Certificates:
◆ California Commission on Peace Officer Standards and Training Management Certificate
◆ FBI National Academy Session 235 Certificate in Police Management – December 2008
◆ US Army Command and General Staff Officer Course Certificate in Leadership – June 2008
◆ Robert Presley Institute of Criminal Investigation Certificate in Homicide Investigation – 2000
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CITYGATE ASSOCIATES, LLC JOHN CARLI, MS
Chief John Carli has 32 years of experience in law enforcement and is recognized as a progressive and innovative leader who promotes best practices in officer safety and wellness. Even after retiring in March 2021, Chief Carli has been an outspoken advocate and thought leader for the profession, with his most relevant work focusing on national best practices in policing, community engagement, and officer safety and wellness. He was instrumental in implementing body-worn cameras to all officers in his agency as early as 2009. In the summer of 2016, Chief Carli was summoned to the White House to meet with President Obama in the wake of national high-profile officer-involved fatal encounters. Since then, he has dedicated his time and efforts to improve the profession and implement meaningful change. His preventive approach to promoting this culture of wellness led to the development of a unique law enforcement wellness app that was recently highlighted at the Police Executive Research Forum (PERF) national town hall meeting focusing on police officer suicides. More recently in 2020, the Vacaville Police Department, under his leadership, received the National Law Enforcement Memorial Fund Destination Zero Award within the category of General Officer Safety.
Chief Carli is a nationally recognized authority regarding use-of-force and de-escalation in policing, particularly addressing public trust and police legitimacy. He is an Executive Fellow with the National Police Foundation, focusing on the continuous improvement within the policing profession throughout his career. Even after retirement, Chief Carli continues to serve as chair of the California Police Chief Association’s Data Sharing Task Force, which works closely with industry stakeholders, technology leaders, and the California Department of Justice. He is also a representative on the California Attorney General’s Advisory Committee. He holds a master of science degree in Strategic Leadership and is a graduate of PERF’s Senior Management Institute for Police.
Relevant Experience:
◆ Currently serving as Police Services Senior Associate for an independent operational and organizational assessment for the City of Oceanside Police Department, affecting current, future, and long-term organizational, strategic, and operational plans.
◆ Currently serving as Police Services Senior Associate for a Police Department comprehensive operations and staffing assessment for the City of West Sacramento, California.
◆ Currently serving as Police Services Senior Associate for a comprehensive operations and staffing assessment of the Police Department for the City of Minnetonka, Minnesota.
◆ Served as Police Services Senior Associate for a study of hybrid public safety models for the City of Jurupa Valley, California, a follow-on study to Citygate’s 2021 feasibility analysis regarding City-provided police services.
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Employment:
Vacaville Police Department in Vacaville, California
Chief of Police 2014–2021
◆ Led a municipal police department of more than 200 employees and an annual budget of $42 million that was responsible for the safety and security of a resident population of 103,000.
◆ Maintained FBI “Secret” security clearance status; managed the Department’s Criminal Justice Information System security requirements per FBI and California Department of Justice standards.
◆ Implemented hardware/software solutions to improve public safety and security, including a Citywide license plate recognition camera system, a computer-aided dispatch / records management system, intelligence monitoring, body-worn cameras, and a new regional public safety radio communication system, including the development of radio towers.
◆ Participated in a national summit on high hazard professions, serving as a subjectmatter expert on de-escalation and use-of-force policy and providing input and testimony on proposed legislation.
◆ Created several best-practice solutions, including the development of a first responder wellness app software platform, which includes resources and access to tele-therapy.
◆ Recognized as the top agency in the nation in 2020 by the National Law Enforcement Officers Memorial Fund, receiving the Destination Zero Award in the area of Officer Safety and Wellness.
◆ Developed an advanced learning model for critical decision-making and implemented a virtual reality training center for police officers.
Senior Police Lieutenant 2010–2014
◆ Served as Investigative Services Division Commander, the senior Second-inCommand officer within the Department from 2011 to 2014. ➢ Managed all operations within the Investigative Services Division, including hiring, staffing, training, professional development, and support of all programs and personnel; acted as Department public information officer during critical events.
➢ Provided direction and guidance to managers and supervisors within the following Department sections: Investigations, Narcotics, Crime Suppression, Evidence, Youth Services, Special Victims Unit, Family Resource Center, Crime Prevention, and Crime Analysis.
➢ Established a computer crime response lab with advanced technical capabilities and trained staff capable of the highest level of expert investigative techniques.
◆ Served as Field Operations Division Commander from 2010 to 2011.
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➢ Managed all operations within the Patrol and Traffic sections, including staffing, training, and professional development.
➢ Offered direction and guidance to managers and supervisors and mentored personnel.
➢ Developed and implemented Department policies, wrote grants, and managed budgets.
➢ Appointed as the SWAT Commander; deployed the SWAT / Hostage / Mobile Field Force specialized units and directed field operations and coordinated police response during critical incidents.
Senior Police Sergeant 2005–2010
◆ Served as the Office of Professional Standards Supervisor from 2009 to 2010, performing complex internal investigations and investigating citizen complaints involving police personnel; assisting in state and federal civil litigations; working closely with the City Attorney’s Office; and implementing a body-worn video recorder program for officers to reduce liability, improve professionalism, and increase credibility in criminal prosecutions.
◆ Served as Technical Projects Manager from 2005 to 2009, coordinating technology projects, including public video monitoring, a Countywide Emergency Notification System, mobile computers, Automated Crime Analysis, and Wireless 9-1-1. ◆ Served on Solano Regional geographic information systems initiatives and worked closely with other City department managers in a collaborative effort to share innovative technology applications.
Police Sergeant 2003–2005
◆ As Patrol Supervisor, supervised and directed police operations and managed comprehensive community events; served as Critical Incident Negotiating Team Supervisor, managing critical incidents; and served as a Firearms Instructor Supervisor, responsible for all Department firearms training and the management of the shooting range.
Vacaville Police Department and the Northern California Computer Crimes Task Force Police Detective / Computer Crimes Investigator 1999–2003 Vacaville Police Department and Rohnert Park Department of Public Safety Police Officer / K9 Officer / Field Training Officer 1989–1999 Napa Community College
Police Academy Instructor 2001–2016
ABC Events
Regional Event Security Manager 1997–2009
Education:
◆ Master of Science in Strategic Leadership, Mountain State University – 2009
Project Team Resumes page 12
◆ Bachelor of Science in Criminal Justice Management, Union Institute and University – 2005
◆ Associate of Science in Criminal Justice, Solano Community College – 2001 Certificates and Professional Development:
◆ California Commission on Peace Officer Standards and Training Executive Certificate – 2016
◆ Graduate of the Senior Management Institute for Police, Police Executive Research Forum in Boston, Massachusetts – 2013
◆ Graduate of the Los Angeles Police Department Leadership Program – 2012 Professional Affiliations:
◆ National Police Foundation – Executive Fellow
◆ International Association of Chiefs of Police
◆ California Police Chiefs Association
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CITYGATE ASSOCIATES, LLC THOMAS WOODWARD
Mr. Woodward has 25 years of law enforcement experience serving in a variety of positions with the Arizona Department of Public Safety (DPS) and the Arizona High Intensity Drug Trafficking Area. The unique nature of the Arizona DPS role in law enforcement throughout the state gave him valuable experience in working closely with agencies of all sizes and jurisdictions, including large and small municipalities, remote and urban counties, tribal agencies, and a variety of federal agencies. Mr. Woodward has patrol experience in both remote and urban areas at ranks ranging from officer to commander. His investigative experience includes liquor violations, fraud, narcotics, organized crime, intelligence, terrorism, internal investigations, and public corruption.
His incident command experience includes officer-involved shootings, large-scale incidents on the Phoenix metropolitan freeway, demonstrations at the state capitol, and presidential escorts. While assigned to the Inspections Unit, he conducted detailed comprehensive audits of agencies throughout the state. He was also the project manager for the first state-level/statewide photo enforcement program in the nation. Other areas of his experience include human resources, media relations, and legislative testimony. After retiring from Arizona DPS as Commander of Highway Patrol operations on the Phoenix metropolitan freeway system in 2010, he accepted a position as Training Director for the Arizona High Intensity Drug Trafficking Area. As a Training Director, he ran a dynamic training program, with classes attended by both sworn and civilian law enforcement personnel from throughout the country. These classes were recognized by the Arizona Peace Officer Standards and Training Board, Northern Arizona University, and Wayland Baptist University. Mr. Woodward has a bachelor’s degree in Business Management and is a graduate of the Federal Bureau of Investigation National Academy and the Police Traffic Management course at the Institute of Police Management and Training.
Experience:
Director – Arizona Regional Training Initiative
Arizona High Intensity Drug Trafficking Area August 2015–August 2017 ◆ Led a dynamic training program attended by students from throughout the United States. Classes covered a wide variety of topics, were attended by all ranks of sworn and civilian personnel and ranged from 4 to 80 hours in length. All classes were recognized by Arizona Police Officer Standards and Training (AZPOST), and several classes were recognized for college credit by Northern Arizona University and Wayland Baptist University.
Commander – Metro Highway Patrol Bureau
Arizona Department of Public Safety June 2006–April 2010 ◆ Commanded a patrol bureau of 275 authorized positions patrolling the Phoenix metropolitan freeway system.
◆ Coordinated high-profile Incident Command for major freeway events as well as volatile demonstrations at the Arizona State Capitol and presidential escorts. ◆ Served on numerous Critical Incident Review Boards.
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◆ Directed administration of numerous budgets including State General Funds, State Grants, Racketeer Influenced and Corrupt Organization (RICO) Grants, and Federal Grants.
◆ Improved the use of intelligence by patrol officers by partnering with the East Valley Fusion Center.
Commander/Project Manager – Photo Enforcement Program
Arizona Department of Public Safety January 2008–October 2009 ◆ Developed the first state-level/statewide photo enforcement program in the nation. ◆ Directed the development of a detailed, high-profile, large-scale Request for Proposal (RFP).
◆ Partnered with numerous stakeholders within state, county and municipal governments and the private sector.
◆ Conducted briefings and testimony for the Arizona Governor’s Office and State Legislature.
◆ Coordinated high profile press releases and interviews for local and national media. ◆ Conducted presentations at law enforcement and highway safety conferences. ◆ Successfully represented the State of Arizona during a 2013 trial for a $7 million wrongful death lawsuit related to the homicide of a photo enforcement vehicle operator.
Lieutenant – Agency Support Division Staff
Arizona Department of Public Safety February 2005–April 2005 ◆ Completed administrative tasks and special projects including the Division Strategic Plan, detailed management reports, and the implementation of an automated fleet management system.
Lieutenant – Central Patrol Bureau Staff
Arizona Department of Public Safety May 2004–February 2005 ◆ Assisted the Central Patrol Bureau Commander with all areas of operations including preparation of detailed management reports, Internal Affairs investigations, media requests, legislative inquiries, fleet management, racial profiling instruction at citizen academies and officer academies, and traffic safety presentations at corporate safety meetings.
Lieutenant – Intelligence Investigations District
Arizona Department of Public Safety April 2003–May 2004 ◆ Commanded the operations of the Intelligence Investigation District comprised of sworn agents, civilian intelligence analysts, and intelligence research specialists. ◆ Contributed to the development of the Arizona Counter Terrorism Information Center.
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◆ Coordinated the implementation of the automated Arizona Criminal Intelligence System.
Lieutenant – Canine District
Arizona Department of Public Safety January 2001–April 2003 ◆ Commanded a criminal interdiction unit of approximately 25 canine units during the seizure of 78,646 pounds of marijuana, 1,721 pounds of cocaine, 287 pounds of methamphetamine, and $4,857,588 in U.S. currency.
◆ Testified in court proceedings and provided media interviews regarding highprofile racial profiling allegations involving the American Civil Liberties Union. ◆ Served as a Racial Profiling Subject Matter Expert for Arizona Police Officer Standards and Training (AZPOST).
Lieutenant – Highway Patrol District Commander
Arizona Department of Public Safety November 1999–January 2001 ◆ Commanded a rural highway patrol district of approximately 60 officers covering 1,500 miles of highway in Northeastern Arizona, including three major Indian reservations.
◆ Partnered on a regular basis with leadership from federal, state, county, and tribal agencies.
Sergeant/Officer
Arizona Department of Public Safety October 1987–November 1999 ◆ Conducted detailed Inspections and Control Unit audits of internal departmental units and outside agencies throughout the state covering all areas of operations, including community relations, hiring, compensation, budget, grant administration, RICO funding, property and evidence, fleet administration, technology, operational communications, policy, internal investigations, discipline, training, equipment, organizational structure, promotional processes, EEO, and employee morale. ◆ Served in variety of patrol, investigative, and administrative positions.
Education and Professional Development:
◆ Completed 32 credit hours in the Master of Professional Counseling Program at Grand Canyon University, GPA 4.0
◆ Bachelor of Science, Business Management, Arizona State University 1987 ◆ FBI National Academy, Federal Bureau of Investigation (FBI), 2001 ◆ Police Inspections, University of North Florida Institute of Police Technology and Management, 1997
◆ Certificate in Public Sector Human Resource Management, Council on Education in Management/George Washington University, 2005
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◆ Command Level National Incident Management System (NIMS) Certification, U.S. Department of Homeland Security, 2009
◆ Police Traffic Management, University of North Florida Institute of Police Technology and Management, 2000
◆ Leadership Development, Arizona Regional Community Policing Institute/Arizona State University Advanced Public Executive Program, 1998 ◆ Leadership Through People Skills, Psychological Associates, 2002 ◆ Policing the Mentally Ill, Public Safety Alliance, 2017 ◆ Racial Profiling Symposium, Northwestern University, 2001 and 2005 ◆ Drug Unit Commander Leadership Course, Drug Enforcement Agency (DEA) and Arizona High Intensity Drug Trafficking Area (HIDTA), 2016 ◆ Training Coordinator Conference, National High Intensity Drug Trafficking Area (HIDTA), 2016
◆ Intelligence Analyst Basic, Advanced, and Supervisor Courses, National High Intensity Drug Trafficking Area (HIDTA), 2016-2017
◆ Basic, Advanced, and Supervisor Courses, National High Intensity Drug Trafficking Area (HIDTA), 2016-2017
Professional Memberships (Past and Current):
◆ FBI National Academy Associates
◆ Police Executive Research Forum
◆ Arizona Association of Chiefs of Police
◆ Northern Arizona Police Association
◆ Four States Police Association
◆ Association of Threat Assessment Professionals
◆ Association of Law Enforcement Intelligence Units
◆ Arizona Law Enforcement Canine Association
◆ Valley Leadership
◆ Phoenix 100 Club
◆ Horse Rhythm Foundation Law Enforcement Advisory Committee Honors and Awards:
◆ Director’s Unit Citation, Human Resources, 2007
◆ Director’s Unit Citation, Arizona Counter Terrorism Information Center, 2004 ◆ Director’s Unit Citation, Special Operations Unit Tactical Canine Program, 2003 ◆ Director’s Unit Citation, Canine Unit, 2002
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CITYGATE ASSOCIATES, LLC RALPH BROWN, MIS
Mr. Brown joined the Contra Costa County Office of the Sheriff as a deputy in October 2001, where he served for 11 years before retiring at the rank of Lieutenant. During his tenure, he held assignments in custody, patrol, training, and administration. As a Lieutenant, Mr. Brown served as the assistant Patrol Division commander and watch commander. He was responsible to represent the Sheriff’s Office at various public meetings, track all personnel in the Division, and complete numerous projects under budget and on time. As a Sergeant, Mr. Brown served in the Professional Standards Unit investigating policy and criminal complaints, revising policy, assisting risk management, and providing perspective at round table meetings with Sheriff’s Office executive staff. He also served in the Patrol and Custody Divisions. As a Deputy, Mr. Brown served in the Patrol, Custody, and Training Divisions. During his service in the Training Division, he served as the department training coordinator. He was responsible to ensure the training compliance of all sworn personnel to Standards and Training for Corrections and the California Commission on Peace Officer Standards and Training (POST) standards.
During his tenure with the Contra Costa County Sheriff’s Office, Mr. Brown sat on several volunteer committees, including the Sheriff’s Technical Advisory Committee, which was charged with developing technology solutions to increase efficiency. He was the project manager and developer of the Sheriff’s Intranet project. Collaborating with the Technical Services Division, he designed and deployed an Intranet server and created an internal website to house information for employees and all worksite locations. The project provided all-hours access to forms, vacancies, events, and promotional opportunities.
In June 2014, Mr. Brown accepted a position as a law enforcement consultant with POST. He served in the Basic Training Bureau as the basic course certification and review manager auditing police academies across the State. He investigated a college academy that ultimately resulted in decertification. He also served as the legislative consultant and public information officer. In 2016, he was promoted to Bureau Chief where he managed the Training Program Services and Training Delivery and Compliance Bureaus. He and his staff ensured quality training programs were delivered to over 80,000 peace officers and 9,000 public safety dispatchers, while certifying over 4,000 courses. He managed over $7 million in contractual training services and oversaw more than 20 personnel to ensure compliance with California Department of Human Resources standards.
Beginning in 1993, Mr. Brown served in the Fairfield Police Department for seven years as a patrol officer and community-orientated policing and problem-solving officer in the Special Investigations Division. He began his career in law enforcement in 1990 at the Suisun City Police Department, where he served as a patrol officer and field training officer.
During his career, Mr. Brown was on the boards of numerous charitable groups related to civic and law enforcement, including as a board member for the One Hundred Club of Contra Costa County, which provides financial assistance to the surviving families of peace officers and fire personnel killed in the line of duty. He has a bachelor’s degree in business management and a master’s degree in information systems.
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Relevant Experience:
The following is a selection of Mr. Brown’s consulting experience since joining Citygate:
◆ Currently serving as Police Services Senior Associate and Project Team Lead to perform a comprehensive operations and staffing assessment for the Police Department in the City of West Sacramento, California.
◆ Served as Police Services Senior Associate for a police staffing and efficiency study for the City of Elk Grove, California.
◆ Served as Police Services Senior Associate and Project Manager for a Police Department Strategic Plan for the City of Pasco, Washington.
Employment:
California Commission on Peace Officer Standards and Training 2014–2020 Bureau Chief
◆ Led personnel during organizational change to foster operational efficiency and personal accountability; managed organizational change for the Training Delivery and Compliance Bureau; assisted with POST’s first up-stream evaluation process; developed desk manuals; created the Bureau Operations Manual; and established training manual consultants.
Law Enforcement Consultant
◆ Monitored over 200 bills; authored bill amendments; collaborated with legislators and their staff; testified at committee hearings; and authored bill analysis for the Governor’s Office.
Contra Costa County Sheriff’s Office 2001–2012
Sheriff’s Lieutenant
◆ Provided leadership through organization and budgeting and led personnel to improve public safety and enhance the quality of life while advancing the mission of the Sheriff's Office.
◆ As Assistant Patrol Division Commander, tracked Field Operations personnel through lateral and promotional moves; supervised the Field Training Officer program; supervised office support staff; managed multiple projects with various completion deadlines; and represented the Division Commander at allied agency meetings.
◆ As Patrol Watch Commander for the entire County, served as highest ranking member of the Office during evening hours; managed resources to ensure service delivery; and met with custody, patrol, and communications supervisors to ensure needs were met.
Sheriff’s Sergeant
◆ Responsible for the development, evaluation, and behavioral correction of staff; held positions of custody Sergeant, patrol Sergeant, and internal affairs Sergeant.
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Sheriff’s Deputy
◆ While serving within various positions within the Custody, Patrol, and Training Divisions, ensured Title 15 Standards were met in custodial environment while maintaining control of facility operations; responded to various calls for service; assisted allied agencies; and investigated simple and complex crimes.
Fairfield Police Department / Suisun City Police Department 1990–2001 Police Officer
◆ Performed general enforcement duties, including traffic enforcement, collision investigation, and street crimes enforcement; served as a community-orientated policing and problem-solving officer, using crime reduction techniques while collaborating with various agencies provide safe neighborhoods.
Education and Certification:
◆ Master of Information Systems from University of Phoenix – 2008 ◆ Bachelor of Arts in Business Management from Saint Mary's College – 2004 ◆ Sherman Block Supervisory Leadership Institute at POST, Class #278 – 2006 ◆ POST Management Certificate
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CITYGATE ASSOCIATES, LLC SHAKEEL AJAM, MIS
Mr. Ajam has 30 years of law enforcement information technology (IT) experience. He has worked for the Fairfield Police Department and Solano County Sheriff’s Office as Criminal Justice Information System (CJIS) Administrator and Manager. He has vast experience in CJIS IT, which includes computer-aided dispatch, records management, and JAIL systems, which he has implemented and supported. He has been part of California Police Chief Association’s Data Sharing Task Force for over 15 years.
Mr. Ajam has been regionally recognized as bringing the first Automated Fingerprint Identification System to the Solano County Sheriff’s Office, as well as implementing Solano County’s first Law Enforcement Data sharing system, which allows local agencies to search for CJIS data between agencies. He also implemented Solano County’s first electronic probable cause system between judicial agencies and local law enforcement agencies. He is also a very capable geographic information system (GIS) professional. He has spoken twice at the Esri worldwide user conference in GIS and Public Safety and is very familiar with Phase I/II of the latest generation computeraided dispatch / records management systems, which require positional accuracy in GIS. He led the Solano County GIS team for several years, implementing new cloud-based solutions and national GIS standards within the Department.
Relevant Experience:
The following is a selection of Mr. Ajam’s consulting experience since joining Citygate:
◆ Currently serving as Police Data Specialist for a comprehensive operations and staffing assessment of the Police Department for the City of Minnetonka, Minnesota.
Employment:
Informational Technology Manager
Solano County Sheriff’s Office, Fairfield, California July 2007–April 2020 ◆ Managed the day-to-day IT operations of Solano County Law and Justice, which includes three departments: the Solano County Sheriff’s Office, the District Attorney Office, and the Office of Emergency Services.
◆ Managed IT operations, which include serving as:
➢ Solano County Sheriff’s Automated Regional Information Exchange System (ARIES) Coordinator.
➢ County 9-1-1 GIS Geo-Comm Administrator.
➢ Representative for Solano County Sheriff’s Office and law enforcement in regional data sharing efforts.
➢ Representative at the Bay Area County of Government Law Enforcement Data Sharing – California State Department of Justice.
➢ Lead for multiple-user and multiple-agency projects like PC-DEC, a unified system with all local law enforcement and Solano Courts with Jail Custody.
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Informational Technology Manager
Fairfield Police Department, Fairfield, California July 2003–February 2007 ◆ Managed IT operations, which included serving as:
➢ 9-1-1 Communication Manager and System Administrator for the Fairfield Police Department.
➢ Software Development Manager for the City of Fairfield, including supervisory duties.
➢ Systems Project Manager.
➢ Software developer in local government.
Education:
◆ Bachelor’s degree in Management Information Systems, DeVry University – 2006 ◆ Associate degree in Criminal Justice and Crime Analysis, American River College ◆ Future Leader Class Graduation, University of California, Davis Extension Certificates:
◆ iTIL-F Certification – 2017
◆ Employee Commendation Award and commendations from City of Fairfield Chief of Police and City Manager – 2005
Lecturer:
◆ “GIS and Public Safety” – Esri User Conference
◆ “GIS and Public Safety” – 9-1-1 Tritech Public Safety User Conference Skills:
◆ Data analysis and design
◆ Application development
◆ Report writing for Crystal, SSRS, and ad-hoc
◆ Database administration – MS-SQL
◆ Business Intelligence analysis
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CITYGATE ASSOCIATES, LLC ERIC LIND, MBA
Mr. Lind has broad experience in multiple industries, including the high-tech sector and municipal government, the latter of which included two years as a performance improvement analyst. His municipal government experience has largely focused on police, fire, and EMS performance; staffing analysis; facilities location studies; and alternative service delivery modeling. He has used data and business transformation techniques throughout his career across the globe. Mr. Lind is skilled with developing and conducting statistical research to answer operations questions, and he is equally comfortable with survey research. He has two published survey research papers, including one he developed for Rotary International. Mr. Lind is a Lean Six Sigma Certified Black Belt and has a bachelor’s degree and two master’s degrees in International Business, all from different countries.
Relevant Experience:
The following is a selection of Mr. Lind’s consulting experience since joining Citygate:
◆ Currently serving as Statistical and Operational Analysis Associate for an independent operational and organizational assessment for the City of Oceanside Police Department, affecting current, future, and long-term organizational, strategic, and operational plans.
◆ Served as Statistical and Operational Analysis Associate for a police staffing and efficiency study for the City of Elk Grove, California. ◆ Currently serving as Statistical and Operational Analysis Associate for a comprehensive operations and staffing assessment of the Police Department for the City of Minnetonka, Minnesota.
◆ Served as Statistical and Operational Analysis Associate to perform a comprehensive services delivery and staffing review for the Monterey County Sheriff’s Department.
◆ Served as Statistical and Operational Analysis Associate to perform a comprehensive services delivery and staffing review of the San Luis Obispo Police Department.
◆ Served as Statistical and Operational Analysis Associate for a Police Department Strategic Plan for the City of Pasco, Washington.
◆ Served as Statistical, Geographic Information Systems, and Operational Analysis Specialist to perform a comprehensive public safety Master Plan that will enable the Police and Fire-Medical Departments to complete their organizational programmatic goals while falling in line with the General Plan 2035 for the City of Surprise, Arizona, and the City Council Strategic Plan. ◆ Served as Statistical and Operational Analysis Associate for a comprehensive management study for the Lawrence Police Department in Lawrence, Kansas. ◆ Served as Statistical and Operational Analysis Associate for a comprehensive services delivery and staffing review for the Police Department in the City of Eloy, Arizona.
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◆ Served as Statistical, Geographic Information Systems, and Operational Analysis Associate for a public safety staffing study for the City of Woodbury, Minnesota, which entailed a fire services Standards of Coverage and headquarters assessment and a police, fire, and emergency medical services integrated analysis overview. ◆ Served as Statistical, GIS, and Operations Analysis Associate for an operations assessment for the Police and Fire Departments in the City of Orem, Utah, part of which included a Fire Department Standards of Coverage assessment and a police field operations review.
Employment:
Performance Analyst
City of Vancouver, Washington September 2012–August 2014 ◆ Worked with directors across the City to obtain requirements for business transformation projects and led the development, testing, and implementation of business solutions. Provided training to more than 200 City staff on Lean Six Sigma concepts and tools, including the DMAIC (design, measure, analyze, improve, and control) method, statistical process control, hypothesis testing, and others. ◆ Worked closely with the Police Chief and his staff to review several administrative functions, with the goal of staffing the East Precinct front desk within existing budget constraints. Analysis revealed that the purchasing, inventory, and grants management functions could be simplified and reconfigured to staff the East Precinct front desk with no additional labor cost.
◆ Worked closely with the Fire Chief and key staff to define objectives for business transformation projects:
➢ Assessed the use of SUVs to respond to medical calls to reduce response time and cost and to maintain/improve the quality of patient care. Although test results were favorable, alternative tactical configurations were recommended to improve results.
➢ Assessed the optimum composition, configuration, and geographic placement of fire stations given population growth, call volume and location, and budgetary constraints. Results revealed that moving two fire stations would improve response time for critical service areas, as well as improve tactical capability.
➢ Worked with City and County partners to examine medical priority dispatch system code types and prioritize them appropriately. For example, assaults and attempted suicides were reduced from Priority 1 to Priority 2 because police must secure the scene prior to EMS providing service. ◆ Conducted a variety of full life-cycle survey projects from birth-to-earth, including identifying research questions, survey development, data gathering and cleanup, analysis, interpretation, and making recommendations.
◆ With the CFO and finance team, scoped and defined a project aimed at reducing error and cycle time in the Procure-to-Pay process.
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◆ Trained and led a team of Fire Department analysts on the scientific method to help them execute pilot projects successfully from problem definition to solution implementation.
Volunteer Research Analyst
Rotary International, Evanston, Illinois May 2011–December 2011 ◆ In collaboration with the Chief Information Officer and Rotarians across the world, completed a full-scale global marketing research study to determine how Rotary International might better leverage social media technology to help Rotarian volunteers be more effective in their Rotary work.
◆ Worked with Rotary’s Chief Information Officer to identify the research question and develop a scientifically robust survey instrument for testing. ◆ Rotarians were interviewed to develop a qualitative framework of concepts relevant to the research question, and a quantitative survey instrument was developed out of the conceptual framework.
◆ After a pilot test of the survey, a 66-question survey was developed around 14 statistically valid and reliable constructs.
◆ The survey was translated to seven languages, back translated, and distributed to 26,500 Rotarians worldwide, with more than 1,100 valid responses coming from 72 countries. A final 58-page statistical analysis with strategic recommendations was provided to the board of directors, including that Rotary should increase its Facebook presence because it is a significant factor (p<.000 @ 18 percent of the variance) in driving club engagement among Rotarians, particularly for Rotarians who are involved in international, vocational, and youth service projects.
Consultant
Confidential Client, China April 2011–August 2011
◆ Client requested assistance with handling a variety of human resource challenges in advance of a major acquisition-based market expansion. The focus of the project was to identify tools and techniques to facilitate transfer of corporate policy and processes to improve post-acquisition integration. Particular focus was given to knowledge transfer due to Chinese labor market conditions because job-hopping was commonplace in China at the time.
◆ Identified that labor market competitive advantage in the Chinese labor market could be achieved through employee performance planning (e.g. employees with specific objectives to achieve) coupled with corporate support in training, motivation, and performance rewards are better equipped to retain key talent. ◆ Demonstrated how Lean Six Sigma can foster the transfer of tacit knowledge to explicit knowledge with careful inquiry and documentation. ◆ Demonstrated how Lean Six Sigma is an excellent method to measure performance for continued employee development, knowledge management, and process quality control.
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◆ Demonstrated how performance planning helps companies improve quality by partnering with employees to establish mission-aligned performance goals. ◆ Recommended enhancements to company’s corporate training and education programs to improve the reach and effectiveness of employee training while simultaneously reducing training costs.
Graduate Student
ESC Rennes School of Business, Rennes, France September 2010–April 2012 ◆ Completed a dual master of arts degree in international business at ESC Rennes School of Business (otherwise known as École Supérieure de Commerce de Rennes) and Open University in Milton-Keynes, United Kingdom. Courses for both degrees were held in France.
Project Manager
AT&T Global Network Services, Southbury, Connecticut May 1999–June 2010 ◆ AT&T Global Services provides virtual private network services to enterprise customers via its global data network backbone. The Service Delivery team manages an average work in progress of 3,500 customer projects daily, with annual revenues of approximately $4.7 billion worldwide (as of year-end 2010). Directed daily provisioning operations, supervising six provisioning teams consisting of 65 individuals in the US. Supported more than 130 upstream project managers and more than 100 network engineers in North and South America, Europe, and Asia. ➢ Defined and led multiple process improvement projects with statistically significant improvements in cycle-time and variance. Received a Customer Service Excellence Award for these improvement projects, which is awarded to less than 0.1 percent of employees worldwide. ➢ Developed a variety of tools and reports to help detect, control, eliminate, and mitigate process errors, as well as improve flow and cycle time. ➢ Used quantitative data to analyze operational trends and develop and implement strategic quality improvement projects.
➢ Developed and provided training to hundreds of employees in North and South America, Europe, and Asia.
➢ Provided regular progress reports and presentations on quality improvement projects to the division vice president and other senior management. ◆ Other job functions at AT&T included the following:
➢ Transport Manager (2003–2006) – Primarily responsible for ensuring delivery of network services (circuits and permanent virtual circuits) for client projects.
➢ Circuit Build Coordinator (2001–2003) – Primarily responsible for data circuit engineering and circuit delivery.
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➢ Circuit Order Writer (1999–2001) – Primarily responsible for placing vendor purchase orders for data circuits.
Technical Service Manager
TJS Electronics & Peripherals Inc., Bradford, Connecticut February 1997–May 1999 ◆ Tested and assembled product for delivery. Managed product returns and customer service for enterprise clients. Provided training and support to customers as needed. ➢ Slashed average daily inventories by $50,000 USD per month (or five percent of annual revenues) through Just-In-Time / Toyota Production System techniques.
➢ Co-developed one of the first USB external hard discs.
Education:
◆ Master of Arts in International Business from École Supérieure de Commerce de Rennes – 2012
◆ Master of Arts in International Business from Open University – 2012 ◆ Bachelor of Science in International Business from Quinnipiac University – 2008 ➢ Magna Cum Laude
Certificates:
◆ Lean Six Sigma Black Belt, Pyzdek Institute, LLC – September 2014 ◆ Lean Six Sigma Green Belt, AT&T (Juran Institute) – October 2008 ◆ Lean Six Sigma Yellow Belt, AT&T (Juran Institute) – April 2008
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CITYGATE ASSOCIATES, LLC ANDREW GREEN, MBA
Mr. Green has over 35 years of experience in all aspects of municipal finance, including as a professional manager. He has had primary responsibility for the development and monitoring of citywide budgets for four municipalities, with total budgets ranging from $70 million to $680 million. He developed and fine-turned long-range financial plans for multiple municipalities, including playing a lead role in taking the City of Pasadena, California, from a $10 million General Fund operating deficit to a $5 million General Fund operating surplus. Mr. Green also has a master’s degree in Business Administration with honors.
Relevant Citygate Experience:
The following is a selection of Mr. Green’s consulting experience since joining Citygate:
◆ Currently serving as Local Government Fiscal Specialist for an independent operational and organizational assessment for the City of Oceanside Police Department, affecting current, future, and long-term organizational, strategic, and operational plans.
◆ Served as Local Government Fiscal Specialist for a Police Department Strategic Plan for the City of Pasco, Washington.
◆ Currently serving as Local Government Fiscal Specialist for a comprehensive operations and staffing assessment of the Police Department for the City of Minnetonka, Minnesota.
◆ Served as Fiscal Specialist for a comprehensive City-provided police department feasibility study for the City of Jurupa Valley, California. ◆ Served as Fiscal Specialist for a comprehensive assessment of the Police Department and City Hall facilities for the City of Irwindale, California, in partnership with COAR Design Group (formerly Jeff Katz Architecture).
Citygate’s role in the study was to perform a thorough review of the Police Department to assess potential changes to future operations. ◆ Served as Fiscal Specialist for a study of hybrid public safety models for the City of Jurupa Valley, California, a follow-on study to Citygate’s 2021 feasibility analysis regarding City-provided police services.
◆ Served as Fiscal Specialist for a feasibility assessment of establishing a Police services Joint Powers Authority for up to seven cities in Riverside County, California, which include Lake Elsinore, Canyon Lake, Jurupa Valley, Moreno Valley, San Jacinto, Temecula, and Wildomar.
◆ Served as City Finance and Strategy Specialist for a fire and EMS staffing and operations study of the fire department for the City of Fort Worth, Texas. ◆ Served as Fiscal Specialist for a service level assessment for the Orange County Fire Authority’s Business Services functions. This was one of seven as-needed organizational service level assessments of operations for Orange County Fire Authority as part of a Master Services Agreement.
Project Team Resumes page 28
Relevant Non-Citygate Experience:
◆ Completed the Comprehensive Annual Financial Report on time and with clean audit opinions for four municipalities during more than 30 years of being primarily responsible for developing and monitoring the citywide budgets, with total budgets ranging from $70 million to $680 million.
◆ Developed and fine-tuned long-range financial plans for multiple municipalities, including playing a lead role in taking the City of Pasadena, California, from a $10 million General Fund operating deficit to a $5 million General Fund operating surplus.
◆ Served as financing team lead for numerous multi-million debt issuances, including the $282 million ReTRAC, a $108 million event center, and $35 million in Cabela’s projects in Reno, Nevada, and the $156 million Rose Bowl renovation in Pasadena. ◆ Appointed to the Employee Relations Committee by the League of California Cities’ Fiscal Officers Department and voted in as the second Vice President of the League’s Executive Committee. (Change of employment prevented serving in this role).
◆ Served as Chief Negotiator for the Cities of Rialto, California, and Reno, Nevada, for various police and fire labor units, achieving successful multiple-year agreements in both Cities.
◆ Developed a strategic action plan to improve the motor pool operation of the City of Rialto.
◆ Developed a review, monitoring, and evaluation process for the worker’s compensation program for the City of Rialto, which resulted in a 15 percent savings in costs.
◆ Served in the lead role in four different, successful financial system conversions. ◆ Appointed by the League of Nevada Cities to be a member of the Committee on Local Government Finance, which monitors and makes recommendations on statewide operations of local governments.
◆ Served as a board member and executive committee member of risk-sharing pool for the City of Rialto’s liability function.
◆ Developed and implemented a cross-functional work-team concept in the finance departments of the Cities of Rialto and Reno, which improved operational efficiency and effectiveness, as well as department morale. ◆ Successfully motivated and directed staff to implement the various internal audit recommendations given to the finance departments for the Cities of Reno and Pasadena.
◆ Significantly increased the level of professionalism and education among the senior management staff of the finance departments of the Cities of Reno and Pasadena.
Project Team Resumes page 29
◆ Developed the first vision statements for the finance departments for the Cities of Reno and Pasadena, which served to maintain departmental focus on achieving the Citywide vision.
◆ Developed and implemented annual senior management staff retreats to ensure that department senior managers remained focused on the department and the Citywide vision.
Employment:
Director of Finance
City of Pasadena, California 2009–2015
Finance Director
City of Reno, Nevada 2001–2009
Director of Finance / Director of Administrative Services City of Rialto, California 1992–2001
Director of Finance
City of San Bernardino, California 1986–1992
Assistant Director of Finance
City of San Bernardino, California 1985–1986
Internal Auditor / Budget Officer
City of San Bernardino, California 1984–1985
Honors and Awards:
◆ Pasadena NAACP Government Sector Honoree
◆ San Bernardino Management Association Manager of the Year ◆ San Bernardino NAACP Pioneer Award
◆ Government Finance Officer Association Certificate of Achievement in Outstanding Financial Reporting: eight years in Reno, nine years in Rialto, and six years in Pasadena
◆ Government Finance Officer Association Distinguished Budgeting Award: eight years in Reno and six years in Pasadena
◆ Fontana Branch Derby Club Outstanding Achievement Award
Project Team Resumes page 30
CITYGATE ASSOCIATES, LLC DAVID C. DEROOS, MPA, CMC
Mr. DeRoos is the President of Citygate Associates, LLC and former Deputy Director of the California Redevelopment Association. He earned his undergraduate degree in political science / public service (Phi Beta Kappa) from the University of California, Davis, and he holds a master’s degree in public administration from the University of Southern California. Mr. DeRoos has over five years of operational experience as a local government administrator in land use planning, budgeting, and personnel and 30 years of consulting experience performing operations and management reviews of local government functions. Prior to joining Citygate in 1991, he was a Senior Manager in the State and Local government consulting division of Ernst & Young.
Relevant Experience:
◆ For all Citygate projects, Mr. DeRoos reviews work products and is responsible for ensuring that each project is conducted smoothly and efficiently within the schedule and budget allocated and that the project deliverables are in conformance to Citygate’s quality standards.
◆ Currently serving in an oversight capacity for an independent operational and organizational assessment for the City of Oceanside Police Department, affecting current, future, and long-term organizational, strategic, and operational plans. ◆ Currently serving in an oversight capacity to perform a comprehensive operations and staffing assessment for the Police Department in the City of West Sacramento, California.
◆ Served in an oversight capacity for a police staffing and efficiency study for the City of Elk Grove, California.
◆ Served in an oversight capacity to perform a comprehensive services delivery and staffing review for the Yuba County Sheriff’s Department. ◆ Served in an oversight capacity for a Police Department Strategic Plan for the City of Pasco, Washington.
◆ Served in an oversight capacity to perform a comprehensive services delivery and staffing review of the Monterey County Sheriff’s Department. ◆ Served in an oversight capacity to perform a comprehensive public safety deployment and performance review of the Police and Fire Departments for the City of Glendale, Arizona.
◆ Served in an oversight capacity to evaluate the performance of the Peninsula Humane Society and Society for the Prevention of Cruelty to Animals in San Mateo County, California, to examine contractual compliance, as well as whether the necessary animal shelter operational elements exist to increase performance and transparency.
◆ Served in an oversight capacity for a comprehensive public safety Master Plan enabling the Police and Fire-Medical Departments to complete their organizational programmatic goals while falling in line with the General Plan 2035 for the City of Surprise, Arizona, and the City Council Strategic Plan.
Project Team Resumes page 31
◆ Served in an oversight capacity for an operations assessment for the Police and Fire Departments in the City of Orem, Utah, part of which included a fire department Standards of Coverage assessment and a police field operations review. ◆ Served in an oversight capacity for a comprehensive management study for the Lawrence Police Department in Lawrence, Kansas.
◆ Served in an oversight capacity for a feasibility assessment of establishing a Police services Joint Powers Authority for up to seven cities in Riverside County, California, which include Lake Elsinore, Canyon Lake, Jurupa Valley, Moreno Valley, San Jacinto, Temecula, and Wildomar.
◆ Served in an oversight capacity for a comprehensive services delivery and staffing review of the San Luis Obispo Police Department.
◆ Served in an oversight capacity for Citygate’s police department consolidation feasibility assessment for the Cities of Burlingame and San Mateo, California. ◆ Served in an oversight capacity for a comprehensive services delivery and staffing review for the Police Department for the City of Eloy, Arizona. ◆ Currently serving in an oversight capacity for a study of hybrid public safety models for the City of Jurupa Valley, California, a follow-on study to Citygate’s 2021 feasibility analysis regarding City-provided police services. ◆ Served in an oversight capacity for a comprehensive City-provided police department feasibility study for the City of Jurupa Valley, California. ◆ Served in an oversight capacity for a management review of the Police Department for the City of Maricopa, Arizona.
◆ Currently serving in an oversight capacity for a comprehensive operations and staffing assessment of the Police Department for the City of Minnetonka, Minnesota.
◆ Served in an oversight capacity for a public safety staffing study for the City of Woodbury, Minnesota, which entailed a fire services Standards of Coverage and headquarters assessment and a police, fire, and emergency medical services integrated analysis overview.
◆ Currently serving in an oversight capacity for the first-ever independent Standards of Coverage evaluation of the Los Angeles Fire Department’s fire and emergency medical services deployment system.
◆ Served in an oversight capacity to conduct a comprehensive and neutral external review of the Woolsey Fire Incident on behalf of the Los Angeles County Office of Emergency Management.
Mr. DeRoos is a member of several professional and civic associations. He has taught for the UC Davis Extension College and for graduate classes in public administration, administrative theory, and labor relations for Golden Gate University and nonprofit and association management for the University of Southern California. He speaks and trains frequently on the topic of leadership, character, and values and has also been a speaker for the American Planning Association (APA), written for the California APA newsletter and the California Redevelopment Journal, and has been
Project Team Resumes page 32
a speaker on redevelopment, base closures, and related issues across the US. Mr. DeRoos holds a certificate in public sector labor management relations from UC Davis and is a Certified Management Consultant (CMC).
REPORT to the MAYOR and MEMBERS of the CITY COUNCIL
From the CITY MANAGER
DATE: April 25, 2023
SUBJECT: RESOLUTION TO APPROVE THE REPAIR OF THE
2021 PIERCE FIRE ENGINE TO BE USED BY THE
FIRE DEPARTMENT FOR EMERGENCY RESPONSES
ISSUING DEPARTMENT: Fire
SUMMARY:
Issue:
Should the City Council adopt a resolution to approve the repair of the 2021 Pierce fire engine from Firetrucks Unlimited for a not to exceed amount of $196,620?
Recommendation:
That the City Council adopt a resolution to approve repair of the 2021 Pierce fire engine by Firetrucks Unlimited in an amount not to exceed $196,620.
Fiscal Impact:
The vehicle repair is estimated to cost $196,620. This includes quoted repair cost of $163,845 and 20% in contingency funds, in case additional repairs are discovered once work begins. Funds are requested from the unappropriated reserves and will then be moved into the Vehicle Maintenance 101-64280-222 account.
City’s Strategic Goals:
Safe Community
Continue to improve high quality municipal service
Report to Mayor and Councilmembers
Date: April 25, 2023
Page: 2 of 3
BACKGROUND:
On November 5, 2022, while on an emergency response on California State Route 125, La Mesa’s 2021 Pierce fire engine was struck by a distracted driver. As a result, the fire engine sustained major damage. The City was not at fault for the accident and is currently working with the City’s insurance program administrator, Public Entity Risk Management Authority (PERMA) to obtain insurance coverage.
DISCUSSION:
While we were able to expedite a replacement fire engine, it has not yet been received.
Currently the Fire Department is having to rely on 16-year-old and 20-year-old engines to provide front line operational service coverage. The repair of the damaged fire engine is necessary at this time to ensure continued reliable service by the Fire Department in their mission of providing for a safe community.
Inland Valley Appraisers was contracted by PERMA to assess the damages, and a report was developed by the appraiser in consultation with an inspector from South Coast Fire Equipment. The initial appraisal report indicates a repair amount of $200,000.
A second repair estimate was received from Firetrucks Unlimited. Firetrucks Unlimited was founded by retired firefighting professionals in 2007 to provide fire departments with limited budgets access to high-quality equipment. They offer a full complement of collision services and specialize in refurbishing and repairing fire engines with an immediate start date and a quick turnaround
Staff recommends that it is in the best interest of the City to allocate funds and award the repair of the damaged fire engine to Firetrucks Unlimited. The repair is not expected to exceed $196,620. The anticipated repair time is 120 days from receipt of the apparatus and signed purchase order.
Report to Mayor and Councilmembers
Date: April 25, 2023
Page: 3 of 3
CONCLUSION:
Staff recommends that the City Council adopt a resolution to approve the repair of Engine 11 with Firetrucks Unlimited in the amount of $196,620.
Reviewed by: Respectfully submitted by:
____________________ ____________________________
Greg Humora Bent Koch
City Manager Fire Chief
_______________________
Tammi Royales
Director of Finance
Attachments: A. Resolution
B. Repair Estimate
C. Appraisal Report
RESOLUTION NO. 2023-
RESOLUTION TO APPROVE THE REPAIR OF THE 2021 PIERCE FIRE
ENGINE BY FIRETRUCKS UNLIMITED TO BE USED BY THE FIRE
DEPARTMENT ON EMERGENCY RESPONSES
________________________________________________________________ WHEREAS, the Fire Department uses Triple Combination Pumpers for emergency responses due to the versatility and statewide typing; WHEREAS, the 2021 Pierce Fire Engine was recently involved in an accident, in which it sustained major damage;
WHEREAS, the total repair costs are $196,620 (including a 20% contingency estimate);
WHEREAS, the loss of the 2021 Pierce fire engine has resulted in 16-year-old and 20-year-old engines having to be placed into front line status. It also creates a reduction in our reserve fleet to a single engine;
WHEREAS, funds are requested from the unappropriated reserves for this emergency purchase;
WHEREAS, Firetrucks Unlimited has provided a quote for the repairs and; WHEREAS, once the order is placed, the truck will be repaired with a purchase price not to exceed $196,620.
NOW, THEREFORE, BE IT AND IT IS HEREBY RESOLVED by the City Council of the City of La Mesa, California, that the City Council intends to award the repair of a 2021 Pierce fire engine from Firetrucks Unlimited in an amount not to exceed $196,620.
PASSED AND ADOPTED at a Regular meeting of the City Council of the City of La Mesa, California, held the 25th day of April, 2023, by the following vote, to wit:
AYES:
NOES:
ABSENT:
CERTIFICATE OF CITY CLERK
I, MEGAN WIEGELMAN, City Clerk of the City of La Mesa, California, do hereby certify the foregoing to be a true and exact copy of Resolution No. 2023- , duly passed and adopted by the City Council of said City on the date and by the vote therein recited.
MEGAN WIEGELMAN, CMC, City Clerk
(SEAL OF CITY)
March 30, 2023
La Mesa Fire Department
8054 Allison Av
La Mesa, California 91942
RE: Estimate of repairs for La Mesa Fire Department 2021 Pierce Enforcer Pumper 2021 Pierce Enforcer custom
VIN # 4P1BAAFF6MA023376
Build # 35859
Mileage 11,844
Claim number 22-167894
Date of accident November 5 2022
Ms. Sherman,
Good afternoon and thank you for your interest in Firetrucks Unlimited. The below is an estimate of repairs for the accident damage to your 2021 Pierce Enforcer Pumper. The preliminary estimate is $163,845. Let me know if you would like to proceed with these repairs or if you need any additional information. The estimated completion time for this project is 120 days from receipt of the apparatus and issuance of purchase order/signed proposal. The repairs shall be covered by a 1 year materials and workmanship warranty.
Description Labor Total
1 Incoming inspection, receive damaged vehicle and
perform incoming inspection and raise cab to assess
damage 2,160
2 Disassembly of damaged parts and front bumper
assembly, gravel shield and remove and replace cab
lift bushing. Also inspect cab locks both on cab and on frame rail and replace 4,320
3 Cab assembly, remove rear Left hand door and hinge
assembly, remove seating in rear of cab, remove
flooring in rear of cab, disconnect any electrical in the cab teardown and mark wiring, remove heater
distribution cover and check heating system for
damage to heater radiator. 6,480
1175 Center Point Dr. Henderson NV 89074
4 Once the cab is raised, check the truck frame for any damage or distortion as a result of the impact and
advise 1,620
5 Check left rear door frame for square and repair as
needed 1,620
6 Replace rear upright frame section where nader pin
was pulled as a result of the impact and replace nader
pin 1,080
7 Realign cab on frame rails and replace cab mounting
bolts at pivot points. 2,160
8 Measure front and rear axles for proper alignment and adjust as required. 1,350
9 Check engine, transmission , cooling package and
drive lines for damage or misalignment and advise. 1,080 10 Check battery box and electrical for damage and
proper connections and repair as needed. 810
11 Remove and replace air dryer and replace air lines as required 1,080
12 Remove lower pump panel damaged and replace 1,350
13 Remove L-1 compartment door along with door tracks
and replace left front track and lower latching assembly on door 1,080
14 Remove damaged lower step assembly at pump pane
and replace along with new mounting bracket. 810
15 Remove and replace diamond plate material on the left front of body and rear of the cab and replace with new.
Replace stainless steel edge pieces on the rear of the
cab and the front of the body on the driver's side. Also remove and replace both grab rails with new rail and
stanchions. 3,780
16 Remove and replace TFT piston intake valve 6 inch
NST by 5 inch NST rocker lug style 270
17 Remove and replace Pierce captive lower rub rail on
L-1 compartment 270
18 Replace left rear door complete assembly along with
interior stainless steel panel, window regulator, window glass, window felts and guides, new door paddles
inside and outside, new window crank and new
weather stripping for door surround. 5,400
19 Remove and replace step area and rear flooring metal along with all structural aluminum that is bent or
damaged in the sub floor and rear step area. Also 10,800 1175 Center Point Dr. Henderson NV 89074
replace Pierce lower step damage with impact. Repace
step well light LED damaged in accident.
20 Remove and replace aluminum body skin between
front and rear door left hand side that is distorted from movement and check rear upright spar in the cab for
damage and repair as required. 3,240
21 Remove and replace fixed Glass behind drivers door
for panel replacement 270
22 Remove and replace oil hub cap seal drivers side front, remove tires and hub assembly for inspection of wheel
bearings on drivers side. Replace 3 damaged hub pilot
studs on drivers side with new lug nuts. 2,160
23 Remove and replace 2 front tires with new, left front tire is damaged and less than 50 percent life so 2 new tires are required. 540
24 Remove and replace left inner wheel well damaged in
collision. 1,080
25 Remove and replace left front fender stainless
surround along with new fender welting and hardware. 540 26 Balance front wheels once new tires are replaced and paint rims black. 1,080
27 Perform 2 axle alignment which is 4 wheel alignment to ensure axles are true with frame. 405
28 Repace cab heater vent left lower of cab rear, 270
29 Repair front lower portion of cab where gravel shield and paint may have been contacted. 540
30 Perform body work on left mid cab after fabrications and replacement metals are installed 1,620
31 Perform body work on left rear of cab to include rear door to prep for refinishing 2,160
32 Perform body work on L-1 lower portion of
compartment to include any interior floor repairs due to possible buckle. 1,350
33 Perform all sanding and preparation for priming and
sealing all areas damaged in the collision 2,700
34 Mask all areas prior to priming and sealing of areas of damage 810
35 Clean all areas prior to paint with sikkens enamel paint job color 270
36 Paint all areas damaged with high quality quality
sikkens paint 810
1175 Center Point Dr. Henderson NV 89074
37 After paint process cut and buff all painted areas to a high to remove any imperfections during the paint
process 1,620
38 Remove all masking material and release back to
mechanical for reassembly 405
39 Apply new striping and logos damaged or removed
during the repair process 1,080
40 Reassemble vehicle after paint, reinstall seating,
flooring diamond plate, edgings , lighting, bumper and
gravel shield. Also install door handles and interior trim along with any electrical reconnections. 8,100
41 Perform NFPA pump test on vehicle to ensure fire
pump and all systems are working as per specifications 675 42 Perform 100 mile test drive to ensure vehicle is 100 percent ready to go back into service upon its return to LaMesa FD 405
43 Wash and detail truck along with final QC 1,350
44 Install new 2" supply line to front bumper 20' aprox 395 45 Remove and replace 2 steering gear boxes and
pittman armas Tak4 (original damaged, no core credit) 2700 46 Replace connecting link tak 4 270
47 Replace upper and lower control arms, both driver and passenger side 5400
48 Replace both torque rods tak4 810
49 Provide and install new steel rims, drivers side with chrome lug covers 325
50 Provide and install 2 new step lights, LED ender rear door step and pump panel step 135
51 Provide and install 2 tak 4 shock absorbers 270
52 Remove and replace battery box drivers side 395
91,700
Estimated Parts/Subs Parts Total
Pierce captive parts, steps, door complete with glass
and hardware, cab pivot bushings, cab locks, air dryer, fender surround and welting, grab bars and
stanchions, roll up door parts, aluminum rub rail , rear flooring, 15,297
1175 Center Point Dr. Henderson NV 89074
Normal supplier parts, oil, hubcap, wheel seals, wheel
studs and lug nuts, misc electrical parts 567
Aluminum Diamondplate 1,605
Aluminum sheets =5 sheets both 1/8th and 3/16s 2,467
Aluminum angle, strap, tubing, square structural tubing and miscellaneous 1,567
Alignment Sub 450
Shop supplies 1,250
New front tires 2 315 x 22.5 2,365
Paint and body supplies 5,289
2" supply line and fittings 600
Steer gear boxes x2 (original damaged, no core credit) 9,300 Tak4 connecting link 2,697
Upper and lower control arms Tak4, both sides 17,600
Torque rods x2, tak4 3,216
LED step lights x2 189
Tak4 shock absorbers x2 1,400
Battery box 1,343
Hazmat 450
Logo material and striping 1,237
TFT Piston Intake Valve 3,256
72,145
TOTAL 163,845
1175 Center Point Dr. Henderson NV 89074
Respectfully,
Brian Reyburn
Sales
Firetrucks Unlimited
City of La Mesa
Accepted by:
Signature: _______________________ Date: _______________ Name: __________________________ Title: __________________________ Firetrucks Unlimited
Accepted by:
Signature: _______________________ Date: _______________ Name: __________________________ Title: __________________________
Accepted by _______________________________________ Date _______________ Our File:
Date:
Appraiser:
IV103427
01/17/2023
ED RICHARD
AdminSure, Inc.
11/05/2022
CITY OF LA MESA
22-167894
NOT AVAILABLE
File Information -
Date of Loss:
Insured:
Claim #:
Policy #:
CITY OF LA MESA
8130 ALLISON AVE
LA MESA CA 91942
- -
- -
2021 PIERCE
#651 - ENGINE 11
4PIBAAFF6MA023376
1068546
PUMPER
Vehicle Owner - Vehicle Information - 11844
Home Ph:
Work Ph:
Model:
VIN:
Plate:
Style:
Mileage:
Appraised For -
3380 Shelby Street
Ontario CA 917645566
909-978-1124 Date Received:
Date Contacted:
Date Inspected: Days to Repair:
11/17/2022
11/22/2022
PUBLIC WORKS OPERATIONS YAR COLLISION
Point of Impact:
Location: Loss Type:
Make:
I have inspected this vehicle and have an agreed figure to repair with:
Repairer:
Address:
- -
Registration #:
Phone In Person
LEFT SIDE
11/18/2022
50 Inland Valley Appraisers
P.O. Box 90152
909-474-0411 909-474-0421
San Bernardino CA 92427
Fax:
Ext:
Color: RED
Attention: MIKE REED
Appraisal Report
Fax: - -
Fax: - - A copy of the appraisal has been sent to this shop.
Estimate #:
/ /
[email protected]
A copy of the appraisal has been sent to the owner.
NOT DRIVABLE
Cell Ph:619-667-1178
Engine:CAT DIESEL
Trans.: AUTOMATIC
2 200000.00
200000.00
0.00 200000.00
Suggested Settlement
Deductible
Suggested Payment
unknown or not applicable
Appraiser
Inspection Date/Time: 11/22/2022 10:42 AM
Inspection location (full address): PUBLIC WORKS OPERATIONS YARD - 9152 COMMERCIAL ST LA MESA
Was vehicle owner present:
If not, was contact made/attempted:
Full name of contact during inspection: CAPTAIN TODD NELSON, FLEET SUPERVISOR JAMES YOUNG
---
Photo of vehicle registration: YES
Is the registration current: YES
Is vehicle holding a salvaged title: NO
Is the area of damage consistent with loss facts: YES
---
Alternative parts search: NO
Betterment: NO
Is vehicle repairable: YES
Seat belts checked / operational: YES
Days to repair: 50
Safely drivable: NO
Vehicle condition: GOOD
Unrelated damage: NO
Supplement potential (Incl approx $ amt): FRAME, SUSPENSION - $80,000.00 Child safety seat in use at time of collision: NA
Photo of child safety seat secured:
---
Copy of estimate provided to owner/how: NO
Copy of estimate provided to shop/how: NO
---
Additional comments:
--
11/22 ER - I INSPECTED THE INSURED'S FIRE ENGINE AT THEIR OPERATIONS YARD AT 10:42 AM. I MET WITH CAPTAIN TODD NELSON AND FLEET SUPERVISOR JAMES YOUNG. THE CAPTAIN INFORMED ME THAT THE POLICY HAS A STATED VALUE OF $675,000.00 --
THIS WAS ASSIGNED AS A 2020 MODEL. THE VIN PLATE SHOWS THE PRODUCTION DATE AS 09/2021. I RAN THE VIN THROUGH A DECODER AND VERIFIED THE VEHICLE IS A 2021 MODEL YEAR.
--
THE IMPACT WAS TO THE LEFT SIDE OF THE CAB ASSEMBLY. THE LEFT SIDE CAB PANEL IS DENTED IN AND BUCKLED. THE LEFT STEP ASSEMBLY IS BUCKLED. THE REAR CAB PANEL IS BUCKLED ON THE LEFT END. THE REAR CAB FLOOR IS BUCKLED AT THE DOOR ENTRY. THE CAB SHIFTED FORWARD SLIGHTLY AND IMPACTED THE FRONT BUMPER. THE PLATFORM BELOW THE GAUGES ID MASHED,. THE FRONT CORNER MOLDING IS TORN AWAY ON THE PUMPER SIDE PANEL.
--
I DID NOT SEE DAMAGE TO THE FRAME RAILS. THERE MAY BE DAMAGE TO THE LEFT FRONT Comments:
Damages appraised at
Actual Cash Value 0.00
App Trak© 1984-2023, All Rights Reserved, App Software Associates, www.apptrak.net Page 105 of 752 3 SUSPENSION. JAMES STATED THAT THE CAB MOVED ON THE SWIVEL MOUNTS. --
11/30 I CONTACTED DAVID AT PERFORMANCE TRUCK REPAIR AND DISCUSSED THE DAMAGES AND REPAIR. I SENT HIM PHOTOS FOR REVIEW.
--
11/30 STATUS SENT TO ADJUSTER.
--
12/19 ER STATUS SENT TO ADJUSTER
--
12/22 ER I HEARD BACK FROM DAVID AT PERFORMANCE TRUCK REPAIR. THEY DETERMINED THAT THEY COULD NOT PERFORM THE REPAIRS TO THE TRUCK.
--
12/23 -I CONTACTED SOUTH COAST EMERGENCY VEHICLE SERVICE. THEY ARE A CERTIFIED REPAIR FACILITY FOR PIERCE FIRE ENGINES. I SPOKE WITH JESSE REYES, MANAGER OF THE BODY SHOP. WE DISCUSSED THE REPAIRS NEEDED. HE REQUESTED PHOTOS FOR REVIEW. --
1/10 ER - I CONTACTED JESSE. HE WOULD LIKE TO INSPECT THE TRUCK TO VIEW THE FRAME AND GET HIS EYES ON THE DAMAGES. HE WILL GO TO THE OPERATIONS YARD IN THE NEXT COUPLE DAYS.
--
1/10 STATUS SENT TO ADJUSTER
--
1/17 ER - SPOKE WITH JESSE. HE INSPECTED THE FIRE ENGINE. HE COULD NOT LIFT THE CAB TO GET A FULL VIEW OF THE FRAME. HE DOES NOT BELIEVE THE FRAME IS DAMAGED BEYOND REPAIR.
--
JESSE STATED THAT THE FIRE ENGINE WOULD HAVE TO BE BROUGHT IN AND THE CAB LIFTED. HE CAN NOT OBTAIN PARTS PRICES FROM PIERCE WITH OUT GETTING SPECIFIC PART NUMBERS AND MEASUREMENTS TO GIVE TO THE PIERCE ENGINEERS. --
IN HIS OPINION THE TRUCK IS REPAIRABLE FROM WHAT HE OBSERVED. HE BELIEVES IT COULD BE REPAIRED FOR APPROXIMATELY $200,000.00. ANY FRAME SUSPENSION DAMAGE COULD ADD ANOTHER $300,000.00.
--
THE TRUCK SHOULD BE MOVED TO A CERTIFIED REPAIR FACILITY AND THE CAB LIFTED FOR A COMPLETE AND ACCURATE ESTIMATE TO BE WRITTEN.
Appraiser_____________________________________________ ED RICHARD App Trak© 1984-2023, All Rights Reserved, App Software Associates, www.apptrak.net Page 106 of 752 ACTIVITY LOG 01/18/2023 08:29:40
Appraisal No.: IV103427 Client: AdminSure, Inc.
Date Memo Time Initials
11/05/2022 Date of Loss JR
11/17/2022 Date Received JR
11/17/2022 Assigned JR
11/17/2022 Cld Sheryl Sherman, lmtcb. JR
11/17/2022 Cld Public Works Operations Yard, lmtcb. JR
11/18/2022 Spoke to Sheryl Sherman, she will contact operations yard JR 11/18/2022 and fire dept to verify Tuesday, 11/22 appt will work and JR 11/18/2022 call us back. Fire personnel would like to be present at JR 11/18/2022 inspections. JR
11/18/2022 Received email from Sheryl Sherman, insp appt verified for JR 11/18/2022 11/22 b/n 11-2. EM Status to Mike Reed. JR
11/22/2022 Appointment Date JR
11/22/2022 Inspected ER
01/17/2023 Completed & Submitted ER
01/18/2023 Job merged from Remote Appraiser ADM
01/18/2023 Job merged from Remote Appraiser ADM
01/18/2023 Invoice # IV103427 issued ADM
01/18/2023 Uploaded ADM
App Trak© 1984-2023, All Rights Reserved, App Software Associates, www.apptrak.net Page 107 of 752
INLAND VALLEY APPRAISERS
P.O. BOX 90152
SAN BERNARDINO, CA 92427
PHONE: (909)474-0411 FAX: (909)474-0411
FOR SUPPLEMENTS: [email protected]
*** ESTIMATE ***
01/17/2023 02:47 PM
Owner
Owner: CITY OF LA MESA
Address: 8130 ALLISON AVE Cell: (619)667-1178
City State Zip: La Mesa, CA 91942 FAX:
Control Information
Claim # : 22-167894 Insured Policy # : NOT AVAILABLE
Loss Date/Time: 11/05/2022 Loss Type: Collision
Deductible: None
File # : IV103427 Accounting # :
Ins. Company: ADMINSURE, INC
Insured: CITY OF LA MESA
Address: 8130 ALLISON AVE Cell: (619)667-1178
City State Zip: La Mesa, CA 91942 FAX:
Claim Rep: MIKE REED
Address: Work/Day: (909)978-1124
Inspection
Inspection Date: 11/22/2022 10:41 AM Inspection Type: Independent Field Inspection Location: CITY OF LA MESA Contact:
Address: 8130 ALLISON AVE Cell: (619)667-1178x
City State Zip: La Mesa, CA 91942 FAX:
Primary Impact: Left Side Secondary Impact:
Appraiser Name: Edwin Richard Appraiser License # :
Address: PO Box 90152 Work/Day: (909)474-0411
Home/Evening: (909)474-0411
City State Zip: San Bernardino, CA 92427 FAX:
Email: [email protected]
Repairer
Target Complete Date/Time: Days To Repair: 50*
Remarks
All supplements must be called into Inland Valley Appraisers (909) 474-0411.
The estimate was prepared by an independent appraiser and is subject to insurance company approval. This is not an authorization to repair.
Only the vehicle owner can authorize repairs.
Contact the handling adjuster for confirmation of coverage and payment.
All supplements must be pre-approved prior to start of repairs.
Failure to do so may result in non-payment in whole or in part. 01/17/2023 03:00 PM Page 1 of 3
------------------------------------------------------
VIN - 4P1BAAFF6MA023376
Vehicle
Other - 2021 PIERCE PUMPER FIRE ENGINE
Lic.Plate: 1068546 Lic State: CA
Lic Expire: VIN: None
Prod Date: 09/2021 Mileage: 11,844
Veh Insp# : Mileage Type: Actual
Condition: Good Code: T999Z5
Ext. Color: RED Int. Color:
Ext. Refinish: Two-Stage Int. Refinish:
Options
Damages
Line Op Guide MC Description MFR.Part No. Price ADJ% B% Hours R 1 SB COMPLETE REPAIRS Sublet Repair SM*
>> COMPLETE REPAIRS WOULD BE APPROXIMATELY $200,000.00
>> REPAIRS INCLUDE R&I CAB ASSY, REPLACE CAN LEFT SIDE PANEL. R&I
INTERIO
>> REPLACE ENTRY PLATFORM, REPAIR REAR CAB PANEL
>> LEFT CORNER PANEL, SQUARE CAB. REFINISH
2 E CAB SIDE PANEL Replace OEM SM*
3 E REAR DOOR ENTRY Replace OEM SM*
4 E REAR DOOR L Replace OEM SM*
5 E ENTRY PLATFORM Replace OEM SM*
6 I FLOOR REPAIR Repair SM*
7 I FRAME SET UP MEASURE Repair SM*
8 RI INTERIOR REAR R&I R & I Assembly SM*
9 L REFINISH CAB AND DOORS Refinish RF*
9 Items
Estimate Total & Entries
Labor Rate Replace
Hrs
Repair Hrs Total Hrs
Sheet Metal (SM) $130.00
Mech/Elec (ME) $175.00
Frame (FR) $130.00
Refinish (RF) $130.00
Gross Total $0.00
Less: Deductible NoneNet Total $0.00
Alternate Parts C/00/00/00/00/00 Cumulative 00/00/00/00/00 Zip Code: 92401 Geo 92401 Rate Name Default
Other - 2021 PIERCE PUMPER FIRE ENGINE
Claim # : 22-167894 01/17/2023 02:47 PM
01/17/2023 03:00 PM Page 2 of 3
Audatex Estimating 8.1.519 Update 6b ES 01/17/2023 03:00 PM REL 8.1.519 Update 6b DT 01/01/2023 DB 01/15/2023 State Disclosure:CA
© 2023 Audatex North America, Inc.
Op Codes
* = User-Entered Value ^ = Labor Matches System Assigned Rates E = Replace OEM NG = Replace NAGS EC = QUALITY REPL. PART OE = Replace PXN OE Srpls UE = Replace OE Surplus ET = Partial Replace Labor EP = QUAL. REPL. PRT. RPT EU = LIKE KIND & QUAL.PRT TE = Partial Replace Price PM= Replace PXN Reman/Reblt UM = Replace Reman/Rebuilt L = Refinish PC = Replace PXN Reconditioned UC = Replace Reconditioned TT = Two-Tone SB = Sublet Repair N = Additional Labor BR = Blend Refinish I = Repair
IT = Partial Repair CG= Chipguard RI = R & I Assembly
P = Check AA = Appearance Allowance RP = Related Prior Damage This report contains proprietary information of Audatex and may not be disclosed to any third party (other than the insured, claimant and others on a need to know basis in order to effectuate the claims process) without Audatex's prior written consent. © 2023 Audatex North America, Inc.
AUDATEX is a trademark owned by Audatex
North America, Inc. All rights reserved.
Other - 2021 PIERCE PUMPER FIRE ENGINE
Claim # : 22-167894 01/17/2023 02:47 PM
01/17/2023 03:00 PM Page 3 of 3
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Photographs
IV103427
22-167894
11/05/22
Our File #:
Appraised For:
Claim #:
Policy #:
Owner:
Date of Loss:
Appraiser:
Location:
AdminSure, Inc.
CITY OF LA MESA
ED RICHARD
PUBLIC WORKS OPERATIONS YAR
Date Inspected: 11/22/22
Signed:_________________________________________________ App Trak© 1984-2023, All Rights Reserved, App Software Associates, www.apptrak.net Page 113 of 752 For: AdminSure, Inc. Claim #: 22-167894 Our File #: IV103427 Page 2 App Trak© 1984-2023, All Rights Reserved, App Software Associates, www.apptrak.net Page 114 of 752 For: AdminSure, Inc. Claim #: 22-167894 Our File #: IV103427 Page 3 App Trak© 1984-2023, All Rights Reserved, App Software Associates, www.apptrak.net Page 115 of 752 For: AdminSure, Inc. Claim #: 22-167894 Our File #: IV103427 Page 4 App Trak© 1984-2023, All Rights Reserved, App Software Associates, www.apptrak.net Page 116 of 752 For: AdminSure, Inc. Claim #: 22-167894 Our File #: IV103427 Page 5 App Trak© 1984-2023, All Rights Reserved, App Software Associates, www.apptrak.net Page 117 of 752 For: AdminSure, Inc. Claim #: 22-167894 Our File #: IV103427 Page 6 App Trak© 1984-2023, All Rights Reserved, App Software Associates, www.apptrak.net Page 118 of 752 For: AdminSure, Inc. Claim #: 22-167894 Our File #: IV103427 Page 7 App Trak© 1984-2023, All Rights Reserved, App Software Associates, www.apptrak.net Page 119 of 752 For: AdminSure, Inc. Claim #: 22-167894 Our File #: IV103427 Page 8 App Trak© 1984-2023, All Rights Reserved, App Software Associates, www.apptrak.net Page 120 of 752 For: AdminSure, Inc. Claim #: 22-167894 Our File #: IV103427 Page 9 App Trak© 1984-2023, All Rights Reserved, App Software Associates, www.apptrak.net Page 121 of 752 For: AdminSure, Inc. Claim #: 22-167894 Our File #: IV103427 Page 10 App Trak© 1984-2023, All Rights Reserved, App Software Associates, www.apptrak.net Page 122 of 752 For: AdminSure, Inc. Claim #: 22-167894 Our File #: IV103427 Page 11 App Trak© 1984-2023, All Rights Reserved, App Software Associates, www.apptrak.net Page 123 of 752 For: AdminSure, Inc. Claim #: 22-167894 Our File #: IV103427 Page 12 App Trak© 1984-2023, All Rights Reserved, App Software Associates, www.apptrak.net Page 124 of 752 For: AdminSure, Inc. Claim #: 22-167894 Our File #: IV103427 Page 13 App Trak© 1984-2023, All Rights Reserved, App Software Associates, www.apptrak.net Page 125 of 752 For: AdminSure, Inc. Claim #: 22-167894 Our File #: IV103427 Page 14 App Trak© 1984-2023, All Rights Reserved, App Software Associates, www.apptrak.net Page 126 of 752 For: AdminSure, Inc. Claim #: 22-167894 Our File #: IV103427 Page 15 App Trak© 1984-2023, All Rights Reserved, App Software Associates, www.apptrak.net Page 127 of 752 For: AdminSure, Inc. Claim #: 22-167894 Our File #: IV103427 Page 16 App Trak© 1984-2023, All Rights Reserved, App Software Associates, www.apptrak.net Page 128 of 752 For: AdminSure, Inc. Claim #: 22-167894 Our File #: IV103427 Page 17 App Trak© 1984-2023, All Rights Reserved, App Software Associates, www.apptrak.net Page 129 of 752 For: AdminSure, Inc. Claim #: 22-167894 Our File #: IV103427 Page 18 App Trak© 1984-2023, All Rights Reserved, App Software Associates, www.apptrak.net Page 130 of 752 For: AdminSure, Inc. Claim #: 22-167894 Our File #: IV103427 Page 19 App Trak© 1984-2023, All Rights Reserved, App Software Associates, www.apptrak.net Page 131 of 752 For: AdminSure, Inc. Claim #: 22-167894 Our File #: IV103427 Page 20 App Trak© 1984-2023, All Rights Reserved, App Software Associates, www.apptrak.net Page 132 of 752 For: AdminSure, Inc. Claim #: 22-167894 Our File #: IV103427 Page 21 App Trak© 1984-2023, All Rights Reserved, App Software Associates, www.apptrak.net Page 133 of 752 For: AdminSure, Inc. Claim #: 22-167894 Our File #: IV103427 Page 22 App Trak© 1984-2023, All Rights Reserved, App Software Associates, www.apptrak.net Page 134 of 752 For: AdminSure, Inc. Claim #: 22-167894 Our File #: IV103427 Page 23 App Trak© 1984-2023, All Rights Reserved, App Software Associates, www.apptrak.net Page 135 of 752 For: AdminSure, Inc. Claim #: 22-167894 Our File #: IV103427 Page 24 App Trak© 1984-2023, All Rights Reserved, App Software Associates, www.apptrak.net Page 136 of 752 For: AdminSure, Inc. Claim #: 22-167894 Our File #: IV103427 Page 25 App Trak© 1984-2023, All Rights Reserved, App Software Associates, www.apptrak.net Page 137 of 752 For: AdminSure, Inc. Claim #: 22-167894 Our File #: IV103427 Page 26 App Trak© 1984-2023, All Rights Reserved, App Software Associates, www.apptrak.net Page 138 of 752 REPORT to the MAYOR and MEMBERS of the CITY COUNCIL
From the CITY MANAGER
DATE: April 25, 2023
SUBJECT: REQUEST FOR AUTHORIZATION TO INITIATE THE
NOTIFICATION PROCESS REQUIRED BY
PROPOSITION 218 AND SCHEDULE A PUBLIC
HEARING FOR A PROPOSED INCREASE IN EDCO
TRASH RATES TO BE EFFECTIVE JULY 1, 2023
ISSUING DEPARTMENT: Public Works
SUMMARY:
Issue:
Should the City Council authorize staff to initiate the notification process required by Proposition 218 and schedule a public hearing for a proposed increase in EDCO trash rates to be effective July 1, 2023.
Recommendation:
That the City Council authorize staff to initiate the notification process required by Proposition 218 and schedule a public hearing for a proposed increase in EDCO trash rates, which, if approved, would be effective July 1, 2023.
Fiscal Impact:
The cost to print and mail a notice to all 15,461 affected La Mesa property owners will be approximately $12,000. Funds are available in the Environmental Services Fund in accounts 20864170301 and 20864180301 for this purpose. No General Fund monies will be used.
City’s Strategic Goals:
Continue to improve high quality municipal services
Foster community health by reducing greenhouse gas emissions and improving environmental quality
Report to Mayor and Councilmembers
Date: April 25, 2023
Page: 2 of 6
Climate Action Plan Reduction Strategy:
This item supports implementation of CAP measures SW-1 and SW-3, which advance edible food recovery and recycling collection in an effort to reduce and divert waste sent to the landfill.
SW-1 Food Scrap and Yard Waste Diversion – Promote efforts in the development of a residential food and organic waste collection program. SW-3 Divert 75% Waste from Landfill – Maximize waste diversion (75% diversion rate) in the City through zero waste strategy and best practices.
BACKGROUND:
History
Waste rates are adjusted periodically upon request by EDCO and following approval by the City Council in accordance with the Proposition 218 process. The last rate adjustment occurred in 2021 and was effective for a two-year period from July 1, 2021 through June 30, 2023. The Proposition 218 process requires written notification be given to all affected property owners and that those property owners be given a 45-day period in which to submit written protests if they oppose the proposed rate adjustments.
The basis for the evaluation of a rate adjustment includes the following four factors:
1. Disposal rates
2. Disposed tonnage
3. Consumer Price Index
4. Commodity values
EDCO’s current service provides for refuse collection, organic waste (“green bins”), and common recycling (“blue bins”).
Recycling Market Dynamics
The export of recyclable materials is a key component of California's recycling infrastructure. Ongoing impacts of a declining global market value for some recyclables, coupled with the need to reduce contamination levels in recycling streams, have resulted in significant challenges for the solid waste and recycling industry, local governments, and Californians. Alternate markets are developing with the expectation that this will result in increased market stability going forward.
Report to Mayor and Councilmembers
Date: April 25, 2023
Page: 3 of 6
California Waste and Recycling Requirements
Assembly Bill 939 – In 1989, California legislators adopted AB 939, which requires California jurisdictions divert 50% of waste from landfills.
Assembly Bill 341 – In 2011, the State enacted AB 341 which set mandatory recycling requirements for commercial customers and requires local jurisdictions to implement a recycling program.
Senate Bill 1383 – In September 2016, Governor Brown signed SB 1383, establishing methane emissions reduction targets in a statewide effort to reduce emissions from short-lived climate pollutants in various sectors of California’s economy. Methane from decomposing organic waste in landfills is a significant source of greenhouse gas (GHG) emissions; therefore, SB 1383 requires organic waste disposal in California to be 75% below 2014 levels by 2025. Additionally, 20% of edible food for human consumption that is currently being landfilled must be recovered by 2025. Cities and waste haulers were required to have the following in place as of January 1, 2022 with compliance beginning January 1, 2024:
Organic waste collection services to all residents and businesses Edible food recovery programs
Education and outreach to the community
Procurement of recycled organic products
Compliance monitoring, enforcement, and reporting
On March 22, 2022, City Council adopted an ordinance adding La Mesa Municipal Code Chapter 7.30 Mandatory Organics Recycling and Edible Food Recovery and amending Chapter 7.20 Refuse Collection and Chapter 7.22 Mandatory Recycling to comply with SB 1383. City Council directed staff to amend the administrative citation schedule related to the Mandatory Organics Recycling and Edible Food Recovery Ordinance.
The revision to the citation schedule is currently being processed and will be completed prior to January 1, 2024 which is the proposed citation effective date .
The City continues to implement programs that help the City meet State mandate requirements.
Report to Mayor and Councilmembers
Date: April 25, 2023
Page: 4 of 6
DISCUSSION:
Draft Proposed Rates
EDCO’s proposed rate adjustment request for Fiscal Years 2024 and 2025 was received on March 9, 2023. If approved, the trash rates would be in effect for a two-year period starting on July 1, 2023.
Supporting data was submitted with the rate adjustment request. The agreement with EDCO allows the City to perform specific rate review procedures in consideration of all requests for rate adjustments. The purpose of the rate review is to ensure that the rates charged to its residents are appropriate and equitable. The City engaged Rogers, Anderson, Malody & Scott, LLP, Certified Public Accounts, to perform an audit of EDCO’s accounting records, in accordance with the criteria established in the agreement. The firm assisted the City in the review and validation of the proposed rate increases. The results of this audit review will be presented as part of the supporting materials for the public hearing.
The first component of the rate adjustment would address current trash, recycling, and organic waste services and is consistent with past EDCO rate reviews. EDCO is proposing an increase of $2.07 per month (8 percent) to the current residential rate of $25.46, for a total of $27.53 per month. EDCO is also proposing an increase of $8.19 per month (7 percent) to the current commercial rate of $114.75, for a total of $122.94 per month. The annual increase in the basic residential bill would be $24.84 yearly for the next two years; the basic commercial bill would increase by $98.28 yearly for the next two years.
The primary factors contributing to the increased rates include disposal rates, disposed tonnage, commodity value, and the Consumer Price Index. Proposed rates vary throughout San Diego County due to such factors as one-year versus two-year rate cycles and/or no implemented organic waste recycling program. As of April 2023, the City of La Mesa has been identified to have the fourth lowest residential rate and lowest commercial rate (Attachment B) in the County.
Proposition 218 Noticing Process
To comply with Proposition 218, an agency increasing rates for water, sewer, or trash collection must do the following:
Identify the parcels upon which the fee or charge will be imposed Calculate the fee or charge
Report to Mayor and Councilmembers
Date: April 25, 2023
Page: 5 of 6
Provide written notice by mail to the record owner of each parcel upon which the fee or charge will be imposed
The notice must include the amount of the fee or charge; the basis upon which the fee or charge was calculated; the reason for the fee or charge; and the date, time, and location of a public hearing on the proposed fee or charge Conduct a public hearing not less than 45 days after mailing the notice At the public hearing, consider all protests against the fee or charge If written protests against the proposed fee or charge are presented by a majority of owners of the identified parcels, the agency cannot impose the fee or charge The draft notice is provided as Attachment A.
The rate review and validation work will be conducted over the next few weeks. Notices will be mailed to property owners no later than May 13, 2023 in order to meet the 45- day notification period. The public hearing will be held on June 27, 2023; the proposed rate adjustments would be effective for a two-year period beginning July 1, 2023 through June 30, 2025.
CONCLUSION:
It is recommended that the City Council authorize staff to initiate the notification process required by Proposition 218 and schedule a public hearing on June 27, 2023 to hear and consider the proposed adjustments to EDCO trash rates.
Reviewed by: Respectfully submitted by:
____________________ ____________________________
Greg Humora Michael Throne
City Manager Director of Public Works
____________________________
Hilary Ego
Environmental Program Manager
____________________________
Serena Lee
Administrative Analyst I
Report to Mayor and Councilmembers
Date: April 25, 2023
Page: 6 of 6
Attachments: A – Draft Proposition 218 Notice
B – San Diego County Franchise City Proposed Rates
City of La Mesa
Solid Waste Collection
Proposed Monthly Service Rates
Effective July 1, 2023
Through June 30, 2025
The following table shows the current and
proposed monthly rates for basic residential
and commercial solid waste collection service.
Your specific service level may not be reflected.
Current
Monthly
Rate
Proposed
Monthly
Rate
Residential Service:
Base rate
$25.46$27.53
Commercial Service: 3-yard bin once per week
$114.75$122.94
This mailing serves as notice to property
owners about a Public Hearing to be held on
Tuesday, June 27, 2023. At the Public Hearing,
the City Council will consider a proposed rate
increase for residential and commercial trash
collection in the City of La Mesa.
If you have questions about the proposed rate
increase or the process for submitting a written
protest, call the City of La Mesa at
619.667.1338.
NOTICE OF
PUBLIC
HEARING
ON
PROPOSED RATE
INCREASE FOR
RESIDENTIAL AND COMMERCIAL TRASH COLLECTION
Tuesday, June 27, 2023
6:00 PM
La Mesa City Hall
Council Chambers
8130 Allison Avenue
La Mesa, CA 91942
And via Zoom Teleconference
City of La MesaOffice of the City Clerk8130 Allison AvenueLa Mesa, CA 91942 If you are the property owner and you
have a tenant who is responsible for
the refuse collection bill, please
forward this notice to the tenant.
Who Should I Call With Questions?
Notice of Public Hearing
ATTACHMENT A
In compliance with Article XIII D of the
California State Constitution and the
Proposition 218 Omnibus Implementation
Act, the City of La Mesa is hereby notifying all
affected property owners of a proposed rate
increase for residential and commercial solid
waste collection for City of La Mesa
customers. The La Mesa City Council will
consider the proposed rate increase at a
Public Hearing on Tuesday, June 27, 2023, at
6:00 p.m. The Public Hearing will be
conducted in the City Council Chambers of
La Mesa City Hall, 8130 Allison Avenue, La
Mesa, and will also be conducted utilizing
Zoom webinar teleconference for public
comment. All interested persons are invited to
attend and participate in the public meeting.
The meeting may be viewed live on Cox
Cable Channel 24 (within La Mesa City
limits), AT&T U-Verse Channel 99 (in the San
Diego Region), the City’s website
(www.cityoflamesa.us), or Facebook Live
(www.facebook.com/lamesaca).
At the Public Hearing, the City Council will
hear and consider all testimony concerning
the proposed increases to the solid waste
rates. If you oppose the proposed rate
increase, your protest must be submitted in
writing to be considered. Oral comments at
the Public Hearing will not qualify as a formal
protest unless accompanied by a written
protest. If written protests are submitted by a
majority of affected property owners, the
proposed rate increases may not be
implemented.
Protests must be submitted in writing to the City
Clerk’s office by noon on Tuesday, June 27,
2023.
Owners of multiple properties must file a
separate written protest for each property. Only
one written protest per parcel will be accepted.
Protests sent by e-mail or fax, and protests
received after the Public Hearing is closed will
not be accepted.
Written protests must contain a statement
indicating your opposition to the rate increase,
the Accessor Parcel Number (APN) of the
property subject to the proposed rates, the
EDCO service address, and the printed name
and the signature of the property owner or rate
paying tenant. Send your written protest to:
City of La Mesa
Office of the City Clerk
8130 Allison Avenue
La Mesa, CA 91942
If you are the property owner and you have a
tenant who is responsible for the refuse
collection bill, please forward this notice to
the tenant.
The City of La Mesa encourages the participation
of disabled individuals in the services, activities
and programs provided by the City. Individuals
with disabilities, who require reasonable
accommodation in order to participate in City
Council meetings, should contact the City’s
Americans with Disabilities Act (ADA) Coordinator
at 619.667.1175.
EDCO Disposal Corporation provides solid waste
disposal and recycling services in the City of La
Mesa under a franchise agreement. These
services include collection, transfer, processing
and disposal of all solid waste, recyclables and organic waste generated at all residential and commercial
properties located in the City of La Mesa.
In an effort to stabilize trash and recycling rates paid by EDCO customers in La Mesa over the long term,
the La Mesa City Council began adopting multipleyear rates in 1997.
The current rates have been in effect since
July 1, 2021.
In accordance with the franchise agreement, EDCO is
required to submit a written request for any rate
adjustments for the upcoming fiscal year.
Prior to presenting any new rates for Council
consideration, the City contracts with an independent
accounting firm to perform certain agreed-upon
procedures on EDCO’s accounting records. This work
includes reviewing detailed worksheets that track
EDCO’s costs and revenues for each rate
component. The worksheets are ultimately used to
calculate the proposed rates. The purpose of having
the agreed-upon-procedures performed is to assist
City staff in determining the appropriateness of rates
charged to La Mesa’s citizens and businesses for the
collection of trash and recyclable materials.
Following the independent accountant’s work, EDCO
and City staff, with assistance from the accountants,
negotiate appropriate final rates for the City Council
to consider during a Public Hearing. If approved at
the June 27, 2023, Public Hearing, rate adjustments
will be effective July 1, 2023.
The proposed rate adjustments are needed to fund
cost increases for collecting, processing, and
disposing of solid waste, labor and equipment costs,
fuel charges, recyclable collection and processing,
public education, and other state-mandated solid
waste diversion programs.
Prop. 218 Protest Form
By signing the form below I protest the
proposed rate increase for solid waste
collection and affirm under penalty of law that I
am the owner or authorized representative of
the owner of the below parcel.
Parcel Information
Assessor’s Parcel ID:
_____________________________________
Street Address:
_____________________________________
City, State, Zip code:
_____________________________________
Statement
_____________________________________
_____________________________________
_____________________________________
_____________________________________
_____________________________________
_____________________________________
_____________________________________
_____________________________________
Submitted By
Print Owner Name:
____________________________________
If the above is not an individual(s), e.g. and
LLC, Trust, Corporation, etc.
Print Authorized Signatory:
_____________________________________
Signature:
_____________________________________
Date: _______________________________
Public Hearing Information
Why are Solid Waste and Recycling
Rates Increasing?
Notification
-10-
EXHIBIT A: San Diego County Franchise City Rates Proposed July 1, 2023 Current/ Current/
Proposed Effective Proposed Effective
City Rate Date City Rate Date
National City $ Proposed 7/1/23 La Mesa 25.32 1 $ Proposed 7/1/23 122.94 El Cajon 26.90 Effective 1/1/23 Encinitas Proposed 7/1/23 126.47 Coronado Proposed 7/1/23 Escondido 27.48 128.29 Effective 1/1/23 La Mesa1 Proposed 7/1/23 Solana Beach 130.02 27.53 Proposed 7/1/23 Escondido Effective 1/1/23 Lemon Grove 131.29 28.66 Proposed 7/1/23 Lemon Grove 29.80 Proposed 7/1/23 Coronado Proposed 7/1/23 135.43 Solana Beach 29.80 Proposed 7/1/23 Poway Proposed 7/1/23 135.84 Encinitas Proposed 7/1/23 National City 141.63 29.93 Proposed 7/1/23 Poway Proposed 7/1/23 San Marcos 142.69 30.06 Proposed 7/1/23 Santee Effective 1/1/23 Del Mar 30.29 Proposed 7/1/23 144.40 San Marcos 31.36 Proposed 7/1/23 Oceanside 166.15 Effective 1/1/24 Del Mar 31.94 Proposed 7/1/23 Vista Proposed 7/1/23 167.62 Oceanside Effective 1/1/24 Santee 32.09 175.51 Effective 1/1/23 Vista Proposed 7/1/23 Imperial Beach 197.51 34.46 Proposed 7/1/23 Imperial Beach 41.38 Proposed 7/1/23 El Cajon 249.85 Effective 1/1/23 Carlsbad2 Effective 7/1/22 Carlsbad 28.02 2 Effective 7/1/22 135.89 Chula Vista2 Effective 7/1/22 Chula Vista 32.27 2 Effective 7/1/22 138.44 County Average 30.43$ County Average 151.17 $
High 41.38 $ High 249.85 $
Median 29.93 Median 138.44
Low 25.32 Low 122.94
1 2-year fixed rate
2 Unable to obtain 2023 rate
Residential Commercial
DRAFT SUBJECT
TO CHANGE
ATTACHMENT B
DRAFT
REPORT to the MAYOR and MEMBERS of the CITY COUNCIL
From the CITY MANAGER
DATE: April 25, 2023
SUBJECT: RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF LA MESA ADOPTING THE SAN DIEGO
ASSOCIATION OF GOVERNMENTS (SANDAG)
ANNUAL ADJUSTMENT TO THE REGIONAL
TRANSPORTATION CONGESTION IMPROVEMENT
PROGRAM (RTCIP) DEVELOPMENT IMPACT FEE TO
COMPLY WITH THE REQUIREMENTS OF SANDAG
COMMISSION ORDINANCE 04-01 AND TRANSNET
EXTENSION ORDINANCE AND EXPENDITURE PLAN
ISSUING DEPARTMENT: Public Works
SUMMARY:
Issues:
Should the City Council approve the resolution adopting the SANDAG annual adjustment to the RTCIP development impact fee for the fiscal year 2023/2024? Recommendation:
Staff recommends that the City Council approve the resolution adopting the SANDAG annual adjustment to the RTCIP development impact fee for the fiscal year 2023/2024.
Fiscal Impact:
The current fee is $2,688.21. Effective July 1, 2023, the City would collect $2,741.97 per dwelling unit for each new residence constructed in La Mesa. If the City does not comply with the RTCIP adjustments, La Mesa may lose its TransNet funding for improvements to local roads for the following fiscal year.
BACKGROUND:
The TransNet Extension Ordinance and Expenditure Plan, also known as SANDAG Commission Ordinance 04-01, requires that each local agency in San Diego County collect fees from private sector development to the RTCIP for each newly constructed
Report to Mayor and Councilmembers
Date: April 25, 2023
Page: 2 of 3
residential unit beginning July 1, 2008. The purpose of the program is to ensure that new development invests in the region’s transportation system to offset the impact of growth on congestion and mobility.
In compliance with the TransNet Extension Ordinance and Expenditure Plan and the RTCIP Impact Fee Nexus Study, the City Council adopted Ordinance 2008-2791 on May 13, 2008, establishing the City’s residential traffic impact mitigation fee program and authorizing the collection of RTCIP fees. Revenue collected through the residential traffic impact mitigation fee program must be used on the regional arterial streets in La Mesa to construct transportation improvements such as new roadways, turning lanes, traffic signal coordination, bike lanes, sidewalks and other transportation improvements.
The regional transportation system is comprised of streets that create vital links through communities to freeways. This system of streets is defined as the Regional Arterial System. The following La Mesa streets are classified as regional arterials: 70th Street, El Cajon Boulevard, Fletcher Parkway, Grossmont Center Drive, Jackson Drive, La Mesa Boulevard from the eastern intersection with University Avenue to I-8, Lake Murray Boulevard, Massachusetts Avenue, Spring Street, and University Avenue.
DISCUSSION:
The Transnet Extension Ordinance requires that the RTCIP fee charged by local jurisdictions be adjusted every year on July 1 to ensure the RTCIP retains its purchasing power to improve the regional arterial system. The adjustment shall not exceed the percentage increase set forth in the construction cost index published by the Engineering News Record or similar cost of construction index. In no event, however, shall the increase be less than two percent per year.
SANDAG staff has evaluated construction cost trends and relevant indices and based on this analysis a +2.0 percent fee adjustment was approved by the SANDAG Board of Directors at its February 24, 2023 meeting, raising the minimum RTCIP fee from $2,668.21 to $2,741.97 effective July 1, 2023.
CONCLUSION:
Staff recommends that the City Council approve SANDAG’s annual adjustment to the development impact fee for the Regional Transportation Congestion Improvement Program, setting the fee at $2,741.97 to be collected for each newly constructed residential unit for the fiscal year 2023/2024.
Report to Mayor and Councilmembers
Date: April 25, 2023
Page: 3 of 3
Reviewed by: Respectfully submitted by:
____________________ ____________________________
Greg Humora Michael Throne, PE
City Manager Director of Public Works
Attachments: A. Resolution
RESOLUTION NO. 2023-
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF LA MESA ADOPTING
THE SAN DIEGO ASSOCIATION OF GOVERNMENTS (SANDAG) ANNUAL
ADJUSTMENT TO THE REGIONAL TRANSPORTATION CONGESTION
IMPROVEMENT PROGRAM (RTCIP) DEVELOPMENT IMPACT FEE TO COMPLY WITH THE REQUIREMENTS OF SANDAG COMMISSION ORDINANCE 04-01
AND TRANSNET EXTENSION ORDINANCE AND EXPENDITURE PLAN
WHEREAS, SANDAG Commission Ordinance 04-01 and the TransNet Extension Ordinance and Expenditure Plan requires that each local agency in San Diego County contribute exactions from the private sector to the Regional Transportation Congestion Improvement Program (RTCIP) for each newly constructed residential housing unit;
WHEREAS, said fees are intended to ensure that future development contributes its proportional share of the funding needed to pay for the Regional Arterial System and related regional transportation facility improvements as defined in the SANDAG Regional Transportation Plan;
WHEREAS, SANDAG commissioned the RTCIP Impact Fee Nexus Study to assist local agencies in complying with the legal requirements governing development impact fees in California; WHEREAS, Ordinance No. 2008-2791 establishes a Residential Traffic Impact Mitigation Fee Program for the City of La Mesa in compliance with the requirements of SANDAG Commission Ordinance 04-01, the TransNet Extension Ordinance and Expenditure Plan and the RTCIP Impact Fee Nexus Study;
WHEREAS, any revenue collected by the City of La Mesa through the Residential Traffic Impact Mitigation Fee Program must be used on the Regional Arterial System to construct transportation improvements such as new roadways, turning lanes, traffic signal coordination and other traffic improvements;
WHEREAS, the TransNet Extension Ordinance and Expenditure Plan requires that the amount collected by each local agency be increased on July 1 of each year; WHEREAS, the amount of the increase shall not exceed the percentage increase set forth in the Engineering Construction Cost Index published by the Engineering News Record or similar cost of construction index and in no event shall the increase be less than two percent per year; WHEREAS, Resolution No. 2022-030 sets the Residential Traffic Impact Mitigation Fee beginning July 1, 2022, at two thousand six hundred eighty-eight dollars and twenty-one cents ($2,688.21), for newly constructed residential housing units, in compliance with the SANDAG RTCIP Fee Nexus Study; and
WHEREAS, the SANDAG Board of Directors approved a 2.0 percent increase to the residential traffic impact mitigation fee raising the fee to two thousand seven hundred forty-one dollars and ninety-seven cents ($2,741.97) at their meeting held on February 24, 2023.
NOW, THEREFORE, BE IT AND IT IS HEREBY RESOLVED by the City Council of the City of La Mesa, California, that the amount of the traffic impact mitigation fee effective July 1, 2023, shall be two thousand seven hundred forty-one dollars and ninety-seven cents ($2,741.97).
PASSED AND ADOPTED at a Regular meeting of the City Council of the City of La Mesa, California, held the 25
th day of April 2023, by the following vote, to wit:
AYES:
NOES:
ABSENT:
CERTIFICATE OF CITY CLERK
I, MEGAN WIEGELMAN, City Clerk of the City of La Mesa, California, do hereby certify the foregoing to be a true and exact copy of Resolution No. 2023- , duly passed and adopted by the City Council of said City on the date and by the vote therein recited.
MEGAN WIEGELMAN, CMC, City Clerk
(SEAL OF CITY)
REPORT to the MAYOR and MEMBERS of the CITY COUNCIL
From the CITY MANAGER
DATE: April 25, 2023
SUBJECT: RESOLUTION AUTHORIZING CONTRACT CHANGE
ORDER NO. 1 FOR CONSTRUCTION TESTING AND
INSPECTION SERVICES TO ARDURRA GROUP, INC., FOR
THE EL CAJON BOULEVARD AND JESSIE AVENUE
SAFETY IMPROVEMENTS PROJECT
ISSUING DEPARTMENT: Public Works
SUMMARY:
Issues:
Should the City of La Mesa authorize Contract Change Order No. 1 for construction testing and inspection services for the El Cajon Boulevard and Jessie Avenue Traffic Safety Improvements Project to Ardurra Group, Inc. in an amount not to exceed $30,642?
Recommendation:
Adopt the attached resolution authorizing Contract Change Order No. 1 for construction testing and inspection services for the El Cajon Boulevard and Jessie Avenue Traffic Safety Improvements Project to Ardurra Group, Inc. in an amount not to exceed $30,642.
Fiscal Impact:
Funds for the change order are available, and will be funded from CIP account no. 302233TR. No General Fund monies will be used.
City’s Strategic Goals:
Continue to improve high quality municipal services
Effective and efficient traffic circulation and transportation
Report to Mayor and Councilmembers
Date: April 25, 2023
Page: 2 of 2
BACKGROUND:
On January 30, 2023, a purchase order was issued to Ardurra Group, Inc., to provide construction inspection services for the El Cajon Boulevard and Jessie Avenue Traffic Safety Improvements Project.
DISCUSSION:
During the course of the construction of the safety improvements project, additional testing services are needed to ensure the materials being installed by the contractor are meeting contract specifications and can be properly inspected. Staff therefore has negotiated Contract Change Order No. 1 in an amount of $30,642 to augment the existing purchase order with Ardurra Group Inc., for this additional technical service.
CONCLUSION:
Staff recommends that City Council adopt the attached resolution authorizing Contract Change Order No. 1 for construction testing and inspection services for the El Cajon Boulevard and Jessie Avenue Safety Improvements Project to Ardurra Group, Inc., in an amount not to exceed $30,642.
Reviewed by: Respectfully submitted by:
____________________ ____________________________
Greg Humora Michael Throne, PE
City Manager Director of Public Works
____Michael Kinnard________
Michael Kinnard, PE
Engineering Project Manager
Attachments: A: Resolution
B: Change Order No.1 request
RESOLUTION NO. 2023-
RESOLUTION AUTHORIZING CONTRACT CHANGE ORDER NO. 1
FOR CONSTRUCTION TESTING AND INSPECTION SERVICES TO
ARDURRA GROUP, INC., FOR THE EL CAJON BOULEVARD AND
JESSIE AVENUE SAFETY IMPROVEMENTS PROJECT
WHEREAS, Ardurra Group, Inc., was selected from RFQ 13-22 to provide as-needed services for construction inspection;
WHEREAS, On January 30, 2023, a task order was issued to Ardurra Group, Inc. to provide construction inspection services for the El Cajon Boulevard and Jessie Avenue Safety Improvements Project; and
WHEREAS, Additional construction testing services are necessary to ensure proper material testing and inspection of the construction.
NOW THEREFORE, BE IT AND IT IS HEREBY RESOLVED by the City Council of the City of La Mesa, California, that the Mayor is hereby authorized and instructed to execute for and on behalf of said City, Contract Change Order No. 1 for Construction Testing and Inspection Services between the City of La Mesa and Ardurra Group, Inc., for an amount of $30,642 for the El Cajon Boulevard and Jessie Avenue Safety Improvements Project. Said contract change order is on file in the Office of the City Clerk.
PASSED AND ADOPTED at a Regular meeting of the City Council of the City of La Mesa, California, held the 25th day of April 2023, by the following vote, to wit:
AYES:
NOES:
ABSENT:
CERTIFICATE OF CITY CLERK
I, MEGAN WIEGELMAN, City Clerk of the City of La Mesa, California, do hereby certify the foregoing to be a true and exact copy of Resolution No. 2023- , duly passed and adopted by the City Council of said City on the date and by the vote therein recited.
MEGAN WIEGELMAN, CMC, City Clerk
(SEAL OF CITY)
March 2, 2023
Mr. Michael Throne
City Engineer/Public Works Director
City of La Mesa
8031 Allison Ave
La Mesa, CA 91941
Reference: Budget Increase Request – Bid No. 23-01; El Cajon Boulevard and Jessie Avenue Safety Improvements Project
Dear Mr. Throne:
This letter is being provided as a request for an increase in our approved budget for construction management and inspection services on the City of La Mesa’s El Cajon Boulevard and Jessie Avenue Safety Improvements Project. In accordance with the City’s request, IEC has solicited a proposal from an qualified materials and geotechnical testing laboratory to provide sampling and testing in accordance with the City’s approved Quality Assurance Program.
Based on that request Ardurra has solicited a proposal from Atlas Technical Consultants. Atlas is a leader in local materials and geotechnical sampling and testing, and in particular, maintains a large group of testing personnel certified by Caltrans as required as part of this project. Atlas has reviewed the project plans and specifications and provided a proposal for the services (See Attached).
In addition to the estimated cost presented by Atlas, IEC is requesting a mark-up of 5% in order to cover costs associated with administering the contract. Based on that request IEC is requesting an additional $30,642.00 (Thirty-Thousand, Six Hundred and Fourty-two Dollars) to our original budget.
We sincerely appreciate the opportunity to assist the City with this project. Please contact me at (858) 243-4977 should you have any questions or need further information.
Sincerely,
Scott Adamson, PE, QSD/P
Construction/Program Management – Group Leader
Proposal No. 23-02523
Page | 1
6280 Riverdale Street
San Diego, CA 92120
(877) 215-4321 | oneatlas.com
February 28, 2023
Proposal No. 23-02523
MR. DUSTIN BENDER
ARDURRA
14271 DANIELSON STREET
POWAY, CA 92064
SUBJECT: Proposal for Construction Testing and Inspection Services City of La Mesa, El Cajon Boulevard and Jessie Avenue
Safety Improvements
El Cajon Blvd & Jessie Ave
La Mesa, CA 91942
Dear Mr. Bender:
In accordance with your request, Atlas Technical Consultants LLC (Atlas) is pleased to submit this proposal to address the requirements for compaction testing and materials testing in the project documents. The compaction testing services required for the project will consist of subgrade preparation, aggregate base, and asphalt placement.
Based upon our review of the project documents and experience on similar projects, we have estimated our service duration and fees. A construction schedule was not available for developing this estimate.
SCOPE OF WORK
Earthwork Observation and Compaction Testing Services
Atlas’ proposed scope of work for compaction testing will consist of:
Observation and relative compaction testing of subgrade preparation, aggregate base, and asphalt placement
Special Inspection and Materials Engineering Services
Prepare Verified Reports at requested milestones and at the completion of the project We will provide daily inspection reports describing the work inspected and stating compliance or non-compliance with the project documents. Atlas daily field reports will be sent to the requested recipients electronically daily. We will provide supervision of our project personnel by our project engineer, a Registered Civil Engineer. The project engineer will review reports and test results, attend site meetings as requested, and review billing. Additionally, the project engineer will act as a point of contact and will be available to answer questions that may arise.
Proposal No. 23-02523
Page | 2
FEE
Our budget estimate for services is based on our review of the project documents and past experience on similar projects.
We propose to provide our services on a time and materials basis according to the Schedule of Fees included in this budget estimate.
Based on the above scope, we estimate our fees to be approximately $29,183. A cost table presenting a breakdown of our estimate has been provided in this budget estimate.
Notes:
(1) Should services provided by Atlas for this project become subject to state or federal prevailing wage requirements, Atlas will be compensated for those services at its prevailing wage rates from the date these requirements become effective, through completion of the project. Our prevailing wage rates will be adjusted proportionately where the DIR instructs us to increase our rates.
(2) Recognizing that our services are directly dependent upon the performance of others, we will invoice for services rendered at the specified unit rates for the quantities shown on the attached budget estimate. Unforeseen conditions, unfavorable weather, and other unanticipated conditions may affect the actual duration of the work.
Services in addition to those described in this budget estimate may be requested by or on behalf of the client and will be invoiced on a time and materials basis at the unit rates outlined in this document. (3) The unit costs shown are based upon work taking place between the hours of 0600 and 1700; Monday through Friday, excluding nationally recognized holidays. Work performed on a Saturday or more than 8 hours on a given day will be invoiced at 1.5 times the standard rate. Work performed on Sunday or nationally recognized holidays will be invoiced at 2 times the standard rate. Unscheduled cancellations will be invoiced a minimum of 2 hours.
All other terms and conditions shall be per our standard Schedule of Fees.
DEFINITION OF RESPONSIBILITY
The presence of our field representative will be for the purpose of observing the construction and reporting its general compliance with the approved plans and the applicable building codes. Our work does not include the supervision or direction of the contractor’s work, their employees, or their agents. The contractor is responsible for their services, and neither the presence of our field personnel nor the observation and testing by this firm should excuse the contractor in any way for defects in their work. It should further be understood that we are not responsible for site safety.
During the course of a subsurface investigation, heavy equipment may disrupt the site.
AUTHORIZATION
This budget estimate will be valid for 90 days. If this budget estimate meets with your approval, please authorize our services by signing the attached Client Services Agreement and returning it to our office. We will, in turn, send you a fully executed original for your records.
Proposal No. 23-02523
Page | 3
Atlas appreciates this opportunity to provide our professional services and is most interested in becoming a member of your consultant team. Atlas has considerable experience in successfully providing these services and we are confident that we can provide them in a timely and costeffective manner. Should you have any questions regarding this budget estimate, or if we may be of further service, please contact the undersigned.
Respectfully submitted,
ATLAS TECHNICAL CONSULTANTS LLC
Aklilu Y. Estifanos, EIT Dan Marino
Project Manager Senior Client Services Manager
[email protected] [email protected] AK:DM
Attachments: Budget Estimate Summary
2023 Schedule of Fees
Client Services Agreement
Distribution: [email protected]
Ardurra
Budget Summary/Cost Estimate Table
Total Cost
$17,036.00
Soils
Soils Technician (Group 1) - Subgrade/Base/Asphalt 100 hours @ $120.00 /hour $12,000.00 Soils Technician (Group 1) - Batch Plant inspection 32 hours @ $120.00 /hour $3,840.00 Concrete
Material Sample Pick Ups 2 hours @ $98.00 /hour $196.00 Cast-in-Place Concrete Inspection (Group 2) 8 hours @ $125.00 /hour $1,000.00 $1,720.00
Project Manager 8 hours @ $171.00 /hour $1,368.00
Administrative Assistant 4 hours @ $88.00 /hour $352.00 $2,180.00
As-Built Reports $1,800.00
Senior Professional - Laboratory Testing Review 2 hours @ $190.00 /hour $380.00 MATERIALS LAB TESTING $8,247.00
Hveem - Maximum Bulk Specific Gravity (Cal308) 8 tests @ $347.00 /test $2,776.00 Maximum Density/Optimum Moisture - 4" (ASTM D698/D1557) 2 tests @ $231.00 /test $462.00 Maximum Density/Optimum Moisture - 6" (ASTM D698/D1557) 1 tests @ $254.00 /test $254.00 Sieve Analysis (Cal 202, ASTM C136, ASTM D422) 5 tests @ $128.00 /test $640.00 Expansion Index (ASTM D4289) 1 tests @ $205.00 /test $205.00 Percent Bitumen Asphaltic Concrete (Cal 382, ASTM D6307) 8 tests @ $208.00 /test $1,664.00 Asphalt Core Specific Gravity Waxed (Cal 308, ASTM D1188 16 tests @ $97.00 /test $1,552.00 Moisture Content of Asphalt Mixtures Using Microwave (Cal 370) 2 tests @ $347.00 /test $694.00 $29,183.00
ASSUMPTIONS - GENERAL
1 2
3 4
5 6
7 8
9 10
11 All work performed outside our scope of service will be invoiced per Atlas 2023 Schedule of Fees.
Man hours were estimated assuming Atlas will provide periodic special inspection during the duration of the construction. 5 concrete cylinders taken for each 150 cubic yards.
This budget estimate reflects realistic amounts of inspection and testing at the California State Prevailing Wage inspection rate.
The client will be invoiced in 4 and 8 hour increments.
The hourly rate reflects an anticipated start date of 2023.
A construction schedule was not available for this estimate.
Plans and specifications were available for this estimate.
Assumes an 8-hour day at 5 days per week.
No overtime is scheduled.
No weekend work is scheduled.
Project
Client February 28, 2023
BUDGET ESTIMATE SUMMARY
California State Prevailing Wage Rates
City of La Mesa, El Cajon Boulevard and Jessie Avenue Safety Improvements Atlas Proposal No. 23-02523
TOTAL FOR CONSTRUCTION TESTING & INSPECTION SERVICES
SPECIAL INSPECTOR/FIELD SERVICES
PROFESSIONAL STAFF
PROJECT MANAGEMENT
CONSTRUCTION TESTING & INSPECTION SERVICES
Estimated
Hours/Unit Rate/Unit
Lump Sum
B*
Revised January 2023
SOUTHERN CALIFORNIA SCHEDULE OF FEES
California Prevailing Wage
Effective January 1, 2023
PROFESSIONAL SERVICES
Professional (Engineering, Geology, Environment, Envelope Services) Director/Principal Professional ....................................................................................................................................... $235 Senior Professional .......................................................................................................................................................... 190 Project Professional ......................................................................................................................................................... 170 Staff Professional ............................................................................................................................................................. 160 Drafter Level II ................................................................................................................................................................. 105 Drafter Level I .................................................................................................................................................................. 100 Project Management
Senior Project Manager ................................................................................................................................................. $182 Project Manager ............................................................................................................................................................... 171 Administrative Assistant ..................................................................................................................................................... 88 Field Services (Geotechnical, Special Inspection)
Field Supervisor ............................................................................................................................................................ $136 LA Certified Grading Inspector ........................................................................................................................................ 143 Off Site Inspector ............................................................................................................................................................. 131 Laboratory Technician ....................................................................................................................................................... 86 Group 1 (Field Soils, Material Tester) .............................................................................................................................. 120* Group 2 (Special Inspection)............................................................................................................................................ 125* Group 3 (NDT Testing) .................................................................................................................................................... 135 Coring .............................................................................................................................................................................. 193 Field Services (SUE Level B Utility Evaluations and Rebar Locating) Line Tracer, Ground Penetrating Radar, Electromagnetics, Magnetics Full Day ................................................................................................................................................................ $3,030 Hourly Rate (A Mob/Demob charge of $280 applies to projects billed on hourly rates) ............................................. 295 Letter Report ............................................................................................................................................................. 330 Map (per day of field work) ........................................................................................................................................ 385 Field Services (Geophysical Data Acquisition)
UST, Landfill, Oil Well, Void, Pile Integrity Testing
Full Day ............................................................................................................................................................... $3,055 Hourly Rate (A Mob/Demob charge of $365 applies to projects billed on hourly rates) ............................................. 335 Field Services (Advanced Geophysical Studies)
Seismic, Sting ERT, Resistivity, Groundwater, UXO/MEC
Full Day ............................................................................................................................................................... $3,465 Hourly Rate (A Mob/Demob charge of $585 applies to projects billed on hourly rates) ............................................. 360 Field Services (Seismic ReMi)
One Line ............................................................................................................................................................... $1,650 Each Additional Line .................................................................................................................................................. 330 For Pavement/Requires Drilling ................................................................................................................................. 330 Field Services (Vibration Monitoring)
Mobilization ......................................................................................................................................................... $1,100 Equipment (Daily) ..................................................................................................................................................... 220 Daily Analysis & Reporting (Daily) .............................................................................................................................. 85 Final Report Preparation .......................................................................................................................................... 825 Manned Vibration Monitoring ................................................................................................................................. Quote Field Services (Building Envelope)
Field Tech Level II .......................................................................................................................................................... $138 Field Tech Level I ............................................................................................................................................................. 132 Electronic Leak Detection (Hourly Rate, 4 hour minimum)............................................................................................... 275 Fenestration Testing (ASTM E1105/E783) – Hourly Rate (2 technicians) ....................................................................... 440 Fenestration Testing (AAMA 501.2) – Hourly Rate (2 technicians) .................................................................................. 248 Drainage Efficiency of Exterior Insulation and Finish Systems (EIFS) Clad Wall Assemblies (ASTM E2273) ............. 1,650
ATLAS SOCAL SCHEDULE OF FEES Page 2 of 4
Revised January 2023
Travel and Miscellaneous
Pick Up .................................................................................................................................................................... $98/hour Travel Time Hourly Rate (or $135/hour beyond 1 hour from San Diego for Geophysical Crews) Overtime and Saturday Rate ........................................................................................................ 1.5 x Regular Hourly Rate Sunday and Nationally Recognized Holiday Rate (including the day after Thanksgiving) .............. 2 x Regular Hourly Rate Rush Surcharge ................................................................................................................................ Normal Rate plus 50% Per Diem (variable, depending on location) ................................................................................................................ Quote Prevailing Wage Hourly Surcharge for Technicians and Inspectors per California Labor Code §720 et seq .............. Quote Specialty Equipment Surcharge ................................................................................................................................. Quote
LABORATORY TESTS
Soil and Aggregate
California Bearing Ratio (ASTM D854) ......................................................................................................................... $483 California Impact (Cal 216) .............................................................................................................................................. 238 Clay Lumps in Aggregate (ASTM C142) .......................................................................................................................... 174 Cleanness Value (Cal 227) .............................................................................................................................................. 231 Compressive Strength of Rock Core (ASTM D7012) ...................................................................................................... 300 Consolidation (ASTM D2435) .......................................................................................................................................... 231 Corrosivity Testing (Soluble Chlorides and Sulfates, pH and Resistivity) ........................................................................ 217 Crushed Particles (Cal 205, ASTM D5821)...................................................................................................................... 174 Direct Shear (ASTM D3080) ............................................................................................................................................ 300 Durability Factor (Cal 229, ASTM D3744) ........................................................................................................................ 112 Durability Index (Cal 229, ASTM D3744) ......................................................................................................................... 259 Expansion Index (ASTM D4829) ...................................................................................................................................... 205 Fine Aggregate Angularity (AASHTO T304) .................................................................................................................... 231 Fineness Modulus (ASTM C136) ....................................................................................................................................... 28 Flat & Elongated Pieces (ASTM D4791) .......................................................................................................................... 202 Light Weight Pieces (ASTM C123) .................................................................................................................................. 202 Liquid Limit (Cal 204, ASTM D4318) .................................................................................................................................. 87 Los Angeles Abrasion (Cal 211, ASTM C131) ................................................................................................................. 259 Maximum Density Check Point (ASTM D698/D1557) ...................................................................................................... 101 Maximum Density/Optimum Moisture – 4 inch (ASTM D698, D1557) ............................................................................. 231 Maximum Density/Optimum Moisture – 6 inch (ASTM D698, D1557) ............................................................................. 254 Minimum Density (ASTM D1556) ....................................................................................................................................... 86 Moisture Content (Cal 226, ASTM C566, ASTM D2216) ................................................................................................... 41 Natural Density Chunk Sample (ASTM D2937) ................................................................................................................. 52 Natural Moisture/Density Ring or Core Sample (ASTM D2937) ......................................................................................... 46 One-Dimensional Swell or Collapse of Soils – per point (ASTM D4546) ......................................................................... 220 Organic Impurities (Cal 213, ASTM C40) ......................................................................................................................... 105 Organic Matter (ASTM D2974) .......................................................................................................................................... 87 Percent Finer than #200 (ASTM C117, ASTM D1140) ...................................................................................................... 81 Permeability Remold Sample (ASTM D2434) .................................................................................................................. 231 Permeability Remold Sample (ASTM D5084) .............................................................................................................. Quote Permeability Undisturbed Sample (ASTM D5084) ....................................................................................................... Quote Petrographic Analysis (Cal 215, ASTM C295) ............................................................................................................. Quote pH & Resistivity (Cal 643, ASTM G51) ............................................................................................................................ 145 Plasticity Index (Cal 204, ASTM 4318) ............................................................................................................................ 147 Potential Reactivity (ASTM C289) .................................................................................................................................... 254 Residual Shear (ASTM D6467) ........................................................................................................................................ 512 Rock Correction (ASTM D4718) ........................................................................................................................................ 31 R-Value (Cal 301, ASTM D2844) ..................................................................................................................................... 319 Sand Castle Test (USACE) .............................................................................................................................................. 226 Sand Equivalent (Cal 217, ASTM D2419) ........................................................................................................................ 102 Sieve Analysis (ASTM C136, ASTM D6913, Cal 202) ..................................................................................................... 128 Sieve Analysis with Hydrometer (Cal 203, ASTM D422) ................................................................................................. 231 Soil Cement Compression Strength (Cal 312, ASTM D1633) ............................................................................................ 58 Soil Cement Cylinder Fabrication (Cal 312, ASTM D1632) ............................................................................................. 116 Soil Cement Mixtures, Wetting and Drying (ASTM D559) ............................................................................................. 1,320 Soluble Chlorides (Cal 422) ............................................................................................................................................... 72 Soluble Sulfate (Cal 417) ................................................................................................................................................... 72 Soundness 5 Cycles (Cal 214, ASTM C88) ..................................................................................................................... 433 Specific Gravity Coarse Aggregate (Cal 206, ASTM C127) ............................................................................................. 133 Specific Gravity Fine Aggregate (Cal 207, ASTM C128) ................................................................................................. 133 Thermal Resistivity of Soils (remolded sample) (IEEE 422) ......................................................................................... 1,210 Triaxial Shear Consolidated – Undrained (ASTM D4767) ............................................................................................ Quote Triaxial Shear Unconsolidated – Undrained (ASTM D2850) ........................................................................................ Quote