SOUTH GATE CITY COUNCIL
REGULAR MEETING AGENDA
Tuesday, March 14, 2023 at
6:30 p.m.
SOUTH GATE COUNCIL CHAMBERS
8650 CALIFORNIA AVENUE
SOUTH GATE, CA 90280
DIAL-IN-NUMBER: 1 (669) 900-6833
MEETING ID: 832 9974 3237
HTTPS://US02WEB.ZOOM.US/J/83299743237
Call to Order/Roll Call With Invocation & Pledge
CALL TO ORDER:
Maria del Pilar Avalos, Mayor
INVOCATION:
Pastor Bobby Scott, Community of Faith Bible Church
PLEDGE OF ALLEGIANCE:
Lt. Evelyn Garcia
ROLL CALL:
Yodit Glaze, City Clerk
City Officials
MAYOR CITY CLERK
Maria del Pilar Avalos Yodit Glaze
VICE MAYOR CITY TREASURER
Gil Hurtado Jose De La Paz
COUNCIL MEMBERS CITY MANAGER
Joshua Barron Chris Jeffers
Maria Davila
Al Rios
CITY ATTORNEY
Raul F. Salinas
1 Meeting Schedule
The regular meetings of the City Council are held on the second and fourth Tuesday of each month, closed session business will usually commence at 5:30 p.m., when scheduled, and general business session will commence at 6:30 p.m.
Brown Act
Agendas are drafted to accurately state what the legislative body is being asked to consider. The legislative body can take action on "all items" listed on the agenda and be in compliance with the open meeting laws. Under the Brown Act, no action may be taken on a matter unless it is listed on the agenda, or unless certain emergency or special circumstances exist. The governing body may direct staff to investigate and/or schedule certain matters for consideration at a future meeting.
City's Vision Statement
We envision a thriving, safe and inclusive community where everyone has the opportunity to access exceptional services, education and support to be resilient and live full, vibrant lives.
Public Communications
Public Comments on agenda items are limited to three (3) minutes. All comments are to be addressed directly to the Agency Members not to the members of the public.
Emails for public comment received prior to 12pm on the day of the Council Meeting will be summarized by the City Clerk, not read in its entirety. A copy of the email will be provided to the City Council and will also be available at the City Clerk's Office for public review. A copy of each email will be recorded for public record and noted on the official minutes of tonight's meeting.
Meeting Compensation Disclosure
Pursuant to Government Code Section 54952.3: Disclosure of compensation for meeting attendance by City Council Members is $790 monthly regardless of the amount of meetings.
Public Hearings - NONE
Comments From The Audience - Non-Agenda Items
During this time, members of the public may address the City Council regarding any items not listed on the agenda and within the subject matter jurisdiction of the City Council and not on this agenda. Comments from the audience will be limited to three (3) minutes per speaker; unless authorized by the Mayor, the time limit may not be extended by utilizing another member's time. There will be no debate or action on items not listed on the agenda unless authorized by law. The collective initial period of time for comments from the audience shall be limited to 45 minutes. Any speaker that did not get a chance to speak during this segment due to the 45-minute limitations will be able to speak at the end of the meeting prior to adjournment.
Note: The City Council desires to provide all members of the public with the opportunity to address the Council. Nevertheless, obscene language, comments intended to disrupt/interfere, other actions which disrupt the progress of the meeting or slanderous comments will not be tolerated and may result in ejection and/or may constitute a violation of South Gate Municipal Code Section1.04.110.
2 Reports And Comments From City Officials
During this time, members of the City Council will report on matters pertaining to their service on various intergovernmental boards and commissions as a representative of the City pursuant to Assembly Bill 1234. City Council Members will also have an opportunity to comment on matters not on the agenda.
Consent Calendar Items
Agenda Items
1, 2, 3, 4, 5, 6, 7, 8, 9
and
10 are Consent Calendar Items. All items including
Ordinances, Resolutions and Contracts, may be approved by adoption of the Consent Calendar, individually and collectively by one (1) motion. There will be no separate discussion of these items unless Members of the City Council, the public, or staff request that specific items be removed from the Consent Calendar for separate discussion and action. Members of the public are permitted to speak on any item listed but their time period is limited to three (3) minutes in total.
Any motion to introduce or adopt an Ordinance on the Consent Calendar shall be: (1) a motion to waive the reading of the Ordinance and introduce the Ordinance or (2) a motion to waive the reading of the Ordinance and adopt the Ordinance, as appropriate.
1. Resolution declaring a continued emergency and authorizing repair, replacement, or maintenance activities of public facilities related to the Urban Orchard, City Project No. 539-PRK without public bidding, pursuant to the Emergency Contracting Procedures of the SG Municipal Code and the California Public Contract Code
The City Council will consider making a finding and adopting a
Resolution
declaring an
emergency still exists and authorizing repair, replacement or
maintenance activities of
public facilities related to the Urban Orchard, City Project No. 539- PRK, without public
bidding, pursuant to the emergency contracting procedures of the South Gate Municipal
Code and the California Public Contract Code. (PW)
Documents:
Item 1 Report 03142023.pdf
2. Resolution approving a Memorandum of Understanding with Eco-Rapid for contract financial services
The City Council will consider: (ADMIN SVCS)
a. Adopting a
Resolution
approving a
Memorandum of Understanding
between the
City of South Gate and Eco-Rapid Transit Authority regarding the provision of financial services for the Eco-Rapid Transit Authority;
b. Approving a Three-Party
Professional Services Agreement
with Eco-Rapid Transit
Authority and Pro-Tech Property Inspections, Inc. to provide financial and accounting services for Eco-Rapid Transit Authority; and
3 c. Authorizing the Mayor to execute the Agreement in a form acceptable to the City Attorney.
Documents:
Item 2 Report 03142023.pdf
3. Agreement with Michael Baker, International to complete Hazard Mitigation Plan
The City Council will consider: (PD)
a. Appropriating $155,000 General Fund to undertake the professional services
agreement
and ancillary support costs that may be necessary;
b. Approving a
contract
with Michael Baker International ("Michael Baker") to update the City's LHMP and EOP in an amount not to exceed $145,770; and
c. Authorizing the Mayor to execute the Agreement in a form acceptable to the City Attorney.
Documents:
Item 3 Report 03142023.pdf
Michael Baker INTL Agreement.pdf
4. Amendment No. 3 to Agreement with Outfront/JCDecaux for Bus Shelter Furniture and Advertising
The City Council will consider: (PW)
a. Approving
Amendment No. 3 to Contract No. 1885A
with Consultant through April
30, 2023, retroactive to
November 2, 2015, to continue bus shelter and bus shelter advertisement services through
April 30, 2023;
b. Authorizing the City Manager to negotiate and enter into an Amendment No. 4
that is
consistent with Amendment No. 3's terms and conditions up to an additional 12 months to provide time to negotiate a new contract or issue a Request for Proposal to procure a new contract; and
c. Authorizing the Mayor to execute Amendment No. 3 in a form acceptable to the City Attorney.
Documents:
Item 4 Report 03142023.pdf
5. Fund Appropriation and Change Order No. 1 for Citywide Valve Replacement Project
The City Council will consider: (PW)
4 a. Appropriating $225,000 from the unrestricted balance of the Water Fund to the Citywide
Valve Replacement, City Project No. 688-WTR to fund Change Order No. 1 to Contract
No. 2022-29-CC with Gentry General Engineering, and construction contingencies;
b. Authorizing the City Manager to approve Change Order No. 1 to Contract No. 2022- 29-
CC to replace a 24-inch water valve, and to install a line stop for an amount not-to- exceed
$190,000; and
c. Authorizing the City Manager to administratively approve change orders to a cumulative
total of $50,500.
Documents:
Item 5 Report 03142023.pdf
6. Amendment No.1 to Contract No. 2022-16-CC with Gonzalez Goodale Architects (GGA) for Architectural & Engineering Services for the South Gate Courthouse Project
The City Council will consider: (PW)
a. Approving
Amendment No. 1 to Contract No. 2022-16-CC
with GGA to extend the
term to December 31, 2024, and to prepare design and construction documents for the demolition phase of the South Gate Courthouse Project, City Project No. 561-ARC ("Project"), in the amount of $33,584; and
b. Authorizing the Mayor to execute the Agreement in a form acceptable to the City Attorney.
Documents:
Item 6 Report 03142023.pdf
7. Maintenance Agreement with TreePeople for Citywide Planting and Outreach
The City Council will consider: (PW)
a. Approving an
Agreement
with TreePeople to plant 1,200 trees in the City and to provide
maintenance for three years, at no cost to the City; and
b. Authorizing the Mayor to execute the Agreement in a form acceptable to the City Attorney.
Documents:
Item 7 Report 03142023.pdf
8. Agreement with Gannett Fleming, Inc. for Construction Management & Inspections Services for the Garfield Avenue Complete
Street Improvement Project
5 The City Council will consider: (PW)
a. Approving an
Agreement
with Gannett Fleming, Inc., to provide construction
management and inspection services for the construction of the Garfield Avenue Complete Street Improvement, City Project No. 564-ST, in an amount not to exceed $438,839; and
b. Authorizing the Mayor to execute the Agreement in a form acceptable to the City Attorney.
Documents:
Item 8 Report 03142023.pdf
9. Appropriation and Authorization to Pay A Special Membership Assessment Fee To Eco-Rapid Transit, A Joint Powers Authority
(JPA), for Fiscal Year 2022-2023
The City Council will consider: (CM)
a. Appropriating $37,282 for a special membership assessment fee for the city's participation in the Eco-Rapid Transit Joint Powers Authority (JPA); and
b. Authorizing the City Manager to pay the JPA assessment invoice.
Documents:
Item 9 Report 03142023.pdf
10. Job Class Specs for Community Engagement Manager and Community Engagement Analyst
The City Council will consider adopting a
Resolution
amending
Resolution No. 6454
(Salary Resolution and Position Classification Plan) by creating the position o f Marketing
and Community Engagement Manager, reclassifying a Management Analyst to a Community Engagement Management Analyst. The City Council will also consider approving the
Job Classification Specifications for the two positions: Marketing and Community Engagement
Manager classification and Community Engagement
Management Analyst in the City Manager's
Office. Additionally, the City Council will
consider updating the Salary Pay Table for the City of
South Gate Professional and Mid-
Management Employees by adding the Marketing and
Community Engagement Manager
at Pay Scale 616 ($6,608 - $8,032 monthly), an Exempt
Classification, and the
Community Engagement Management Analyst at Pay Scale 610 ($6,147 - $7,472
monthly), a Non-Exempt Classification. Finally, the City Council will consider authorizing the City Manager to eliminate the Management Assistant position in the City Manager's Office
when the position becomes vacant. (HR)
Documents:
Item 10 Report 03142023.pdf
Reports, Recommendations And Requests
6 11. Agreement with AltaMed for a Three-Year Behavior Health Pilot Program at three South Gate Middle Schools
The City Council will consider: (CM)
a. Approving the
Professional Services Agreement
with AltaMed for a three-year
Behavior Health Pilot Program at three South Gate Middle Schools not to exceed $460,718;
b. Reallocating $460,718 of American Rescue Plan Act funds set aside for possible Pocket Parks projects to the Mental Health Services account; and
c. Authorizing the Mayor to execute the agreement in a form acceptable to the City Attorney or special counsel.
Documents:
Item 11 Report 03142023.pdf
12. Warrant register for March 14, 2023
The City Council will consider approving the Warrant Register for March 14, 2023. (ADMIN SVCS)
Total of Checks: $3,620,757.58 Less: Voids $ (2,868.40) Less: Employee Payroll Deductions
$ (378,258.99)
Grand Total: $3,239,630.19
Cancellations: 97693, 96852, 98550 and Various Checks as Listed in the Staff Report.
Documents:
Item 12 Report 03142023.pdf
Adjournment
Adjournment in memory of Beatrice (Bea) Josephine Schmid, former City of South Gate Finance Department employee.
I, Yodit Glaze, City Clerk, certify that a true and correct copy of the foregoing Meeting Agenda was posted on March 8, 2023, at 3:45 p.m., as required by law.
Yodit Glaze
City Clerk
GENERAL NOTICE TO THE PUBLIC
The City Council adopted new rules relating to the conduct of the public meetings, proceedings, and 7 business in the City of South Gate on July 12, 2022, (Resolution 2022-38-CC) and go into effect on August 1, 2022. Resolution #2022-38-CC is available at the City Clerk’s Office.
MEETING SCHEDULE
Regular meetings of the City Council are held on the second and fourth Tuesday of each month, closed session meetings will commence at 5:30 p.m. unless posted otherwise on its agenda. The regular City Council meetings will commence at 6:30 p.m. Agendas are available at the following locations:
City Clerk
Office,
Public Notice Boards at City Hall, and on the
City’s web page at https://www.cityofsouthgate.org
The Public can sign up to receive automatic notices of postings of agendas for the City Council or any other Commission or Board of the City of South Gate. Visit the City webpage and click on the Agenda & Minutes icon. That will take you the page where an individual can enter their email in the “Email Updates” box to register.
PUBLIC COMMENT/PARTICIPATION
Any person may request to address a legislative body during a public meeting. The Presiding Officer will call upon those present in the Council Chambers first. After all speakers in the Chambers have spoken, the Presiding Officer will call upon those participating via zoom or teleconference.
Speakers are limited to three (3) minutes on any item listed on the agenda, including public hearings.
Under Comments from the Audience portion, speakers are also limited to a single three (3) minutes time limit. Comments from the Audience is initially limited to 45 minutes at each meeting. Any speaker still wishing to speak, that did not speak, will have an addition Comments from the Audience opportunity after the last business item is finished. The Presiding Officer may extend the time limit as long as there is no objection from the City Council as a body.
To ensure that the public is able to participate, the City provides the opportunity to submit their comments in person, virtually, email, phone call, mail and any other method which may become available. Methods of participation may be subject to change during other such times when a State of Emergency, Health Order or State Executive Order limits in-person participation.
CURFEW
In absence of a motion duly adopted by majority vote of the City Council, the Presiding Officer may adjourn the City Council meetings at 10:30 p.m. The Presiding Officer may ask the City Council if any agenda items listed should be continued or dealt with during the meeting. For those items to be continued, the City Council can direct the item be placed on the next City Council agenda or the current meeting may be adjourned to a time certain at which time the meeting shall be reconvened as an Adjourned Regular Meeting of the City Council and action upon the published agenda continued.
STAFF REPORTS
As a general rule, staff reports. or other written documentation are prepared/organized with respect to each item of business listed on the agenda. Meeting agendas and staff reports are available at least 72- hours prior to the scheduled regular City Council meeting and a minimum of 24-hours prior to a Special City Council meeting. There are times when the City Council receives written material. revised material after the posting of agendas, these materials are become a public record and will be available for public view within 72-hours after the meeting in which they were received. Those materials and any other public document can be inspected in the City Clerk's Office located at 8650 California Avenue, South Gate.
SERVICES TO FACILITATE ACCESS TO PUBLIC MEETINGS
In compliance with the American with Disabilities Act, if you need special assistance to participate in the 8 City Council Meetings, please contact the Office of the City Clerk. Notification 48 hours prior to the City Council Meeting will enable the City to make reasonable arrangements to assure accessibility. For further information, please contact the Office of the City Clerk at (323) 563-9510 or via email at [email protected]
.
9 CITYMANAGER'S OFFICE Item No. I
MAR 6 2023
C'Uy of South Gate
CITY COUNCIL
AGENIDA BJ[LL
Department Director:
For the Regular Meeting o:f: March 14, 2023
Ori a t: Public Works
ervantes
City Manager:
(El,7effers
SUBJECT: RESOLUTION DECLARING A CONTINUED EMERGENCY AND
AUTHORIZING REPAIR, REPLACEMENT OR MAINTENANCE ACTIVITIES OF PUBLIC FACILITIES RELATED TO THE URBAN ORCHARD, CITY PROJECT NO. 539-PRK WITHOUT PUBLIC BIDDING, PURSUANT TO THE EMERGENCY
CONTRACTING PROCEDURES OF THE SOUTH GATE MUNICIPAL CODE AND
THE CALIFORNIA PUBLIC CONTRACT CODE
PURPOSE: To declare an emergency still exists and to authorize the repair, replacement or maintenance activities of public facilities related to the Urban Orchard Project without public bidding. The Los Angeles County Department of Public Health, Solid Waste Division (County) issued a Corrective Action Order requiring construction to stop on the project. The declaration of emergency is necessary to streamline the process to procure a replacement contractor to provide maintenance activities to preserve the site in a safe condition until the County authorizes construction work on the project to resume.
RECOMMENDED ACTIONS: The City Council will consider making a finding and adopting a Resolution declaring an emergency still exists and authorizing repair, replacement or maintenance activities of public facilities related to the Urban Orchard, City Project No. 539- PRK, without public bidding, pursuant to the emergency contracting procedures of the South Gate Municipal Code and the California Public Contract Code.
FISCAL IMPACT: There is no impact to the General Fund. The Urban Orchard Project ("Project") has received a total of $25.5 million in grant and other fiinds for design, construction, operations, and maintenance, as summarized below.
ANALYSIS: The Project was under construction and approximately 80% of construction work has been completed. On December 29, 2022, the City received a Corrective Action Order ("Order") from the Los Angeles County Department of Public Health, Solid Waste Management Program ("County"). The Order required the City to stop all construction activities until such time as a Post Closure Land Use Plan ("PCLUP") for the Project site was approved by the County. Given the PCLUP approval process and input received to date, it will take at least several months, possibly six or more, to obtain approval. 1 10
To avoid the significant delay damages that would be payable by the City to the general contractor during a prolonged suspension of the project pending approval of the PCLUP, the City Council terminated the general contractor's agreement at a Special City Council meeting on February 6, 2023. Such termination provided both irnrnediate and long-term cost savings to the City but also created an immediate need for the City to retain an interim contractor to perform certain ongoing maintenance and safety activities; a need which must be met sooner than the time necessary to engage in normal public bidding procedures.
The proposed Resolution declares a continued emergency exists pursuant to the authority granted by South Gate Municipal Code § 1.54.470 and Califomia Public Contract Code § 22050. Those Code Sections allow cities, by resolution, to approve the City's entry into contracts without engaging in public bidding, where certain emergency conditions are found to have occurred.
Staff continues to believe that the County's Order directing all construction work to be ceased on the Project, constitutes such an emergency due the public safety with an unfinished construction site and the need to respond accordingly to additional directives given by the County related to ensuring public safety. Staff is recornrnending that the City Council adopt the proposed Resolution so that the City can avail itself of the accelerated contracting procedures authorized by those Code Sections. The Resolution, (1) declares an emergency, (2) authorizes the City's City Manager to take such actions deemed necessary to cause the maintenance activities to be performed and to procure the necessary equipment, services, and supplies all without giving notice for bids to let contracts, (3) requires that at each regularly scheduled City Council Meeting, the City Manager present to the Council the reasons justifying why the emergency will not permit a delay resulting from a competitive solicitation for bids, why that action is necessary to respond to the emergency, and that the City Council review the emergency action to determine, by a four-fifth's vote, that there is a need to continue the emergency action until the emergency action is terminated.
The City is working diligently to secure the PCLUP approval. The process has been initiated with the submittal of technical documents such as the Workplan for interim measures and a Summary of Site Investigation.
Since the original Resolution declaring an emergency was approved by the City Council on February 6, 2023, the following contracts, expenditures, and milestones have been undertaken:
1. NR Development Inc. was informed that Contract No. 2021-66-CC was terminated by the City Council effective February 13, 2023, except for maintenance activities.
2. Met with NR Development Inc. to discuss the steps to close out construction activities and continue maintenance activities. As of February 16, 2023, NR Development Inc. is no longer providing any project services or maintenance activities.
3. City forces are providing maintenance services and providing security services through a contract.
4. Coordination with the Trust for Public Land to initiate the process to prepare the technical documents necessary to secure a replacement contractor. Initiated communications to select a replacement contractor for the performance of maintenance activities on the project site.
2 11
5. Preliminarily selected a recommended interim contractor and conducted a field review to receive a proposal for maintenance services as well as interim construction services allowed by the LEA.
6. Submitted a Phase II Workplan to the LEA.
BACKGROUND: The Project is a part of the Capital Improvement Program. The Project is located between the Los Angeles River, Firestone Boulevard, the Thunderbird Villa Mobile Home Park, and the I-710 Freeway. Two primary purposes of the Project are to divert and treat storm water run-off from the Los Angeles River and provide recreation opportunities to South Gate residents.
The Project is being constructed on a property that was used as an unpermitted landfill until 1949 by an entity known as Southeastern Disposal and By-Products. The property site is identified in CalRecycle's Solid Waste Information System (SWIS) as an Unpermitted Closed Solid Waste Disposal Site and SWIS No. 19-AA-5545. In 1984, the State of California Department of Health Services, Toxic Substances Control Division concluded that the clean-up work completed effectively mitigated waste constituents to proceed with the Lewis Homes residential development project. The requirements of the PCLUP came into effect in 1988. As such, the project site is subject to State solid waste regulations that require the PCLUP before any change to the current land use, construction, or land preparation can occur.
The Los Angeles County Department of Public Health, Solid Waste Management Program, acts as the Local Enforcement Agency (LEA) for the State of California's Department of Resources Recycling and Recovery (CalRecycle). The County is authorized by Division 30 of the Public Resources Code (PRC), Section 43209 and 45000, Title 14 and 27 of the California Code of Regulations (14 CCR & 27 CCR), to enforce applicable solid waste regulations and to ensure solid waste sites meet the State minimum standards within the County of Los Angeles. As such, the City is working with the LEA to obtain approval of the PCLUP.
Construction is currently at the 80% completion stage. Improvements that have been substantially completed include but are not limited to rough grading, drop inlet for storm water diversion structures in the Bandini Channel, a wetland overlook area, the stream adjacent to the education/flexible space building and wetland, south bio swale, construction of 18 raised planters, planting of 75 trees, installation of the prefabricated education center and the restroom/maintenance building, two shade structures, a water element at the playground, installation of multi-use walking and bicycle pathways, exercise equipment located at various stages along the walking and bicycle paths, benches, picnic tables, drinking fountains, trash cans, and pathway lighting. The total estimated cost of improvements completed to date is over $12 million.
The Project has received the listed grants:
Grants Amount Grant Recipient
State Water Resource Control Board (Prop 1) $7,975,100 City
Land and Water Conservation Fund (LWCF) $3,000,000
Los Angeles County Flood Control District $530,000
3 12
Safe Clean Water- Municipal Funds $1,435,401
Safe Clean Water- Regional Funds $5,438,000
State Parks- Prop. 68 Grant $1,919,847
Conservation Corp of Long Beach $713,015
Rivers and Mountains Conservancy Funds $4,404,798
TPL
Private Donations $90,000
Total $25,506,161
ATTACHMENT: Proposed Resolution
GD:lc
4 13
RESOLUTION NO.
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
SOUTH GATE, ST ATE OF CALIFORNIA, DECLARING AN
EMERGENCY STILL EXISTS AND AUTHORIZING
REPAIR, REPLACEMENT OR MAINTENANCE
ACTIVITIES OF PUBLIC FACILITIES RELATED TO THE
URBAN ORCHARD PROJECT WITHOUT PUBLIC
BIDDING, PURSUANT TO THE EMERGENCY
CONTRACTING PROCEDURES OF THE SOUTH GATE
MUNICIPAL CODE AND THE CALIFORNIA PUBLIC
CONTRACT CODE
WHEREAS, at the Special City Council meeting on February 6, 2023, the City Council for the City of South Gate ("City") considered and passed a Resolution declaring an emergency and authorized the repair, replacement or maintenance activities of public facilities related to the Urban Orchard Project ("Project") pursuant to the emergency contracting procedures of the South Gate Municipal Code and the California Public Contract Code; and WHEREAS, construction activities at the Project site began on August 2, 2021, and have reached the eighty percent completion stage, but the Project will require several more months of work before it is complete; and
WHEREAS, the City has received notice from the Los Angeles County Department of Public Health, Solid Waste Management Program ("County"), demanding that the City immediately cease all construction work on the Project until such time that a Post Closure Land Use Plan ("PCLUP") is submitted to the County for approval before any change to the current land use, construction, or land preparation can occur to comply with the requirements of the California Code of Regulations, Title 27 (27 CCR), Section 21190 (the "Cease and Desist and Corrective Action Order"); and
WHEREAS, the City has terminated its construction agreement withthe contractor, except for the requirement for the contractor to perform certain maintenance activities; and WHEREAS, although no construction activities will occur at the Project site until the County issues its PCLUP, it will be necessary in the interim for certain minimal maintenance activities to be performed at the site for the protection of the existing improvements and/or for public safety (collectively, the "Maintenance Activities"); and WHEREAS, at a special meeting of the South Gate City Council ("Council") held on Monday, February 6, 2023, the Council received information provided by the City's Public Works Department establishing that the City does not have sufficient manpower to perform the Maintenance Activities with its own forces, and that the immediate need for the performance of the Maintenance Activities does not permit a delay that would result from a competitive solicitation for bids.
s 14
NOW, THEREFOR, BASED ON THE FACTS SET FORTH ABOVE, THE COUNCIL OF
THE CITY OF SOUTH GATE, CALIFORNIA, HEREBY MAKES THE FOLLOWING FINDINGS:
1. The County's issuance of the Cease and Desist and Corrective Action Order at the current stage of the Project work, coupled with the immediate and ongoing need to perform the Maintenance Activities, has created an emergency for the City with respect to the Project; and
2. The emergency will not permit a delay resulting from a competitive solicitation for bids to perform the Maintenance Activities; and
3. The actions to be taken pursuant to the Resolutions set forth below continue to be necessary to respond to the emergency.
NOW, THEREFOR, THE COUNCIL OF THE CITY OF SOUTH GATE, CALIFORNIA, DOES HEREBY RESOLVES AS FOLLOWS:
SECTION 1. The City Council does hereby declare that the above recitals and findings are true and correct and incorporated herein by reference.
SECTION 2: Pursuant to the authority granted by South Gate Municipal Code F§ 1.54.470 and California Public Contract Code § 22050, the Council hereby authorizes and directs the City's City Manager and his designees to take such actions as the City Manager deems necessary to cause the Maintenance Activities to be performed, and to procure the necessary equipment, services, and supplies therefore, all without giving notice for bids to let contracts, and without regard to the dollar amounts of the contracts for such activities, equipment, services and supplies.
SECTION 3: At each regularly scheduled meeting of the Council a'fter the date of the original Resolution, dated February 6, 2023, until further notice from the Council, the City Manager shall present to the Council the reasons justi'fying the emergency, that the emergency declaration will reduce delays and associated costs that would otherwise result from the competitive solicitation for bids and why that action is necessary to respond to the emergency.
SECTION 4. At each such regularly scheduled meeting until the emergency action is terminated, the Council shall review the emergency action to determine, by a four-fifth's vote, that there is a need to continue the emergency action.
SECTION 5. The Council shall terminate the emergency action at the earliest possible date that conditions warrant, so that the remainder of the Maintenance Activities may be completed by giving notice for bids to let contracts.
SECTION 6. In accordance with the provisions of California Public Contract Code § 22050, this Resolution shall only be effective if passed by a four-fifths vote of the Council.
15 SECTION 7. The City Clerk shall certify to the adoption of this Resolution, which shall be effective upon its adoptiorx.
PASSED, APPROVED and ADOPTED this 14th day of March, 2023.
CITY OF SOUTH GATE
By:
Maria del Pilar Avalos, Mayor
ATTEST:
BY:
Yodit Glaze, City Clerk
(SEAL)
APPROVED AS TO FORM:
F. Salinas, City Attorney
16 CITYMANAGER'S OFFICE Item No. 2
MAR 7 2023
Ciffl of South Gate
CITY COUNCIL
AGENDA BI[LL
For the Regular Meeting o:t: March 14, 2023
Originating Department: Administrative Services
Department Director:
Kristopher Ryan
Ciffl Manager:
(l"!xris Jeffers
SUBJECT: RESOLUTION APPROVING A MEMORANDUM OF UNDERSTANDING
BETWEEN THE CITY OF SOUTH GATE AND ECO-RAPID TRANSIT AUTHORITY, A
JOINT POWERS AUTHORITY (JPA) REGARDING THE PROVISION OF FINANCIAL
SERVICES FOR THE ECO-RAPID TRANSIT AUTHORITY FOR THE PERIOD MARCH 1, 2023 THROUGH FEBRUARY 28, 2026 AND APPROVAL OF A THREE-
PARTY PROFESSIONAL SERVICES AGREEMENT BETWEEN CITY OF SOUTH
GATE, ECO-RAPID TRANSIT AUTHORITY, AND PRO-TECH PROPERTY
INSPECTIONS, INC TO PROVIDE FINANCIAL AND ACCOUNTING SERVICES FOR THE ECO-RAPID TRANSIT AUTHORITY.
PURPOSE: To consider approving a Memorandum of Understanding (MOU) between the City of Soutli Gate and Eco-Rapid Transit Authority to take on tlie role of providing contract financial services througli tlie use of a tl'iree-party professional services agreement between said parties and independent contractor, Pro-Tecli Property Inspections, Inc.
RECOMMENDED ACTION: The City Council will consider:
a. Adopting a Resolution approving a Memorandum of Understanding between tlie City of Sorith Gate and Eco-Rapid Transit Autliority regarding the provision of financial services for the Eco-Rapid Transit Authority;
b. Approving a Tl'iree-Party Professional Services Agreement with Eco-Rapid Transit Autliority and Pro-Tecli Property Inspections, Inc. to provide financial and accounting services for Eco-Rapid Transit Autliority; and
c. Authorizing the Mayor to execute the Agreement in a form acceptable to the City Attorney.
FISCAL IMPACT: There is no fiscal impact to the City of South Gate associated with this MOU and tl'hee-paity professional services agreement with Eco-Rapid Transit. The cost to manage Eco- Rapid Transit's financial and accounting services tluaough tl'ie rise of an independent contractor, Pro-Tech Property Inspections, Inc. will be $5,000 per montli and paid for by Eco-Rapid Transit.
ANALYSIS: None.
BACKGROUND: Established in 2003, Eco-Rapid Transit (previously known as Orange line Development Autliority) consists of 12 members: Artesia. Paramount, Downey, South Gate, 1 17
Cudahy, Bell, Maywood, Huntington Park, Bell Gardens, Cerritos, Glendale and tlie Burbai'ik Airpoit. Eco-Rapid Transit South has a length of 20-miles extending from the City of Artesia to Union Station.
Eco-Rapid Transit's financial and accoru'iting functions have been managed by several member jurisdictions over tlie years. Prior to mid-2014, the City of Vernon provided services prirsuant to Government Code Section 6505.5, including holding funds owned, disbursing funds, and issuing annual tax forms. From mid-2014 ru'itil Jamiary 2019, the City of Bellflower succeeded the City of Vernon to contimie tlie financial services and additionally, contracted with independent certified public accountants for audit books and records, including grant-funded projects. From Januatay 2019 until December 2022, tlie City of Artesia succeeded tlie City of Bellflower in providing contract financial services.
South Gate agrees to take on tlie role of providing contract financial services for athree-year period beginning March 1, 2023, and passes the direct costs to Eco-Rapid Transit througli regular invoicing. After tlie transition, the City of South Gate, tl'irough the rise of an independent contractor, will provide the following key services and oversight:
* Receive and liold all funds owned by Eco-Rapid Transit in its existing bank account. * Monitor and disburse funds ripon reqriest by Eco-Rapid Transit Board of Directors and its lawful designee.
* Prepare monthly Treasurer Report and generate Warrant Register for tlie Board's review and approval.
* Prepare aru'irial financial statement audit and/or single audits, and potential grant aridits. * Monitor, test and suggest internal control improvements. * In close collaboration with Executive Director, prepare annual budget for tlie Board's consideration.
* Additional tasks as oritlined in tlie MOU.
Eco-Rapid Transit has proposed to Soutli Gate to contract with Ms. Toni Pei'ui, the crirrent Eco- Rapid Transit Accounting Manager, througli a three-paity professional services agreement with Pro-Tecli Property Inspections Inc. to perform tl'ie above-mentioned responsibilities ruider the supervision of Soritli Gate.
ATTACHMENTS: A. Proposed Resolution
B. Proposed Memorandum of Understanding
C. Proposed Professioi'ial Services Agreement
2 18
Attacl'unent A
RESOLUTION NO.
CITY OF SOUTH GATE
LOS ANGELES COUNTY, CALIFORNIA
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SOUTH GATE,
CALIFORNIA APPROVING A MEMORANDUM OF UNDERSTANDING BETWEEN
THE CITY OF SOUTH GATE AND ECO-RAPID TRANSIT AUTHORITY, A JOINT
POWERS AUTHORITY (JPA), REGARDING THE PROVISION OF FINANCIAL
SERVICES FOR THE ECO-RAPID TRANSIT AUTHORITY FOR THE PERIOD MARCH 1, 2023 THROUGH FEBRUARY 28, 2026
WHEREAS, tlie Eco-Rapid Transit Autliority is a joint power agency consisting of 12 members created to plan for, finaiice, acqriire, design, construct, reconstruct, improve, and/or operate the facilities and improvement of a transit system; and WHEREAS, Section 3.1 of tlie Fifth Amended Joint Exercise of Powers Agreement aritliorizes tlie Autliority to, in part, "invest any money in tlie treasury prirsuant to California Goveri'unent Code Section 6505.5 tliat is not required for the immediate necessities of the Autliority, as the Authority deteri'nines is advisable, in the same manner and ripon the same conditions as local agencies, prirsuant to Section 53601 of tl'ie California Goveri'iment Code as it now exists or may liereafter be amended"; and
WHEREAS, Under Government Code Section 6505.5, tlie Autl'iority may designate one of its member public agencies to serve as its Treasurer and otherwise direct tlie deposit and custody of all tlie n'ioney of tlie Authority; and WHEREAS, Prior to mid-2014, tl'ie City of Vernon ("Vernon") provided services to tlie Authority prirsuant to Government Code Section 6505.5, inchiding holding funds owned by tlie Autliority, disbursing funds as directed by tlie Authority and its autliorized agents, and issuing annual tax forms, including Internal Revemie Service Form 1099 ("financial services"); and WHEREAS, From mid-2014 until January 2019, the City of Bellflower ("Bellflower") succeeded tlie City of Vernon to continue tlie financial services previorisly performed by Vernon, and additionally contracted witli independent ceitified public accoruitants for the audit of tlie Autliority's books and records including grant-funded projects; and WHEREAS, From January 2019 rintil December 2022, tlie City of Artesia ("Artesia") succeeded tlie City of Bellflower's role in providing contract financial services previorisly performed by Bellflower; and
WHEREAS, In March 2023, Sorith Gate intends to take on tlie role of providing contract financial services previously performed by tlie Aitesia. Tlie Autliority contracted witli independent ceitified public accoru'itants for the aridit of the Autliority's books and records 3 19
including grant-funded projects for 2019-2022. The Authority is now conducting an aridit and intends to complete tlie remaining financial services as described in this Agreement.
NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF SOUTH GATE, CALIFORNIA, DOES HEREBY RESOLVE AS FOLLOWS:
SECTION 1. Tlie City Council does liereby declare tliat tlie above recitals are true and correct and incorporated herein by reference.
SECTION 2. The City Corincil hereby approves the proposed memorandum of understanding ("MOU") effective Marcl'i 1, 2023 througli February 28, 2026 to provide financial services as oritlined in tlie MOU and attaclied hereto as Exl'iibit "A." SECTION 3. The City Council hereby approves to contract with an independent contractor to provide all of tl'ie financial services outlined in the MOU through a three-party professional services agreement attaclied hereto as Exhibit "B." SECTION 4. The City Clerk shall ceitify to the adoption of this Resolution which shall be effective ripon its adoption.
PASSED, APPROVED and ADOPTED this 14th day of March 2023.
CITY OF SOUTH GATE:
By:
Al Rios, Mayor
ATTEST:
By:
Yodit Glaze, Deprity City Clerk
(SEAL)
APPROVED AS T FORM:
BY:
Raul F. Salinas, City Attorney
20 Attachment B
MEMORANDUM OF UNDERST ANDING
BETWEEN
ECO-RAPID TRANSIT a CITY OF SOUTH GATE
REGARDING PROVISION OF FINANCIAL SERVICES FOR THE ECO-RAPID TRAkNSIT AUTHORITY
This Memorandum of Understanding (the "Agreement") is made by and between the Orange line Development Authority, dba Eco-Rapid Transit (the "Authority"), a Joint Powers Authority, and the City of South Gate ("City" or "South Gate"), a municipal corporation, individually as a "party" and collectively as "the parties."
Recitals
A. The purpose of the Authority is to plan for, finance, acquire, design, constiuct, reconstruct, improve, and/or operate the facilities and improvements to the Eco-Rapid Transit system, as may be approved by action of the Authority.
B. Section 3.1 of the Fifth Amended Joint Exercise of Powers Agreement authorizes the Authority to, in part, "invest any money in the treasury pursuant to Government Code Section 6505.5 that is not required for the immediate necessities of the Authority, as the Authority determines is advisable, in the same manner and upon the same conditions as local agencies, pursuant to Governrnent Code Section 53601 as it now exists or may hereafter be amended."
C. Under Government Code Section 6505.5, the Authority may designate one of its member public agencies to serve as its Treasurer and otherwise direct the deposit and custody of all the money of the Authority.
D. Prior to mid-2014, the City of Veinon ("Vernon") provided services to the Authority pursuant to Governrnent Code Section 6505.5, including holding funds owned by the Authority, disbursing funds as directed by the Authority and its authorized agents, and issuing annual tax foims, including Internal Revenue Service Form 1099 ("financial services").
E. From mid-2014 until January 2019, the City of Bellflower ("Bellflower") provided financial services previously performed by Vernon, and additionally contracted with independent certified public accountants for the audit of the Authority's books and records including grant-funded projects.
E. From January 2019 until December 2022, the City of Aatesia ("Artesia") provided financial services previously performed by Bellflower.
F. From January 2023 until March 2023, the Authority took on the responsibility of managing its financial services through a contracted Accounting Manager until a lead agency could take over.
l
266829.2
29971l.v5
29971l.v5
5 21
G. In March 2023, South Gate intends to take on the role of providing contract financial services previously perfoimed by the Aitesia. The Authority contracted with independent certified public accountants for the audit of the Authority's books and records including grant-fiinded projects for 2019-2022. The Authority is now conducting an audit and intends to complete the remaining financial services as described in this Agreement with the assistance of City.
NOW, THEREFORE, in consideration of the foregoing recitals which are incoiporated by reference into the operative provisions of tis Agreement, and for other good and valuable consideration, the receipt and adequacy of which is hereby acknowledged, the paities agree as follows:
1. Effective Date and Teimination. This Agreement shall be effective upon the date said Agreement is fully executed by all parties (the "Effective Date"). The City agrees it shall take provide financial services effective as of March 1, 2023. The term of this Agreement shall be for a period of three (3) years from the Effective Date. Notwithstanding, either party may terminate this Agreement at any time without cause by giving sixty (60) days written notice to the other party of such temiination and specifying the effective date thereof. In that event, all finished documents and other materials related to the Agreement shall be delivered to the Authority. Any unfinished documents, at the option of City, shall become its property or be returned to the Authority.
2. The Authority will provide the following financial services:
a) Prepare the Authority's accounts receivable grant invoices; b) Work with the City to prepare the annual financial statement audit and/or single audits; and potential grant audits;
c) Meet periodically with City staff and/or Members of the Authority Board of Directors to report on financial status;
d) Prepare the annual budget for the Authority;
e) Generate and track invoices for membersMp dues, special assessments and other member payments, and other grant receivables, and forward the information timely to the City for monitoring, recording, and following up; and f) Upon receiving checks and disbursements from City, the Authority will secure final approval and distribute checks and disbursements timely.
3. City and Authority agree that City will contract with an independent contractor chosen by the City to provide all of the financial services listed below in Section 4 of this Agreement. The paities agree that Authority will be added to the contract between City and the independent contractor as a third party responsible for monthly payment to the independent contractor.
4. City to Provide Financial Services to Authority. The City agrees to provide the financial services described below, through the use of an independent contractor, for the Authority, in accord with the provisions of Section 3.1(m) of the Fifth Amended Joint Exercise 2 266829.2
29971l.v5
29971l.v5
6 22
of Powers Agreement (copy of which is attached hereto as Exhibit "A"), and subject to Government Code section 6505.5:
a) Receive and hold all funds owned by the Authority in a separate account, to the credit of the Authority;
b) Be responsible for the safekeeping of the Authority's funds and disburse the Authority's funds upon request by the Board of Directors or its lawful designee; c) Pay, when due, out of money of the Authority, all sums payable as authorized by the Authority Board of Directors or its lawful designee; d) Prepare a report in or around the first week of each month stating the amount of funds available to the Authority as of the last day of the preceding month, the amount of funds received since the last report, and the amounts of funds paid out; e) Prepare ongoing financial and accounting services including issuing vendor checks and Treasurer's Report for the Board's approval; f) Prepare monthly bank reconciliation reports;
g) Monitor payments and status of the Authority's accounts receivable grant invoices;
h) Work with the Authority to prepare the annual fu"iancial statement audit and/or single audits; and potential grant audits;
i) Monitor, test and suggest internal control improvements; j) Oversee and monitor financial transactions (similar to an internal audit function);
k) Meet peiiodically with Authority staff and/or Members of the Board of Directors to repoit on financial status;
l) Review financial statements with Authority staff and/or Members of the Board of Directors quarterly;
m) ASSiSt with the annual budget for the Authority; and n) Prepare and file the required federal IRS Fori'n-1099s and any related state tax forms for the Authority.
5 City agrees to perfoim monthly reviews of the work performed by independent contractor described above in Section 4 of this Agreement. City's monthly reviews of the work performed by independent contractor will likely not exceed one hour per month or so, within the City's discretion.
6. Authority to Contract for Authority's Audit. The Authority has and will continue to contract with an independent certified public accountant, approved by the Board of Directors, (the "CPA") to audit the Authority's books and records including grant-funded projects. City agrees it will provide audit support information starting February 1, 2023 for the Fiscal Year 2020-2021 audit and future audits. The Authority will maintain invoices, both as received and paid, for all Authority expenditures including grant-funded projects to document a grant is in place for each project, and, to the extent feasible and reasonable, the expenditure for which the invoice was presented complies with the grant's requirements. City agrees to coordinate with the CPA for any infoimation needed to complete the audits, including the audits of specific grant- funded projects, as requested by the Authority, or required by any granting agency. 3 266829.2
29971ly5
29971l.v5
7 23
7. Document Requests. The Authority agrees to provide all information and documents necessary for City to perfoim its functions under this Agreement as requested by the City's City Manager, Director of Administrative Services, or designee.
8. Compliance With Applicable Law. The Authority and City shall comply with all applicable laws, ordinances, and codes of the federal, state, county and city goveinments.
9. Independent Contractor. Tis Agreement is by and between City and the Authority and is not intended, nor shall it be constiued, to create the relationship of agency, servant, employee, partnership, joint venture or association, as between City and the Authority.
10. Notices. Any notice required to be given hereunder shall be deemed to have been given by depositing said notice in the United States mail, postage prepaid, via certified mail, return receive requested, and addressed as follows:
TO CITY:
TO AUTHORITY:
Kristopher Ryan
Director of Administrative Services
City of South Gate
8650 California Ave
South Gate, CA 90280
[email protected]
Eric C. Shen, P.E., PTP, CPE
Executive Director
16401 Paramount Boulevard
Paramount, CA 90723
[email protected]
A courtesy email shall also be transmitted to the paitying receiving the notice by mail Notice shall be deemed effective five (5) days' after mailing and the email transmission is sent, as described above.
11. Amendments. This Agreement may be amended only by a writing signed by an authorized representative of each party.
12. . The invalidity in whole or in part of any provision of this Agreement shall not void or affect the validity of the other provisions of this Agreement. The remainder of this Agreement shall remain in effect as if this Agreement had been executed without the invalid pait and, to that end, the paragraphs, subparagraphs, sentences, clauses and phrases of this Agreement are hereby declared to be severable.
13. Entire %reement. This Agreement represents the entire agreement between the Parties and supersedes all prior agreements and understandings, whether oral or written, between the Parties with respect to its subject matter. No other representations, covenants, undertakings or other prior or contemporaneous agreements, oral or written, respecting those matters, wich are not specifically incorporated herein, may be deemed in any way to exist or to bind either Party AS13772.0860812 4857-9160-3529vl
266829.2
29971l.v5
29971l.v5
4 8
24 with respect to that subject matter. Each Paity acknowledges for the benefit of the other that it has not executed this Agreement in reliance on any promise, representation or warranty not reflected in this Agreement.
14. No Presumption Regarding Drafter. The parties acknowledge and agree that the teims and provisions of this Agreement have been negotiated and discussed among them, and that this Agreement reflects their mutual agreement. Because of the nature of the negotiations and discussions, it would be inappropriate to deem any paity to be the drafter of this Agreement, and therefore no presumption for or against validity or as to any intetapretation hereof based on the identity of the drafter, shall be applicable in inteipreting or enforcing the Agreement.
15. Section Headings. Section headings in this Agreement are for convenience and identification only and shall not be deemed to limit or define the contents to which they relate.
16. Governing Law; Venue. This Agreement shall be governed by California law and venue for any action under this Agreement shall lie in Los Angeles County, Califoinia.
17. Waiver. No waiver of any provision of this Agreement shall be effective unless in writing and signed by a duly authorized representative of the Party against which enforcement is sought.
18. Indemnification. In lieu of and notwithstanding the pro rata risk allocation which might otherwise be imposed between the parties pursuant to California Government Code Section 895.6, the parties agree all losses or liabilities incurred by a paity shall not be shared pro rata but instead each party agrees that under California Government Code Section 895.4, each of the paities hereto shall fully indemnify and hold harmless the other party, its officers, employees and agents, from any claim, expense or cost, damage or liability imposed for injury (as defined by California Government Code Section 810.8) occurring by reason of the negligent acts or omissions or willful misconduct of the indemnifying party, or any of its officers, board members, employees or agents, under or in connection with or arising out of any work, authority or jurisdiction delegated to such party under tis Agreement. No party, nor any officer, employee or agent, thereof, shall be responsible for any damage or liability occurring by reason of the negligent acts or omissions or willful misconduct of the other paity or any of its officers, employees or agents, under or in connection with or arising out of any work, authority or jurisdiction delegated to such other parties under tis Agreement.
19. Assistance of Counsel. Each Paity warrants to the other as follows:
(a) It had the assistance of counsel in the negotiation and execution of this Agreement; and
(b) It authorized the execution of tis Agreement in the maru'ier required by law. To effectuate this Agreement, the Parties have caused their duly authorized representatives to execute this Agreement on the dates set foith below. 5 266829.2
29971l.v5
29971l.v5
9 25
IN WITNESS WHEREOF, the paities have each executed this Agreement as of the dates indicated below.
CITY OF SOUTH GATE:
By:
Maria del Pilar Avalos, Mayor
Dated:
ATTEST:
By:
Yodit Glaze, City Clerk
(SEAL)
APPROVED AS TO FORM:
ul F. Salinas, City Attomey
ORANGELINE DEVELOPMENT
AUTHORITY DBA ECO-RAPID TRANSIT:
By:
Dated:
266829.2
29971l.v5
29971l.v5
26 Attachment C
AGREEMENT BETWEEN THE CITY OF SOUTH GATE; PRO-TECH PROPERTY INSPECTIONS, INC.; AND ORANGELINE
DEVELOPMENT AUTHORITY
This Agreement for ("Agreement") is made and entered into on (DATE) , by and among the City of South Gate, a municipal corporation ("City"); Pro-Tech Property Inspections Inc., a California corporation, ("Consultant"); and Orangeline Development Authority, dba Eco-Rapid Transit ("Authority"), a joint powers entity established pursuant to the California Joint Powers Act. City, Consultant, and Authority are sometimes hereinafter individually referred to as a "Party" and collectively as "Parties."
RECITALS
WHEREAS, City and Authority have agreed to enter into a Memorandum of Understanding ("MOU") whereby City will provide financial services to Authority; WHEREAS, City desires to retain a qualified provider for certain financial services relating to accounting and general financial management consulting services set forth in this Agreement;
WHEREAS, Authority desires to enter into this Agreement to permit it to pay Consultant directly for services rendered to City in fulfillment of City's financial services provided under the MOU;
WHEREAS, Consultant warrants to Authority and City that it has the requisite skills, knowledge, qualifications, manpower and expeitise to perform properly and timely the Professional Services under this Agreement; and
WHEREAS, based on such representation, Authority and City desire to contract with Consultant to perform the services as described in tlie Scope of Services attached hereto as Exhibit "A" of this Agreement; and
WHEREAS, City fuither desires to contract with Authority for payment to Consultant.
NOW, THEREFORE, the Parties hereby agree as follows:
1. SCOPE OF SERVICES. The above recitals are incorporated herein by reference. City hereby engages Consultant, and Consultant accepts such engagement, to perform the services set forth in the Scope of Services as described in Exhibit "A" attached hereto and made part of this Agreement. The Scope of Services may be mutually amended from time to time by both Parties in writing.
2. COMPENSATION FOR SERVICES. City hereby engages Authority, and Authority accepts such engagement, to compensate Consultant for work performed under this Agreement. The total amount of compensation for each month under this Agreement shall be Five Thousand Dollars ($5,000) as described in Consultant's proposal attached hereto as 5116863 l-L235 0 (Fonn Rev. 9/8/21)
Error! Unknown document property name.
AS137720860872 4888-5132-4757vl
11 27
Agreement for Professional Services
Pro-Tech Property Inspections, Inc. and
Orangeline Development Authority
Exhibit "A." Authority shall pay Consultant directly for its professional services rendered and costs incurred pursuant to this Agreement. No additional compensation shall be paid for any other expenses incurred, unless first pre-approved in writing by the Authority, and the City's Director of Administrative Services or his/her designee.
2.I Consultant shall be paid in accordance with the schedule included in Consultant's proposal attached hereto as Exhibit "A." Authority shall pay Consultant within thirty (30) days of receipt of the invoice.
2.2 No payment made hereunder by Arithority to Consultant, other than the final payment, shall be construed as an acceptance by Authority of any work or materials, nor as evidence of satisfactory performance by Consultant of its obligations under this Agreeinent.
3. TERM OF AGREEMENT. This Agreement is effective as of March 1, 2023, and will remain in effect for a period of three (3) years from said date, unless otherwise expressly extended and agreed to by all Paities in writing, or terminated by any Party as provided herein.
4. CITY AGENT. The Director of Administrative Services ("Director"), or his/her designee, for the purposes of this Agreement, is the agent for City. Whenever approval or authorization is required, Consultant and Authority understand that the Director, or his/her designee, has the authority to provide that approval or authorization.
5. CONFLICT OF INTEREST. Consultant and Authority represent that they presently have no interest and shall not acquire any interest, direct or indirect, in any real property located in the City which may be affected by the services to be performed by Consultant and Authority under this Agreement. Consultant and Autliority further represent that in performance of this Agreement, no person having any such interest shall be employed by them. Within ten (10) days, Consultant and/or Authority agrees that they each will immediately notify City of any other conflict of interest that may exist or develop during the term of this Agreement.
5.1 Consultant and Authority represent that no City employee or official has a material financial interest in either Consultant's or Authority's business. During the term of this Agreement and/or as a result of being awarded this contract, neither Consultant nor Authority shall offer, encourage or accept any financial interest in Consultant's or Authority's business or in this Agreement by any City employee or official.
6. GENERAI, TERMS AND CONDITIONS.
6.1 City Termination for Convenience. City may terminate this Agreement at any time without cause by giving fifteen (15) days written notice to both Consultant and 5116863 l-L235 0
Error! Unknown document property name.
AS137720860872 4888-5132-4757vl
12 28
Agreement for Professional Services
Pro-Tech Property Inspections, Inc. and
Orangeline Development Authority
Authority of such termination and specifying the effective date thereof. In that event, all finished or unfinished documents and other materials related to the Agreement shall, at the option of City, become its property. If this Agreement is terminated by City as provided herein, Consultant will be paid by Authority the total amount of its costs incurred as of the termination date. In no event shall the amount payable upon termination exceed the total maximum compensation provided for in this Agreement.
6.2 City Termination for Cause.
6.2.1 City may, by written notice to Consultant, terminate the whole or any part of this Agreement in any of the following circumstances:
a. If Consultant or Authority fail to perform the services required by this Agreeinent within the time specified herein or any authorized extension thereof; or
b. If Consultant or Authority fail to perform the services called for by this Agreement or so fail to make progress as to endanger performance of this Agreement in accordance with its terms, and in either of these circumstances does not correct such failure within a period of ten (10) days (or such longer period as City may authorize in writing) after receipt of notice from City specifying such failure.
6.2.2 In the event City terminates this Agreement in whole or in pait as provided above in Subsection 6.2.1, City may procure, upon such terms and in such manner as it may deem appropriate, services similar to those terminated.
6.2.3 If this Agreement is teri'ninated as provided above in Subsection 6.2.1, City may require Consultant to provide all finished or unfinished documents, data, studies, drawings, maps, photographs, repotts, films, charts, sketches, computations, surveys, models, or other similar documentation prepared by Consultant. Upon such termination, Consultant shall be paid an amount equal to the actualwork performed. In ascertaining the the work performed up to the date of termination, consideration shall be given to both completed work and work in progress, to complete and incomplete drawings, and to other documents whether delivered to City or in possession of Consultant, and to authorized reimbursement expenses.
6.2.4 If, after notice of termination of the Agreement under the provisions of Subsection 6.2.1 above, it is determined, for any reason, that Consultant or Authority was not in default, or that the default was excusable, then the rights and obligations of the Parties shall be the same as if the notice of termination had been issued pursuant to Subsection 6.1. above.
5 l 16863 I-L235 0
Error! Unknown document property name.
AS137720860872 4888-5132-4757vl
13 29
Agreement for Professional Services
Pro-Tech Property Inspections, Inc. and
Orangeline Development Authority
6.3 Authority/Consultant Termination for Convenience. Authority or Consultant may terminate this Agreement at any time without cause by giving sixty (60) days written notice to City of such termination and specifying the effective date thereof. In that event, all finished or unfinished documents and other materials related to the Agreement shall at the option of City, become its property. If this Agreement is terminated by Authority or Consultant as provided herein, Consultant will be paid by Authority the total amount of its costs incurred as of the termination date. In no event shall the amount payable upon termination exceed the total maximum compensation provided for in this Agreement.
6.4 Non-Assignability. Neither City, Consultant nor Authority shall assign or transfer any interest in this Agreement without the express prior written consent of City.
6.5 Non-Discrimination.
6.5.1 Neither Consultant nor Authority shall discriminate against any employee, subcontractor, or applicant for employment because of race, creed, gender, gender identity (including gender expression), color, religion, ancestry, sexual orientation, national origin, disability, age, marital status, family/parental status, or veteran/military status, in the performance of its services and duties pursuant to this Agreement and will comply with all applicable laws, ordinances and codes of the Federal, State, and County and the City governments. Consultant and Authority will take affirmative action to ensure that subcontractors and applicants are employed, and that employees are treated during employi'nent without regard to their race, color, religion, ancestiy, sex, national origin, disability, or age.
Consultant and Authority will take affirmative action to ensure that all einployment practices, including tliose of any subcontractors retained by Consultant or Authority to perform services rinder this Agreement, are free from such discrimination. Such employment practices include, but are limited to:
hiring, upgrading, demotion, transfer, recruitment, recruitment advertising, layoff, termination, rates of pay or other forms of compensation, and selection for training, including apprenticeship.
6.5.2 The provisions of Subsection 6.4.2 above shall be included in all solicitations or advertisements placed by or on behalf of Consultant and Authority for personnel to perform any services under this Agreement. City shall have access to all documents, data, and records of Consultant and Authority and their subcontractors for purposes of determining compliance with the equal employment opportunity and non-discrimination provisions of this Section, and all applicable provisions of Executive Order No. 11246 (relating to federal restrictions against discriminatory practices) is available for review and on file with the City Clerk's Office. 5116863 l-L235 0
Error! Unknown document property name.
AS137720860872 4888-5132-4757vl
14 30
Agreement for Professional Services
Pro-Tech Property Inspections, Inc. and
Orangeline Development Authority
6.6 Insurance. Consultant and Authority shall submit to City, certificates indicating compliance with the following minimum insurance requirements no less than one (1) day prior to beginning of performance under this Agreement:
6.6.1 Workers Compensation Insurance as required by law. Consultant shall require all subcontractors similarly to provide such workers' compensation insurance for their respective employees.
6.6.2 Comprehensive general and automobile liability insurance protecting Consultant in amounts not less than $1,000,000 for personal injury to any one person, $1,000,000 for injuries arising out of one occurrence, and $500,000 for property damages or a combined single limit of $1,000,000, with an aggregate of $2,000,000. Each such policy of insurance shall:
a. Be issued by a financially responsible
admitted and authorized to do business
is approved in writing by City.
msurance company Or companies
in the State of California or which
b. Name and list as additional insured the City, its officers and employees. c. Specify its acts as primary insurance.
d. Contain a clause substantially in the following words: "It is hereby understood and agreed that this policy shall not be canceled except upon thirty (30) days prior written notice to City of such cancellation or material change."
e. Cover the operations of Consultant and Authority pursuant to the terms of this Agreement.
6.7 Indemnification. Consultant and Authority agree to indemnify, defend and hold harmless City and/or any other City agency, including other employees, officers and representatives, for/from any and all claims or actions of any kind asserted against City and/or any other City agency arising ocit of Consultant's or Authority's (including Consultant's or Authority's employees, representatives, products and subcontractors) negligent performance under this Agreement, excepting only such claims or actions which may arise out of sole or active negligence of City and/or any other City agency, or any third paities not acting on behalf of, at the direction of, or under the control of Consultant or Authority.
6.8 Compliance with Applicable Law. Consultant and City shall comply with all 5116863 l-L235 0
Error! Unknown document property name.
AS13772 0860872 4888-5132-4757vl
15 31
Agreement for Professional Services
Pro-Tech Property Inspections, Inc. and
Orangeline Development Authority
applicable laws, ordinances, and codes of the Federal, State, County and City governments, without regard to conflict of law principles.
6.9 Independent Contractor. This Agreement is by and between City, Consultant, and Authority and is not intended, nor shall it be construed, to create the relationship of agency, servant, employee, partnership, joint venture, or association, as between City, Consultant, or Authority.
6.9.1 Consultant and Authority shall be independent contractors and shall have no power to incur any debt or obligation for or on behalf of City. Neither City nor any of its officers or employees shall have any control over the conduct of Consultant or Authority, or any of Consultant's or Authority's employees, except as herein set foith, and Consultant and Authority expressly warrant not to, at any time or in any manner, represent that it, or any of its agents, servants or employees are in any manner employees of City, it being distinctly understood that Consultant and Authority are and shall at all times remain to City a wholly independent contractor and Consultant's and Authority's obligations to City are solely such as are prescribed by this Agreement.
6.9.2 Indemnification of CalPERS Determination - In the event that Consultant and/or Authority or any employee, agent, or subcontractor of Consultant or Authority providing services under this Agreement claims or is determined by a court of competent jurisdiction or CalPERS to be eligible for enrollment in CalPERS as an employee of City, Consultant and/or Authority shall indemnify, defend, and hold harmless City for the payment of any ei'nployee and/or employer contributions for CalPERS benefits on behalf of Consultant and/or Authority or their employees, agents, or subcontractors, as well as, for the payment of any sums and interest on such contributions which would otherwise be tl'ie responsibility of City.
6.9.3 Business License Required. According to Title 2.08.40 of the South Gate Municipal Code, a business license will be required prior to doing business within the City, even if the business is located outside of the City. Verification of a valid South Gate business license will be required prior to start of work and any fees associated with the acquisition or maintenance of such business license shall be the sole responsibility of Consultant and Authority.
6.10 Consultant's Personnel.
6.10.1 All services required under tlie Agreement will be performed by Consultant or Authority, or under Consultant's or Authority's direct supervision, and all personnel shall possess the qualifications, permits and licenses required by State 5116863 I-L235.0
Error! Unknown document property name.
AS 13772 0860872 4888-5132-4757vl
16 32
Agreement for Professional Services
Pro-Tech Property Inspections, Inc. and
Orangeline Development Authority
and local law to perfortn such services, including, without limitation, a City of South Gate business license as required by the South Gate Municipal Code.
6.10.2 Consultant and Authority shall be solely responsible for the satisfactory work performance of all personnel engaged in performing services required by this Agreement, and compliance with all reasonable performance standards established by City.
6.10.3 Consultant and Authority sliall be responsible for payment of all employees' and subcontractors' wages and benefits and shall comply with all requirements pertaining to employer's liability, workers' compensation, unemployment insurance and Social Security.
6.10.4 Consultant and Authority shall indemnify and hold harmless City and all other related entities, officers, employees and representatives from any liability, damages, claims, costs, and expenses of any nature arising from alleged violations of personnel practices or of any acts of omissions by Consultant or Authority in connection with the work perfori'ned arising from this Agreement.
6.11 Copyright. No reports, maps or other documents produced in whole or in part under this Agreeinent shall be the subject of an application for copyright by or on behalf of Consultant or Authority.
6.12 Legal Construction.
6.12.1 Tliis Agreement is made and entered into in the State of California and shall in all respects be interpreted, enforced, and governed under the laws of the State of California without regard to conflict of law principles. 6,12,2 This Agreement shall be construed without regard to the identity of the persons who drafted its various provisions. Each and every provision of this Agreement shall be construed as though each of the paities participated equally in the drafting of same, and any rule of construction that a document is to be construed against the drafting party shall not be applicable to this Agreement.
6.12.3. The article and section, captions and headings herein have been inserted for convenience only and shall not be considered or referred to in resolving questions of interpretation or construction.
6,12,4. Whenever in this Agreement the context may so require, the masculine gender shall be deemed to refer to and include the feminine and neuter, and the singular shall refer to and include the plural.
5116863 l-L235 0
Error! Unknown document property name.
AS137720860872 4888-5132-4757vI
17 33
Agreement for Professional Services
Pro-Tech Property Inspections, Inc. and
Orangeline Development Authority
6.13 Counterparts. This Agreement may be executed in counterparts and, as so executed, shall constitute an agreement which shall be binding upon all Parties hereto.
6.14 Final Payment Acceptance Constitutes Release. The acceptance by Consultant of the final payment made under this Agreement by Authority shall operate as and be a release of City from all claims and liabilities for compensation to Consultant for anything done, furnished, or relating to Consultant's work or services. Acceptance of payment shall be any negotiation of City's check or the failure to make a written extra compensation claim within ten (10) calendar days of the receipt of that check.
However, approval or payment by City shall not constitute, nor be deemed, a release of the responsibility and liability of Consultant, its employees, sub-consultants and agents for the accuracy and competency of the information provided and/or work performed; nor shall such approval or payment be deemed to be an assumption of such responsibility or liability by City for any defect or error in the work prepared by Consultant, its einployees, sub-consultants and agents.
6.15 Corrections. In addition to the above indemnification obligations, Consultant shall correct, at its expense, all errors in the work which may be disclosed during City's review of Consultant's report or plans. Should Consultant fail to make such correction in a reasonably, timely manner, such correction shall be made by City, and the cost thereof shall be charged to Consultant.
6.16 Files. All files of Consultant pertaining to City shall be and remain the property of City. Consultant will control the physical location of such files during the term of this Agreement and shall be entitled to retain copies of such files upon termination of this Agreeinent.
6.17 Waiver; Remedies Cumulative. Failure by a Paity to insist upon the performance of any of the provisions of this Agreement by tlie other party, irrespective of the length of time for which such failure continues, shall not constitute a waiver of such Party's right to demand compliance by such other Party in the future. No waiver by a Party of a default or breach of the other party shall be effective or binding upon such a Party unless made in writing by such Party, and no such waiver shall be implied from any omissions by a Patty to take any action with respect to such default or breach. No express written waiver of a specified default or breach shall affect any other default or breach, or cover any other period of time, other than any default or breach and/or period of time specified. All of the remedies permitted or available to a Party under this Agreement, or at law or in equity, shall be cumulative and alternative, and invocation of any srich right or remedy shall not constitute a waiver or election of remedies with respect to any other permitted or available right of remedy. 5116863 l -L235 0
Error! Unknown document property name.
AS13772 0860872 4888-5132-4757vl
18 34
Agreement for Professional Services
Pro-Tech Property Inspections, Inc. and
Orangeline Development Authority
6.18 Mitigation of Damages. In all such situations arising out of this Agreement, the Paities shall attempt to avoid and minimize the damages resulting from the conduct of the other Party.
6.19 Severability. If any provision in this Agreement is held by a court of competent jurisdiction to be invalid, void, or unenforceable, the remaining provisions will nevertheless continue in full force without being impaired or invalidated in any way.
6.20 Attorneys' Fees. The Parties hereto acknowledge and agree that each will bear his or its own costs, expenses and attorneys' fees arising out of and/or connected with the negotiation, drafting and execution of the Agreement, and all matters arising out of or connected therewith except that, in the event any action is brought by any Party hereto to enforce this Agreement, the prevailing Party in such action shall be entitled to reasonable attorneys' fees and costs in addition to all other relief to which that Party or those Parties may be entitled.
6.21 Entire Agreement and Amendments. This Agreement constitutes the whole agreement between City, Consultant, and Authority, and no party has made any representations to the other except as expressly contained herein. No party, in executing or performing this Agreement, is relying upon any statement or information not contained in this Agreement. Any amendments, changes or modifications to this Agreement must be made in writing and appropriately executed by City, Consultant, and Authority.
6.22 Notices. Any notice required to be given hereunder shall be deemed to have been given by email transmission with confirmation of delivery and depositing said notice in the United States mail, pos(age prepaid, and addressed as follows:
TO CITY:
City of South Gate
Kristopher Ryan
Director of Administrative Services
8650 California Avenue
South Gate, CA 90280
Email: [email protected]
TEL: (323)563-9524
TO CONSULT ANT:
Pro-Tech Propeity Inspections, Inc.
Toni Penn
Accounting Manager
4679 Fox Glen Ave
5116863 I-L235 0
Error! Unknown document property name.
AS 13772 0860872 4888-5132-4757v l
WITH COURTESY COPY TO:
City of South Gate
Yodit Glaze
City Clerk
8650 California Avenue
South Gate, CA 90280
Email: yzlaze@,sogate.org
TEL: (323)563-9511
19 35
La Verna, CA 91750
Email: [email protected]
TEL: (626) 484-6876
TO AUTHORITY:
Orangeline Development Authority
Eric C. Shen
Executive Director
16401 Paramount Boulevard
Paramount, CA 90723
Email: eslien@,eco-rapid.org
TEL: (562)663-6850
Agreement for Professional Services
Pro-Tech Property Inspections, Inc. and
Orangeline Development Authority
WITH COURTESY COPY TO:
Colantuono, Highsmith & Whatley, PC
Matthew T. Summers
General Counsel
790 E. Colorado Blvd., Suite 850
Pasadena, CA 91101
Email: insummersoacliwlaw.us
TEL: (213)542-5719
6.23 Warranty of Authorized Signatories. Each of the signatories hereto warrants and represents that he or she is competent and authorized to enter into this Agreement on behalf of the Party for whom he or she purports to sign.
6.24 Consultation with Attorney. Consultant and Authority warrant and represent that they have consulted with an attorney or knowingly and voluntarily decided to forgo such a consultation.
6.25 Interpretation Against Drafting Party. City, Consultant, and Authority agree that they have cooperated in the review and drafting of this agreement. Accordingly, in the event of any ambiguity, neither Party may claim that the interpretation of this Agreement shall be construed against either Party solely because that Party drafted all or a portion of this Agreement, or the clause at issue.
7. EFFECTIVE DATE. The effective date of this Agreement is April 1, 2023 and will remain in effect through and until project completion, unless otherwise terminated in accordance with the terms of this Agreement.
[Remainder of page left blank intentionally.]
5116863 I-L235 0
Error! Unknown document property name.
AS137720860872 4888-5}32-4757vl
20 36
Agreement for Professional Services
Pro-Tech Property Inspections, Inc. and
Orangeline Development Authority
IN WITNESS WHEREOF, the Parties hereto have caused this Agreement to be executed and attested by their respective officers thereunto duly authorized.
CITY OF SOUTH GATE:
By:
Al Rios, Mayor
Dated:
ATTEST:
By:
Yodit Glaze, City Clerk
(SEAL)
APPROVED AS T FORM:
By:
Raul F. Salinas, City Attorney
PRO-TECH PROPERTY INSPECTIONS, INC.:
By:
Toni Penn, Accounting Manager
Dated:
5116863 l-L235 0
Error! Unknown document property name.
AS13772 0860872 4888-:5132-4757vl
21 37
APPROVED AS TO FORM:
Agreement for Professional Services
Pro-Tech Property Inspections, Inc. and
Orangeline Development Authority
ORANGELINE
AUTHORITY:
DEVELOPMENT
By:
Eric C. Shen, Executive Director
Dated:
B7:
Matthew T. Summers, General Counsel
5116863 I-L235 0
Error! Unknown document property name.
AS13772 0860872 4888-5132-4757vl
22 38
Agreement for Professional Services
Pro-Tech Property Inspections, Inc. and
Orangeline Development Authority
Exhibit A
Scope of Seiyices
The consultant's Scope of Work includes, but is not limited to the following:
* Receive and hold all funds owned by the Authority in a separate account, to the credit of the Authority;
* Be responsible for the safekeeping of the Authority's funds and disburse the Authority's funds upon request by the Board of Directors or its lawful designee; * Pay, when due, out of money of the Authority, all sums payable as authorized by the Authority Board of Directors or its lawful designee; * Prepare a report in or around the first week of each month stating the amount of funds available to the Authority as of the last day of the preceding month, the amount of funds received since the last report, and the amounts of funds paid out; * Prepare ongoing financial and accormting services including issuing vendor checks and Treasurer's Repoit for the Board's approval;
* Prepare monthly bank reconciliation reports;
* Monitor payments and status of the Authority's accounts receivable grant invoices; * Work with the Authority to prepare the annual financial statement audit and/or single audits; and potential grant audits;
* Monitor, test and suggest internal control improvements; * Oversee and monitor financial transactions (similar to an internal audit function); * Meet periodically with Authority staff and/or Members of the Board of Directors to report on financial status;
* Review financial statements with Authority staff and/or Members of the Board of Directors quaiterly;
ASSiSt with the annual budget for the Authority; and * Prepare and file the required federal IRS Form-1099s and any related state tax forms for the Authority.
Monthly Rate: Authority shall pay Consultant for the Scope of Services set forth above a monthly rate of $5,000 per month, not including approved, reiinbursable costs and reasonable travel expenses, unless specifically approved in advance and in writing by City as an amendment to this Agreement. Consultant shall be responsible for all applicable taxes. 5116863 l-L235 0
Error! Unknown document property name.
AS137720860872 4888-5132-4757vl
23 39
CITY MANAGER'S OFFICE
MAR 7 2023
Cil of South Gate
Item No. 3
CITY COUNCIL
AGENDA BT[LL
SUBJECT: UPDATE THE CITY OF SOUTH GATE'S LOCAL HAZARD MITIGATION PLAN
AND EMERGENCY OPERATIONS PLAN
PURPOSE: The City of South Gate ("City"), in accordance with state and federal law, must maintain a current Local Hazard Mitigation Plan ("LHMP") and Emergency Operations Plan ("EOP").
RECOMMENDED ACTIONS: The City Council will consider:
a. Appropriating $155,000 General Fund to undertake the professional services agreement and ancillary support costs that may be necessary;
b. Approving a contract with Michael Baker International ("Michael Baker") to update the City's LHMP and EOP in an amount not to exceed $145,770; and c. Authorizing the Mayor to execute the Agreement in a form acceptable to the City Attorney.
FISCAL IMPACT: There is no impact to the General Fund. Funds were not included in the FY 2022-23 budget for this item and $155,000 will need to be appropriated from the ARPA Fund using funds from the Revenue Loss Category.
BACKGROUND: Federalandstategovernrnents,viatheFederalDisasterMitigationActof2000(DMA 2000) and 2018 State Hazard Mitigation Plaru'iing, require cities to maintain current LHMP and EOP Plans. These plans are used to gather hazard, vulnerability, and mitigation information from the local level for use in state-level planning, ensure that state and local hazard mitigation planning is coordinated to the greatest extent practical, ensure that local jurisdictions are made aware of the hazards and vulnerabilities within their jurisdiction, and to develop strategies to reduce those vulnerabilities. They also serve to adopt a uniform approach in response to, and recovery from, disasters, man-made or natural, and other catastrophic events.
Maintenance of these documents is required for the City to be eligible for local, state, and federal reimbursement and or grant funding from Cal OES or FEMA.
The City is required to update the LHMP every five years, which means South Gate is currently out of compliance, and is potentially ineligible for grants and or reimbursement from the state or federal government.
Michael Baker developed and produced the previous LHMP (July 2017) for the City. As a result, the proposed fees are based onreduced costs becausethey havepertinent information and documentation with which to expeditiously update said document and utilize it for the completion of an updated EOP. Michael I
40 Baker estimates delivery of the LHMP in approximately six (6) months.
The City received two other proposals. The AARC Consultants' proposal provided a similar product, however its timeline is a minimum of nine (9) months for delivery of a LHMP.
Integrated Solutions Consulting provided the lowest cost proposal, however per its proposal, the company has not done any similar projects in California or Los Angeles County.
ATTACHMENTS: A. Michael Baker International Proposal B. AARC Consultants Proposal
C. Integrated Solutions Consulting Proposal
2 41
@ill I
I
CITYOFSOUTH GATE,
CALIFORNIA
EOP & Hazard Mitigation Plan
Quote
314.474.1499 I www.i-s-consulting.com
BUILDING A MORE RESILIENT FUTURE
342
@INT,E,GRA'jED SOLUTIONS
TABLE OF CONTENTS
TAJ3LEOFCONTENTS l
COVERLETTER 2
FIRMQUALIFICATIONS 3
PROJECT APPROACH: HAZARD MITIGATION........................ll PROJECT APPROACH: EMERGENCY OPERATIONS PLAN..22
COSTANDPRICE 26
43 @l!'ITE,,G,,qATED SOLUTIONS
COVER LETTER
Lieutenant Sergio Camacho
Watch Commander/Crime Impact Team/Emergency Operations South Gate Police Department
8620 California Ave
South Gate, Ca. 90280
February 7, 2023
Lieutenant Sergio Camacho,
Thank you for providing Integrated Solutions Consulting (ISC) with the opportunity to respond to the City of South Gate's (the City's) Request for Quite to update an EOP and Hazard Mitigation Plan. As a leading provider of emergency management services, the ISC Team is specifically qualified to perform the entire range of activities.
We believe the proposed ISC Team offers a unique, rinmatched, and valuable team of committed and experienced individuals that will provide the City with a structured, proven, and integrated approach to all hazards planning supported by recognized emergency management expertise. We believe that orir team embodies all the elements critical to the success of this project, and offer consulting services, which include:
I California Experience. The ISC Team includes seasoned professionals with the specific experience supporting all hazards planning for communities, cities, and counties/Operational Areas throughout California.
I Highly rated emergency management and homeland security consulting seiavices. ISC is a Dun & Bradstreet Top Supplier, with a 97.1% score for reliability, cost, timeliness, quality, persoru'iel, customer support, and responsiveness.
As the person authorized to represent ISC in negotiations, we are confident that with our extensive knowledge and experience developing emergency plans, ISC will deliver the plans ahead of schedule and within the allocated budget. We appreciate the opportunity to submit this proposal and look forward to the potential of being of service to the City.
Respectfully Submitted,
Daniel Martin, Ph.D., CEM, CFM, Principal
Integrated Solutions Consulting, Inc.
220 S. Buchanan
Edwardsville, IL 62025
847-737-5395
44 @it§:E,(Hl,4059 SOLUTIONS
FIRM QUALIFICATIONS
Integrated Solutions Consulting (ISC) is an S-Corporation, professional services firm specializing in homeland security, emergency management, public safety, hazard mitigation, and disaster recovery consulting services. ISC has a proven track record of successfully evaluating, developing, and integrating complex disaster/emergency management planning doctrine that follow relevant federal, state, and local programmatic directives and requirements. We are staffed with highly experienced emergency management, law enforcement, public health, disaster recoveiy, and related public safety professionals.
Throughorit our 16+ years of service, ISC has had the privilege of supporting diverse communities nationwide as a single-source provider of emergency planning services. Unlike our competitors, we are exclusively focused on providing emergency management and homeland security consulting services to the private and public sector. Our focus in these services provide our staff a wealth of experience and lessons learned, granting Team ISC the ability to not just meet our clients' needs but deliver services that go above and beyond. @ HeadquartersJCh+cagoi
ISC (
0.FFiCE
LOCATIONS
Emergency Management Services
ISC has a proven track record of successfully evaluating, developing, and integrating complex emergency management planning doctrine that follows relevant federal, state, and local emergency management programmatic directives and requirements. Our plans have been highlighted as industry best-practices and have received significant client recognition.
Our emergency management services include:
* Strategic Planning
o Comprehensive Emergency
Management Plans
o Hazard Mitigation Plans
o Community Disaster Recovery Plans
o Integrated Preparedness Plans
* Emergency Action Planning
* Emergency Preparedness Training &
Exercises
o Natural Disaster
o Active Shooter
o Terrorism
o Public Health Emergencies
o Special Events
45 @ Operational Planning
o Emergency Operations Plans
o Emergency Support Function
Annexes
o Suppor'tAnnexes
o Incident Annexes
o Continuity of Operations Plans
o Evacuation Plans
o Damage Assessment Plans
o Debris Management Plans
o Environmental Response Plans
Staffing
@:NT%GRA%ED SOLUTIONS
* Comprehensive Disaster Recovery
Seiyices
o FEMA Public Assistance
o Local Recovery Planning
o Project Closeorit
* Program Assessments
o Threat and Hazard Identification and
Risk Assessments (THIRA) and
Stakeholder Preparedness Reports
(SPR)
o Organizational Assessments
o Capability Assessments
o After-Action Reports and
Improvement Plans
The ISC Team consists of 40+ full time employees and maintains a cadre of 250+ emergency management professionals with experience completing services similar in size and scope to the City's Hazard Mitigation Plan and EOP.
ISC has drawn from this extensive pool of highly experienced and qualified resources, and specifically identified key personnel for this project. All our proposed key personnel have consistent records of successful leadership, innovation, client-service, and technical expertise.
The table below summarizes the organization of our proposed key team members, as well as their roles, qualifications, and relevant experience, relative to the details requested. 46 @IFIT:,%(,,RATEDSOLUTIONS
The ISC Team understands that the availability of key staff for task assignments is critical to moving programs and projects forward. The ISC Team's proposed staff is available immediately, upon award of the project. Moreover, we are prepared to commit our proposed key staff for the duration of the project and will not replace any key staff without prior consultation with and approval of the City.
For those circumstances beyond our control, the ISC Team will submit the replacement key staf'f's qualifications for review. If any additional resources are required, the ISC Team will provide additional staff, as necessary, with the approval of the City.
Executive Staff and Subject Matter Specialists
With every project engagement, ISC's executive staff will be intimately involved to help guide the engagement and ensure that our consulting services comply with applicable professional standards, consistent with our standards of excellence, and conform with the 'firm's mission, vision, and values. ISC's executive staff not only possess an unmatched track record of success on over 2,000 client engagements, but also deliver high-level of expertise and experience in emergency management.
47 @3;u!(Hl,47Hq SOLUTIONS
48 @IThlTE,C,RATED SOLUTIONS
Recent Past Hazard Mitigation Performance
At ISC orir success in hazard mitigation planning
(HMP) is more than a function of experience and
expertise. Our success is driven by our dedication
and passion for creating disaster-resilient
communities that hold strong against adversity.
Since 2005, ISC has prepared, updated, and
delivered HMPs, per the requirements of the
Disaster Mitigation Act of 2000 (DMA 2000),
Section 322 of the Robert T. Stafford Disaster
Relief and Emergency Assistance Act (Stafford
Act), and Title 44 Code of Federal Regulations
(CFR) §201.6.1, for communities, agencies, and
jurisdictions of all sizes, scopes, and types,
throughout the United States. Additionally, ISC
has assisted jurisdictions and participating
Community Rating System (CRS) communities in
identifying repetitive loss structures and
developing and integrating mitigation actions that
will reduce future impacts from flooding or other natural disasters. Consistent with federal guidance, ISC incorporates the information into the
community's National Flood Insurance Program
(NFIP) application.
Following a disaster, ISC works with jurisdictional clients to implement their 'E-IMP per Section 404
and Section 406 of the Stafford Act. Our
comprehensive HMP capabilities and proven
subject matter expertise result in HMPs that are
consistently accepted upon initial submission to
the state and FEMA, successfully positioning our
clients to secure funding for implementing future hazard mitigation projects.
Similar Projects
In the table below, please find a comprehensive list of projects completed by ISC. In each case identified, ISC's support, services, expertise, and integrated approach resulted in developing Hazard Mitigation Plans that were accepted by the state and FEMA, but also successfully positioned these communities to secure funding for implementing hazard mitigation projects. We can make additional contact information available upon request.
In the qualifications following this table, you will find detailed information about projects that were similar in size rigid scope. In addition to details about the project, we have included the name, phone number and email address of a contact person. 49 @INTF,GF,A'jjD SOIUTIONS
50 @lThlT,E,(,F,j:TEDSOLUTIONS
Madison Co. ID 2018-2019 HMP Daiko Abe Corinty Hazard Mitigation Plan Update Franklin Co. OH
EM & HS 2017-2018 HMP Daiko Abe County Hazard Mitigation Plan Update Hamilton Co. OH
OEM & HS 2017-2018 HMP Daiko Abe County Hazard Mitigation Plan Update Royal Oak, MI 2017-2018 HMP Daiko Abe City Hazard Mitigation Plan Update Oakland Co. MI 2017-2019 HMP Daiko Abe County Hazard Mitigation Plan Update (:Brter Co. aIN 2016-2018 HMP Daiko Abe County Hazard Mitigation Plan Update Hardin Co. IA
EM 2016-2018 HMP Daiko Abe County Hazard Mitigation Plan Update City of Beverly
Hills, CA 2018-2019 HMP Daiko Abe City Hazard Mitigation Plan Update City of Santa
Monica, CA 2016-2018 HMP Daiko Abe City Hazard Mitigation Plan Update Recent Past EOP Performance
ISC is proud to have served city, county, state, federal, tribal, and special districts across the nation in the development of Emergency Operations Plans.
Our national client base gives our team the opportunity to develop a "best practice" perspective of comprehensive disaster/emergency management planning. This national perspective, when combined with our local experience and la"iowledge, enables our team to develop disaster/emergency plans that incorporate best practice solutions, while specifically addressing local needs, conditions, threats, hazards, sensitivities, and requirements. Our team's plans have been highlighted as industry best-practices and have received client recognition.
Napa Cogmffl, CA Opercitional Area Comprehensive Emergency Operations Plan ISC has recently completed an ripdate to the Napa County Operational Area (OA) Emergency Operations Plan (EOP). This update included the development of multiple functional and hazard- specific annexes.
The EOP includes a hazard and risk assessment that aligns with Napa County's Local Hazard Mitigation Plan (HMP). It also details the local emergency management organization following the Standardized Emergency Management System (SEMS), National Incident Management System (NIMS), and the National Recovery Framework (NRF), as well as annexes ranging from debris removal to terrorism, wildfire, pandemic, and evacuation.
Mid-America Regiomd Couticil Regiorial Coordination Gxiide MARC selected ISC to conduct a comprehensive review, update and reformatting of the Regional Coordination Guide (RCG). The review and update incorporated the most current and relevant planning guidance as well as applicable after action report/improvement plan items from past regional exercises. The RCG update included significant revisions and improvements to their Base Guide and 13 Emergency Support Functions. Additional annexes and plans were also updated as part of this initiative. Numeroris workgroup sessions were held in order to ensure buy-in and feedback from key regional stakeholders. The update to the RCG increased readability, maximized use of visual aids to quickly and easily convey regional concepts, and was reorganized to capture 51 @INTE,GRATED SOLUTIONS
perishable information (such as contact lists) in a centralized and coordination location to allow for simple upkeep and maintenance of the plan.
City of Fai<field, CA Emergency Operations Plan
The ISC Team recently developed the Fairfield, CA, City Emergency Operations Plan, to include all aru'iexes and appendices.
While the City's most recent update to the'EOP was several years old, staff from ISC utilized the most recent version of the Cal OES EOP Crosswalk to identify priority updates, as well as major data gaps in the plan. Working from this analysis, the ISC and Navigating Preparedness Team met with the City Planning Team, and, over a series of data gathering meetings, customized a City EOP that incorporated an updated hazard assessment, created Emergency Operations Center (EOC) structure and processes, and updated all EOC job action sheets.
Bonneville County, ID Emergency Operatioris Planning ISC worked with Bonneville County, Idaho, to update their EOP. The Plan included a comprehensive revision to the Base Plan, ESFs. It included multiple supporting plans, such as a Public Information Plan, Emergency Operations Center (EOC) Plan, Shelter Plan, and Evacuation Plan, The update included the addition of multiple Standard Operating Procedures/Guidance (SOP/SOG) and Job Aids to help the Corinty implement an operational plan.
City ofNorth kliami, FL Emergency Opercitions Plan ISC worked with North Miami to develop the city's first Comprehensive Emergency Management Plan (CEMP) and Emergency Operations Plan (EOP).
ISC and North Miami also interviewed sixteen municipal departments with potential emergency response roles, including: Building and Zoning; City Attorney; City Clerk; City Manager; Code Compliance Unit; Community Planning and Development; Finance; Information Technology; Library; Museum of Contemporary Art (MOCA); Parks and Recreation; Personnel; Police; Public Works; Purchasing; and Risk Management. While developing the CEMP, ISC also updated the city's EOP to ensure the two documents supported each other.
Niagarci County, NYEOP Updcde andESF Development
ISC developed an updated EOP for Niagara County, NY, in 2018. Niagara County faces several rinique emergency management considerations, including border proximity, immigration, and the tourism economy. Through close coordination with the Niagara County Office of Emergency Services (NCOES), ISC was able to deliver a strong, updated EOP successfully.
This project required coordination with key local government, regional and state departments, and agencies to develop ESF specific capabilities and responsibilities for use in the Niagara County EOC.
In addition to the EOP update and updating of the existing ESFs, ISC. also developed three additional ESFs for Niagara County. The ESFs included AFN, Volunteer Management, and Donation Management. In addition to the development of these ESFs, ISC provided research and subject matter expertise on each of these emerging topic areas. 52 @3q'r,;qr,475qSOLllTIONS
Miami-Dcide College Emergency Opercitions Plati
ISC developed an Emergency Operations Plan (EOP) for the eight campuses and twenty-one outreach centers of Miami Dade College (MDC). With over 161,000 students, Miami Dade College is the largest higher education institution in the State of Florida and the second largest in the United States.
The purpose of this project was to develop and fully integrate the MDC Ready Emergency Operations Planning computer program which will, once fully developed, allow Miami Dade College (A/[DC) to create, maintain and update a comprehensive Emergency Operations Plan (EOP) in compliance with EOP requirements established by Chapter 252.365, Florida Statutes and informed by the Department of Education Division of Florida Colleges. ISC worked with MDC's risk manager and responsible parties with each of the campuses and outreach centers to develop a unified strategy for continuity of essential MDC business operations. Once an EOP plan was developed, ISC created a training and exercise program for MDC's EOP program.
PROJECT APPROACH: HAZARD
MITIGATION
The City's goals are ISC's goals. Based on our prior experience developing HMPs, we have learned that success means more than gaining FEMA and State approval and municipal adoptions:
the dieM defines success. Accordingly, ISC believes it is essential to establish a clear understanding of goals and objectives upon contract execution.
ISC's approach to developing the HMP is a five-task method consistent with the Scope of Work (SOW), and compliant with industry best practices, federal and state requirements, and lessons learned from across the homeland security enterprise. Our approach for preparing, and subsequent adoption of the HMP is detailed in the following pages. ISC is happy to provide additional information, upon request.
Task l: Project Management
Subtask 1.1: Project Initiation
Upon notification of contract award, the ISC Team
Project Manager will immediately contact the
designated City Project Manager to set up a Project Initiation Meeting. The ISC Team will be prepared to schedule and conduct this meeting within seven days of contract award. Additionally, the ISC Project
Manager will request contact information for
additional participants and confirm with the
designated City Project Manager the desired format or location for this meeting (i.e., in-person, remote, preferred platform, etc.). Once these elements are
confirmed, the ISC Team will schedule participants to the Project Initiation Meeting via MS Outlook Calendar Invitations.
53 @INT!;GRA'jEDSOLUTIONS
During the initial meeting, we will introduce the proposed ISC Team, present the Project Work Plan (PWP), identify initial data requests, and establish processes for collecting data, the designation of control, points of contact, and quantity of and schedule for project deliverables.
Additionally, we will discuss and define administrative requirements for the project, including correspondence, inyoicing, and other related project issues. This project kick-off meeting will outline expectations and responsibilities.
Subtask 1.2: Project Work Plan Development & Internal Controls Central to ISC's project management approach is the development of the Project Work Plan (PWP).
Simply put, the PWP is a formal, approved document used to guide both project execution and project control borne out of consultant and client collaboration.
The ISC Project Manager will utilize the PWP to guide the execution of all project tasks and to manage the quality of the overall project engagement. The PWP will guide the execution of the project, measure progress, and depict the proposed team strricture with assigned functions, duties, and responsibilities that will meet the project needs.
Subtask 1.3 Project Reporting & Meeting Planning
From our experience completing similar projects, ISC believes that, given the importance of project reporting, all associated activities must be clearly defined, precisely completed, and evaluated, and agreed upon by both our Team and the Client. Key PWP tasks are included below. 54 @3qy;qq475qSOLUTIONS
Task 2: Organizing Resources
As earlier noted, by defining the City's vision of success and expectations at the onset of the project, our Team will readily collaborate with the City to ensure the complete realization of all objectives.
Subtask 2.1 Formation of Planning Team & Initial Meetings 55 @::T,%(4ffl/:759SOlUTIONS
At a minimum, there should ideally be at least one representative for each relevant City department. However, given departmental overlap, a single representative with authority to represent tmiltiple departments is rinderstandable.
ISC will record the name of every person invited, their email, the date of the invitation, the method of the invitation, whether the person agreed to participate, and whether the person provided feedback on the HMP. The plan will also include copies of all meeting invitations, a list of everyone invited to each meeting (along with their positions, the departments they represent, and if they attended), and meeting sign-in sheets (and
minutes, if desired).
Subtask 2.2 Documentation of the
Planning Process
Best Practice #2
ISC provides analytical reports of each
coinmittee member's time in the
system reviewing the plan,
collaborating with committee
members. and paiticipating in the -
mitigation planning tools. This .
participatioix is shared and reported in a ..
' format that is consistent with FE'&IA"t5
. quarterly reporting require'ment.
As part of the overall plaru'iing process, ISC will coordinate, schedule, facilitate, and support all meetings and conferences with the Planning Team (both formal planning meetings, project status meetings, and any ad hoc meetings or briefings). ISC will:
I Coordinate the scheduling of meeting rooms with the designated City Project Manager and any designated facility representatives, and send/manage invitations, reminders, and registration (via MS Outlook Calendar appointments) I Reserve, establish and ensure functionality of any conference lines and/or any web-based meeting platforms (i.e., webinars, GoToMeeting, RingCentral, Microsoft Teams, WebEx, etc.)
I Disseminate conference line and/or web:based meeting access information, such as call-in numbers, URLs, etc., and access instructions to remotely participating individuals I Develop for each meeting an agenda, presentation slide deck, and appropriate read ahead or draft HMP content or materials
I Distribute, electronically, all written planning meeting materials to the Planning Team, including read-ahead, meeting handouts, and/or draft materials, no later than seven days prior to the meeting
I Provide hard copies of all written planning meeting materials, in sufficient quantity, for each planning meeting
I Provide and affix all signage, as well as provide, set rip, test for functionality, and operate any audio/visual equipment (i.e., projectors, public address, etc.), as needed or requested I Facilitate all meetings, conferences, orientations, and/or briefings I Record and publish meeting minutes to the participants and designated POCs, no later than one week following the meeting
Subtask 2.3 Public & Stakeholder Outreach Strategy
A hallmark of ISC's HMP process is robust public involvement, including advertisements in local newspapers, preparation of public service announcements, online surveys, distribution of brochures, newsletters, and fliers and posting inforination and announcements on local government websites and social media platforms.
56 @3;:E,(4F,4059SOLUTIONS
For the City's HMP planning, ISC will facilitate two public outreach workshops in addition to developing and distributing a HMP Survey. ISC will work with local stakeholders to increase public awareness and encorirage public participation, especially in the review process.
In addition to the hvo public meetings, ISC wil} facilitate HMP workshops for representatives from
relevant City departments.
During these workshops, we will review the risk
assessment report and composite maps. The emphasis of the workshop is knowledge and understanding of the causes of the hazards and better preparation for determining mitigation actions.
Ultimately, ISC recommends conducting multiple virtual and on-site meetings throughout the hazard mitigation planning process. These public and steering committee meetings will occur as part of a documented project schedule presented to the Planning Team. Our Team will take all the necessary steps to engage participants, educating them on the importance of the HMP, and including interactive activities throughorit the meetings.
Though this is inexhaustive, the meetings will address the following key points:
I Address FEMA's requirements for mitigation plans, as identified in the DMA 2000, CFR Part 201.6, the American Planning Association's Hazard Mitigation: Integrating Best Practices into Planning, and the most current FEMA "how-to" planning guidance. v" Address CalOES requirements for mitigation plans I Identify members' contribution to the planning process.
I Address preliminary goals and objectives.
I Identify (and debrief) meetings with key community stakeholders and any other bodies that may seem appropriate.
J Distribute questionnaires that will assist in identifying resources that will be needed for successful completion of the project.
J Highlight the progress-to-date and the schedule for the remainder of the planning process.
I Solicit input from members throughorit the planning process.
Task 3: Hazard Identification and Risk Assessment
A community's hazard risk assessment is a critical document that defines a community's strategic common operational picture to mitigate, as well as prepare, protect, respond, and recover to emergencies and disasters.
The ISC Team will rely on its experience developing natural, technological, and political hazard risk and vulnerability assessments for some of the nation's most complex communities and infrastructure systems.
Our team's proven methodology ensures:
57 @INTEGRATED SOIUTIONS
I Ensures uniformity among hazard categories
! Utilizes empirical values applicable to all communities, facilities, and systems I Employs complex GIS modeling and analysis of probable scenarios to provide planning considerations of social, political, and physical impacts I Grants the flexibility needed to integrate the vulnerability assessments of critical assets accurately and systematically
I Provides consistency between the State's approach as applicable while addressing the unique characteristics and attributes of the City.
As part of the commrinity's overall risk assessment, the ISC Team will provide an analysis of the natural, technological, and political hazard categories by elaborating upon and defining the specific types of hazards; identifying recent events that have occurred locally and/or regionally; updating the hazard profiles, parameters, and characteristics; assessing possible vulnerabilities not addressed in the previous version; determining probable scenarios, and modeling select hazards.
Subtask 3.I Hazard Identification ond Profiles
The ISC Team will help the Planning Team identify and review all the hazards that might affect the cotnrnunity and will narrow the list to the hazards that most likely will impact the community.
Our team will obtain this information through various avenues, including, but not limited to:
1. Research of historical documents and data:
By accessing newspapers, historical societies,
database searches, etc., the ISC Team will
gather records that may contain dates, the
magnitude of the events, damage, and further
evidence of the past natural disasters in the
community.
2. Review of existing plans and reports: To
ensure the City is coyering all the possible
hazards, our team will collect and review
plans and documents that may have
information on hazard planning. These documents will be reviewed to identify a list of disasters and potential issues that have occurred in the past. Also, local comprehensive plans, land use plans, capital improvement plans, as well as building codes, land development regulations, and flood ordinances will be reviewed to identify hazard provisions that indicate the presence of local hazards.
3. Inventory Assets: Using GIS data management and analysis, an inventory of the City's assets will be developed based on the categories defined in the DHS/FEMA protocol. This inventory of assets will assist in identifying areas that are subject to the various natural hazards in the subject area. These categories are:
a. Transportation Systems
b. Lifeline Utility Systems
c. High Potential Loss Facilities (financial institutions, government buildings, etc.) d. Hazardous Waste/Materials Facilities
4. Profile Hazards: Per FEMA, each hazard profile will include a description of the hazard, previous occurrences, locations, and extents, and the probability of future occurrences. 58 @1,i'5;cq4'5pq SOLUTIONS
In close coordination with the Planning Team, the ISC Team will reach out to local, state, and federal govemments to obtain hazard information, development trends, known vulnerabilities, and past experiences mitigating, responding, and recovering from disasters. These efforts may include (as appropriate):
I Interviewing pre-identified local officials and FEMA officials; and,Interviewing pre-identified local officials and FEMA officials; and, Contacting other resources such as Natural Hazards Center, Hazard Disaster Center, National Weather Service, Association of State Floodplain Managers, International Association of Emergency Managers, etc.
Many sections (at a minimum, flooding, drought, and extreme temperatures) will also consider how climate change may exacerbate the hazard, notably how it may impact vulnerability, frequency, or severity.
Subtasks 3.2 and 3.3 Hazard Mapping & Vulnerability Assessment Led by our GIS/HAZUS Analyst, our Team will work directly with the Planning Team to conduct a GIS-'E-IAZUS Level 2 Analysis, modeling varying hazard scenarios depicted by the client.
For these tasks, an initial inventory of the City assets will rise the baseline data contained in HAZUS-MH
and supplemented by GIS data provided by the City.
The effort includes developing and mapping a general inventory of assets in the applicable planning area.
Using a base map, the ISC Team will identify the
assets inside areas for each identified hazard that has a defined physical geographic boundary.
Selected bections cf the Hazard Profiie
(at a minimtim flooding- drouglit and
ettrerne temperamres) }X ill also consider
how cJimate change mav eyacerbate the
hazard, notably bow it may impact
vulnerability, frequency. or severity
Our team will review the inventory to ensure that all facilities, infrastructures, and sectors critical to the continuity of government, operations, and services provided by the City are included in the mitigation planning process. Additionally, our team will conduct GIS-F-IAZUS Analysis Models of vatying hazard scenarios.
The loss estimation process will utilize HAZUS-MH modeling (or other modeling program), GIS analysis, historical disaster data and information, and quantitative analysis to estimate the losses to natural and human-induced hazard events in a defined area. The analysis will include the following:
* Estimation of the losses to structures;
@ Estimation of the losses to contents;
* Estimation of the losses to structure use and function; * Projection of human losses; and,
* Estimation of the primary direct and indirect loss. 59 Our team will use HAZUS-MH (or other modeling
programs) and GIS analysis to determine which
individual assets could sustain the largest potential losses, by adding the structure loss, content loss, and function loss for each asset to determine the total loss.
This process will produce the following:
* Calculation of the losses to each asset;
* Calculation of the estimated damages for each
hazard event; and,
@ Creation of a map that shows a composite of
the areas of highest loss.
@lt§TE,GRATED SOLUTIONS
Best Practice #4
ISC's proprietary CVR2 Model is a
prioritized indication of planning risk
considerations and dashboard analytics
that can be incorporated into the
commtinity's preparedness efforts, That
will increase prqgrammatic effi.ciency,
operational effectiveness, and a unified
conunon operationa} picture. .
To ensure the GIS mapping effort is as comprehensive as possible, an inventory of critical facilities will be developed, and may include the following:
* Key end users (Special population centers, such as daycare facilities, nursing homes/elderly housing, medical, and correctional facilities)
* Water and wastewater treatment plants and associate pumping stations; * Power generation, transmission, and delivery facilities; * Hazardous materials facilities;
@ Repetitive loss properties;
* Population density; and,
* Structures delineated by use (residential, commercial, industrial, institutional, and others as appropriate).
As part of the vulnerability assessment, our team will lookat future developmenttrends and special considerations (i.e., historical property,
environmentally sensitive areas, etc.) that can have a significant impact on a community's risk of
hazards. The impact of these trends and special
considerations on the community's risk is directly
proportional to the size of the community,
community values, and the significance of the
development trend or special consideration.
With inprit from the Planning Team, our team will analyze the effect of any significant future
development trends and special considerations
identified by the City to determine their positive or negative impacts on hazard profiles, inventoried assets, or projected losses.
Subtask 3.4 Capabilities Assessment
ISC will conduct an in-depth and comprehensive review of the mitigation capabilities and tools currently available to the City to implement the mitigation strategy. The assessment will include an inventory of existing plans, policies, and procedures that the City has in place to mitigate the effect of hazards. Our team will also look at fiscal, staffing, and organizational capabilities. 60 @INTEGR/:TED SOLUTIONS
Task 4: Developing a Mitigation Strategy
Identifying and prioritizing mitigation actions are the fundamental components of an HMP. In the previous tasks, ISC redefined hazards, reassessed vulnerabilities, and the losses were estimated.
Our Team will craft a prioritized list of mitigation actions that will reduce future risks and losses.
This taskwill allow ISC to identify goals and objectives; identify and reevaluate mitigation actions, and develop the capabilities assessment, and identify mitigation strategies.
This effort will also include a progress update on the mitigation actions taken during the last five years, regardless of inclusion in the previous HMP or funding source. This progress update will provide context and ideas for new projects.
Subtask 4.1 Develop Hazard Mitigation Goals
Based upon the hazard profiles, hazard loss, vulnerability, and risk assessment, the Planning Team will identify mitigation goals that articulate the City's desire to protect people and structures, reduce the cost of disaster response and recovery, and minimize disruption to the community following a disaster.
ISC will prepare a Memorandum stating the identified Mitigation Goals and Objectives, as identified by the Planning Team and schedule and conduct a meeting to review draft mitigation goals and objectives with the Planning Team and the public. ISC will solicit feedback to gain buy- in and consensus.
Information revealed in the hazard profiles, and loss estimation will be used to develop clear mitigation goals. ISC will host the planning meeting and review the hazard profiles with details on the causes of hazards, the likelihood of occurrence, the potential severity, and the extent of areas affected. ISC will review the loss estimation dollar amount of damages for hazar.d events, as well as related economic information like business interruptions and revenue losses.
Subtask 4.2 Develop, Evaluate, & Prioritize Mitigation Actions ISC will reevaluate mitigation actions consistent with the goals and objectives that were previously defined and will evaluate the mitigation actions to determine the action's effectiveness and efficiency for preventing, protecting, and reducing damages to the community's assets from
natural hazards. Input will be considered from relevant state and federal agencies, as well.
JSC wi?) iiorly directly iiffli
staTyehoTders to ensure the
identified mitigation actions are
effective, efficient, scalahle, and
pragmatic
Evaluation of these mitigation actions will be based on, but not limited to, the following criteria:
* Technical feasibility
* Economic benefits
* Environmental impacts
@ Community acceptance
* Staffing and funding
(Administrative)
* Maintenance needs
* Political support
* Legal authority
* Historic projects of similar scope and
magnitude
All mitigation actions, regardless of their criterion, will be assessed and discussed. Each mitigation action will include the following:
61 @ltl8TEGRA'jj9 SOLUTIONS
* Lead Agency responsible for
implementation
* Estimated Costs
* Estimated Benefits
* Potential Funding Sources
* Project Name and Number
@ Goal and/or Objective being met
* Hazard to be mitigated
* Description of the Problem
* Project Description
* Estimated Timeline
* Whether or not the project is related to a Critical Facility (and if so, assrirance that the facility will be protected to the 500-year event or greatest damage scenario).
Subtask 4.3 Mitigation Actions Implementation Strategy The implementation strategy identifies how the City proposes to achieve its mitigation goals and objectives. The Mitigation Actions Implementation Strategy will redefine, identify, and confirm mitigation actions, partners, resources, and schedriles.
The implementation strategy will also cover potential funding sources. The sources will be described and include a website link for further information.
ISC will prepare a draft Mitigation Actions Implementation Strategy for review by the Planning Team. Once reviewed, ISC will incorporate changes to the newly created Mitigation Actions Implementation Strategy.
The strategies proposed by ISC will ensure compliance with DMA 2000 and will delineate between pre-disaster (FEMA's BRIC program) and post-disaster (HMGP 404 and 406) actions.
The ISC Team will provide technical support to the six-hazard mitigation and preparedness categories, as defined by FEMA: prevention, property protection, public education and awareness, natural resources protection, emergency services, and structural projects.
Task 5: Assisting in Plan Adoption, Monitoring, and Evaluation
The ISC Team will write a complete final draft of the HMP for the City. The plan will include a risk assessment and mitigation strategy as well as a process for maintaining the plan so that it continues to be a useful document for the rapidly growing and urbanizing communities.
ISC will deliver final drafts to the City officials and relevant stakeholders. These deliverables will integrate with the business flow and be compliant with federal, state, and local regulations.
Subtask 5.1 Maintenance Strategy
The Plan Maintenance section, included in the final plan, will ensure that the document continues to be viable and is compliant with federal directives, and that the plan moves toward implementation over the next 5 years.
The maintenance strategy will detail how the City will monitor, evaluate, implement, and update the Plan. Updates or changes to the plan will be made periodically to accommodate evolving needs and to respond to actual disasters. ISC has developed multiple year-by-year implementation strategies, which ensures the plan remains viable and relevant. 62 @lThlTEGRA'jED SOLUTIONS
Subtask 5.2 Incorporation into Existing Planning Mechanisms ISC will work in concert with the Planning Team to incorporate the HMP into existing planning mechanisms. We will consider community development plans, local capital improvement budgets, floodplain management plans, emergency management doctrine, and other planning mechanisms that are relevant to each community's hazard mitigation strategy.
Subtask 5.3 Implementation Schedule
Each mitigation project will include an implementation schedule per the "Implementation Plan." Subtask 5.4 Continued Public Involvement
In past engagements, we have developed robust and detailed public involvement campaigns and schedules to ensure continued public feedback. We also have the capability to encourage real-time and continuous feedback through virtual tools (i.e., surveys, social media, web sites, etc.) The ISC Team will write a complete final draft of the HMP for the City. The plan will include a risk assessment and mitigation strategy as well as a process for maintaining the plan so that it continues to be a useful document for the rapidly growing and urbanizing communities.
ISC will deliver final drafts to the City officials and relevant stakeholders. These deliverables will integrate with the business flow at the City and be compliant with federal, state, and local regulations as applicable.
Subtask 5.5 Draft Plan
The project team will prepare a draft of the City's HMP that will document the mitigation planning process and address the elements required by 44 CFR 201.6(d)(3) and CPG 101.
ISC will assemble information, comments, and reports from the previous tasks. Informational databases, graphics, and maps will also be included in the final plan to visualize the geographic, functional, or systematic relationship between the loss estimation and the mitigation activity chosen.
To meet DMA 2000 requirements, the document will include a description of the planning process; a
definition of the planning area identifying who was involved in the process, how they were involved, and methods of priblic participation that were employed; and a detailed description ofthe decision-making and prioritization process.
ISC will distribute the copies to the Planning Team for review. A public review draft will be also
released for public comment before the HMP is finalized.
The Planning Team will meet to review the HIIS/IP dra'ft. ISC will incorporate all the Committee's final revisions and will submit the plan to the City officials within two weeks after the repeipt of final review comments (we can provide printed, electronic, or both formats).
Subtask 5.6 Final Plan & Submission to the State & FEMA 63 @II§T,E,GRATED SOLUTIONS
ISC will complete the final draft of the plan and will develop the appropriate Plan Review Tool.
ISC will submit copies of the final draft to CalOES for approval. Upon State approval, ISC will submit the City's E-IMP to FEMA. When approved by FEMA, the City Project Lead will present the plan before the City leadership for formal adoption.
After FEMA indicates the City's HMP is approvable pending adoption (APA), ISC will assist in preparing the plan to be adopted, with copies of the adoption resolutions provided to the State and FEMA by the City and ISC.
Closeout
Upon completion of this project and finalization of the proposed deliverable, the ISC Project Manager will provide a "Project Close-Out" report. This report will incorporate the final "Monthly Status of Accomplishments and Costs" report information, summarize this project effort, and recommend improved methodologies for future initiatives of a similar nature.
The "Project Close-Out" report will be submitted as draft copies to the City Project Lead within 45 days of completion of the City's H%P.
PROJECT APPROACH: EMERGENCY
OPERATIONS PLAN
This section describes ISC's understanding of and approach to performing the services required to produce an all-hazards, all-threats Emergency Operations Plan for the City, using a whole- community inclusive planning process, based on the FEMA CPG 101, v.3.
It is important to note that while the narrative that follows details our recommended approach, our methodology is flexible to meet the needs of the City. ISC anticipates that changes will be made during the interview and scope development process; however, the project approach below will provide the City with a baseline understanding of ISC's EOP development methodology.
Our approach to services is based on the following principles:
I Personalized Approach to Setavices. jhe ISC Team understands that residents know the City and its singular needs the best and recommends an approach that emphasizes stakeholder engagement to craft a fully customized EOP that reflects a deep understanding of the City.
!/ Project Sustainability. In addition to developing the City's EOP, ISC seeks to educate and prepare City stakeholders to conduct plan updates themselves in the future. Accordingly, our Team will ensure that all data, processes, and tools are completely accessible to and transferable to the City.
I Pragmatic, Scalable Planning. ISC believes that emergency plans should prioritize functionality and flexibility. That is, the City's EOP must be flexible enough to meet the needs of day-to-day incidents, as well as low-frequency major disasters. / Integrated Solutions. The EOP should seamlessly integrate with the City and the State's pre-existing preparedness and recovery policies, processes, programs. By leveraging existing 64 @ll§%EGRA'jED SOLUTIONS
plans and incorporating similar local, regional documents, knowledge, and experience, ISC can maximize the City's investments and minimize project demands on City personnel.
Task 1: Project Management
To be successful, it is necessary that an infrastructure, or organization, of supporting tools, materials, and/or references, accompanied by clearly defined roles, responsibilities, timeframes, and communications pathways be in place prior to the commencement of the planning process.
Project Kick-off Meeting with the City
To ensure an immediate and efficient start to the planning, the ISC team will be prepared to schedule a Project Initiation, or "Kick-Off," Meeting with the designated City representative, immediately upon receiving the Notice to Proceed.
The ISC Project Manager will provide the City with a proposed date & time for the Project "Kick- Off' Meeting, will request contact information for meeting participants, and will confirm with the City the desired format for this meeting. Once the date, time, location, and participants are confirmed, ISC Project Staff will schedule the meeting and disseminate invitations, via MS Outlook Calendar Invitations.
To facilitate maximum engagement during the Project "Kick-Off' Meeting, the ISC team will prepare meeting materials, including a meeting agenda, PowerPoint Presentation, and all administrative documents (i.e., sign in rosters, reference materials, signage, etc.), as needed, as well as provide copies of the Project Work Plan, described below. These materials will be provided as meeting read-ahead materials to the City Project Manager and designated City stakeholders no later than (NLT) seven (7) days prior to the Project "Kick-Off" Meeting.
Project Wock Pian Development
During the EOP Project "Kick-Off" Meeting, as described above, we will introduce the proposed ISC team, present the Project Work Plan (PWP), identify initial data requests, and establish processes for collecting data, designation of control, points of contact and quantity of and schedule for project deliverables. Additionally, we will discuss and define administrative requirements for the project, including correspondence, invoicing, and other related project issues.
As indicated above, central to the ISC Team's project management for the update to the City's EOP is the development of the Project Work Plan (PWP).
Simply prit, the PWP is a formal, approved document used to guide both project execution and project control, borne out of consultant and local collaboration.
The ISC Team will utilize the PWP to guide the execution of all project tasks and to manage the quality of the overall project engagement. The PWP will guide the execution of the project, measure progress, and depict the proposed team structure with assigned functions, duties, and responsibilities that will meet the project needs.
From our experience completing similar projects, ISC believes that, given the importance of project planning, all associated activities must be clearly defined, precisely completed, and evaluated, and agreed upon by both our Team and local stakeholders. 65 @iqT,:(HF,4059SOLUTIONS
Task 2: Develop Draft City EOP
Developing the City's EOP will follow a logical sequence of steps that defines the City's needs, analyzes regulatory requirements and guidance, and creates the necessary documentation to support execution of the EOP during incidents. Deliverable refinement will occur throrigh analysis, review, and revision.
To develop the EOP, our team proposes the following subtasks.
Review Guidcmce, Other Plans and the Current Plan, and Comluct a GapAnalysis Our goal is to produce a National Incident Management System (NIMS) and CPG 101, v3 compliant EOP that exceeds the City's expectations. As a first step, the ISC Team will develop a data collection packet to request information on the City's emergency capabilities, governance, and recent incident responses. Candidate documents include any current Emergency Plans, such as the current version of the City's EOP, the City's Local Hazard Mitigation Plan/Annex, county/regional emergency or disaster plans to which the City is a stakeholder, the State or Regional THIRA (as available), and/or any special district emergency plans.
As part of this task, ISC Team will complete an Emergency Plan Review Crosswalk. This will identify potential gaps and develop recommendations for improvement. We will also use FEMA's Comprehensive Planning Guide (CPG) 101 and the International Organization for Standardization (ISO) 22320 standards to support the review.
This process will allow our team to understand baseline conditions and areas for greater research and inquiries to pose to stakeholders during plan development.
Develop an Updated EOP Table of Contents andExpanded Outline Concurrent with the activity above, orir team will refine the table of contents and create an expanded outline for the City's EOP and provide it to the City's project manager for review and approval.
The expanded outline document will provide a detailed description of the EOP design and structure. An open comment period will follow the submission of the table of contents and expanded outline to allow City staff an opportunity to provide input. After a two-week period of review, we will consolidate inprits, resolve conflicts with the City's project manager, and provide a final table of contents and an expanded outline.
The ISC Team proposes to conduct a Planning Team meeting to review the results of the gap analysis and document review, described above. We will also assess the EOP table of contents and expanded outline, and provide a list of reqriired, additional information. More specifically, the EOP will continue to be aligned with the County EOP and provide a framework for coordinated response and recovery activities during a large-scale emergency.
Develop ci Drift EOP
To support drafting the EOP, we propose to conduct a series Planning Team meetings with key City, stakeholder, and other organizational staff. These meetings will follow a logical sequence that represents a building block approach. For each meeting, the ISC Team will provide a read- ahead, presentation, note-taking guide, and meeting minutes. The meetings will focus on the following:
66 (Mihmranh'rtosocuriohs' C O N S U t T I N G
Results of the document review and gap analysis/draft EOP oritline and table of contents City EOP data collection
Appendices/annexes data collection
Initial draft EOP review
Initial draft appendices review
We have found that City EOPs are most effective when they provide simple "how to" instructions.
The City's EOP will contain a "Quick start" guide at the beginning of the document to aid staff on initiating response operations. Most of the Plan will consist of checklists, templates, and forms which provide quick access to the necessary information needed by City staff.
The draft EOP will provide direction on how to accomplish City-wide emergency operations to conduct effective response coordination. While the EOP will focus on response operations, it will also provide a broad framework for all phases of emergency management: Preparedness, Protection, Response, and Recovery. To meet the requirements of the American Disabilities Act, the EOP will address the needs of all populations and communities within the City, including persons with disabilities and other access and functional needs. Based on experience, we will address disabilities and access and functional needs throughout the document as well as in an appendix and/or Annex.
The Emergency Operations Plan will include descriptions and actionable guidance covering:
An analysis of the City's demographics and communities A hazard analysis consistent with the any Local Hazard Mitigation Plan The City's emergency response organization, including lines of authority and relationships Activation thresholds and levels, position checklists and EOC configuration Comprehensive resource management
Information collection and developing situational awareness Relationship with other jurisdictions during emergency response Role of the private sector, including non-profit organizations, local businesses, the public, and other constituencies consistent with state and FEMA policies * Emergency communications processes and procedures Emergency notification systems and protocols
Standard reports
Action planning processes
Once drafts of the EOP are developed, ISC will provide them to the City's project manager and stakeholders for review and comment. Each review period will last for two weeks. We have found that in addition to the formal reviews, the Planning Team needs to engage in an iterative process to provide necessary input and get the EOP "right". The ISC Team will work with the City project manager to support additional EOP inputs and reviews.
DevelopDraftAtzriexes (ESFs) andAppendices
An EOP's Annexes and Appendices add specific information and direction to critical operational functions and the departments responsible for carrying them out. The Annexes and Appendices will be tailored to the EOP format and specific to the needs of the City. Each Annex and Appendix 67 @II§TE,GRATED SOLUTIONS
will focus on the specific responsibilities, tasks, and operational actions that pertain to the performance of a particular emergency function.
ISC will work closely with the City, and the designated planning teams and stakeholders, to develop, and where necessary, update each Annex and Appendix as prescribed by CPG 101(v3).
Each support plan prepared will be specific and rinique to the City.
The ISC Team recommends including functional, support, and incident-specific annexes. The final list of included annexes will be confirmed with input and direction by the City Project Manager, planning team, and relevant stakeholders.
Task 3: Develop Final City EOP
After consolidating and adjudicating comments provided by the City, both through the open comment review period, as well as identified during formal planning meeting reviews, ISC will develop a final draft of the EOP, annexes, and any appendices. These will be provided to the City's project manager for review approval. We propose two Plaru'iing Team meetings to review the final draft EOP, annexes, and appendices.
A:fier review of the final draft EOP, annexes, and appendices, ISC will deliver a final EOP to the City's project manager for approval. Upon approval of the entire EOP, ISC will support presentation of the EOP, with a MS PowerPoint Slide Deck for use by the City's Project Manager and a draft letter of promulgation, to the City Council for formal adoption.
COST AND PRICE
As a recognized small business, ISC works diligently to keep costs as competitive as possible, while maximizing the return on investment for orir clients. With our extensive knowledge and experience developing emergency plans, we are confident that we can deliver these plans ahead of schedule, and under budget, as described in this proposal.
Fee Schedule: HMP
Based on the scope of work, the estimated cost for this project will be $52,356.12 This is a firm fixed price, inclusive of all labor, materials, travel expenses, and all other costs, direct and indirect, necessary for each task identified in the Scope of Work. ISC will bill monthly or by deliverable, as directed by the client.
!% ffliai
Task 1: Project Management $3,743.04
Task 2: Organizing Resources $11,601,60
Task 3: Hazard Identification and Risk Assessment $15,075.36 68 @it§:E,(3F,4'jj§9 SOLUTIONS
Task 4: Developing a Mitigation Strategy $10,942.52
Task 5: Draft of Plan, Monitoring, Evaluation and Plan Adoption W
!i %
f
i*i ia f
il I- k ii
Tha11fu
Fee Schedule: EOP
The ISC Teams' significant experience in developing and preparing Emergency Operations Plans contributes greatly to our depth of understanding and awareness of reasonable costs of supporting EOP development. That same experience also allows ris to foresee and respond to potential unexpected costs that may evolve and create programmatic disruption.
Based on the scope of work, the total cost for this project will be $48,228.90.
The table below includes the pricing for the services described in the Scope of Work, relative to our project approach. ISC will bill monthly or by deliverable, as directed by the client. }roject initiation $3,6i3.80
Review Guidance, Other Plans and the Current Plan, and Conduct a Gap Analysis
$5,524.48
Develop an Updated EOP Table of Contents and Expanded Outline
$2,142.46
Update EOP Base Plan $12,992.80
Update Annexes (ESFs) and Appendices $16,791.96
Develop Final City EOP $7,163.40
z aia hI
aii
I 'i 11IN i
i
ijl, NQ' C
I
'iN 1
rI iu i ill ii i izII
69 Integrated Solutions Consulting, inc, (ISC) is a professional services firm foctised on developing and implementing comprehensive crisis and consequence
management solutions, We are recognized as innovative problem solvers, dedicated to the profession of emergency management and proficient in the disciplines that support it, As recipients of tlie Dun & Bradstreet top supplier performance rating for reliability, cost, order accuracy, timeliness, quality, business relations, personnel, customer stipport, axid responsiveness, ISC proudly offers your community over 775+ years of experience, technical expertise, and unparalleled performance.
70 Regional Office:
Los Angeles, CA
(213) 553-9309
Nationwide Offices:
Ailanta, GA
(404) 443-4571
Baton Rouge, LA
(225) 406-7400
Bethesda, MD
(240) 479-4717
Brownsville, TX
(956) 338- 2070
Buffalo, NY
(716) 800-2272
Charlotte, NC
(704) 972-2272
Chicago, IL
(312) 210-7264
Cincinnaii, OH
(513) 589-2272
Dallas, TX
(214) 388-2272
Denver, CO
(833) 493-2272
Escondido, CA
(442) 237-4906
Lansing, Ml
(517) 657-5666
Lexington, KY
(859) 407-5990
McAllen, TX
(956) 682-6898
Minneapolis, MN
(651) 369-9007
Philadelphia, PA
(267) 996-3577
Phoenix, AZ
(480) 631-7770
Portland, OR
(971) 339-4555
San Antonio, TX
(210) 444-2272
Sacramento, CA
(916) 822-6823
Seattle, WA
(833) 493-2272
Tampa, FL
(813) 276-2272
Wichita, KS
(316) 618-9130
C o n s ul t a n ts L L C
Lieutenant Sergio Camacho
Watch Commander/Crime Impact Team/Emergency Operations South Gate Police Department
8620 California Ave
South Gate, CA 90280
RE: Request for Quote - Professional Consulting
Services for The City of South Gate
Emergency Operations Plan and Local
Hazard Mitigation Plan Updates
Lieutenant Camacho:
The AARC Consultants multi-disciplinary team stands ready to support the City of South Gate (City) as it updates its Emergency Operations Plan (EOP) and
Local Hazard Mitigation Plan (HMP). This quote for
services will demonstrate that AARC is uniquely
qualified to complete your project, including:
Necessary Experience, Technical Skills, Local
Knowledge, and Unique Qualifications:
* AARC has completed 150 Risk / Hazard
Assessments and 50 Emergency Response Plans,
in the public and private sectors, serving a
combined population of 5 million people.
* AARC has conducted over 20 assessment and
emergency operations projects in California
* AARC Principal Scientist Dr. Scott Thomas has
performed risk analyses at 13 military
installations, focusing upon impacts to water and energy infrastructure, including potential effects
of drought and chanting climate.
@ Project Manager David Siburg has more than 30
years of experience in the public sector with
large and small organizations. He has significant
experience in integrating community hazard
resilience and mitigation into comprehensive
management strategies
* A Team of Emergency Operations and Mitigation
Planning Experts
January 12, 2023
Regional Office:
1875 Century Park E, Ste 700, Los Angeles, CA 90087 Tel: (213) 553-9309 Fax: (833) 771-AARC Corporate Headquarters:
2000 W Sam Houston Parkway S, Ste. 850, Houston, TX 77042 Tel: (833) 493-AARC Fax: (833) 771-AARC 32 71 Necessary Experience and Technical Skills:
AARC has successfully developed many critical response, preparedness and hazard mitigation plans throughout California and across the nation, serving a combined nationwide population of more than five million people.
AARC team members have direct experience with CDC, CDPH, Cal/OSHA, Cal OES, FEMA, EPA and other state and Federal agencies. AARC has demonstrated continued success working closely with counties, municipalities, special districts, as well as critical infrastructures such as ports, harbors and airports.
Unique and Authoritative Qualifications:
AARC has assembled a team of highly qualified professionals who present the range and depth of experience necessary to address the City's Plan updates and implementation needs. Dr. Scott Thomas and David Siburg have 50 + years of combined experience working with diverse communities to achieve resilience through accurate and sensitive disaster preparedness and recovery documentation including After Action Reports.
California Commitment:
AARC maintains three offices in California and has multiple public and private clients throughout the state. For this project, the team will operate out of AARC"s Los Angeles, CA office. AARC is registered with the Secretary of State to conduct business in California (Certificate of Filing number is RGW93MZ) and our Federal Employment Identification (FEIN) Number is 46-2542494.
Sincerely,
ia,
Rick Chainani,
President,
AARC Consultants LLC
tlC
33 72
City of South Gate Request for Quote:
Services and Qualifications
Services and Quote
AARC is currently engaged on 33 Emergency Operations Plans serving a combined nationwide population of 5 million people. AARC team members have direct experience in Homeland Security matters at sensitive infrastructures, including municipal utilities, ports and harbors, food preparation and chemical factories, airports, and other critical infrastructure. AARC has completed 60+ Vulnerability Assessments, 130 Risk Assessments, 6 Claims Management Plans, and 40+ Disaster Preparedness and Business Continuity Presentations.
AARC's proprietary evaluation system and framework for emergency preparedness will guide development of the EOP and LHMP Updates. The specific plans waill be updated to meet all FEMA and Cal OES approvals.
Emergency Preparedness Systems to Guide Strategic Responses and Actions Action Areas
ContinuouslyGather
and Evaluate Infor-
mation on Capablli-
ties & Assets
Network
Developmentand
Trust-building
at'hysicalissets"',=
J-lumanassets/skillsj
*Technolt'gyAss4s al
8'F'ro'cqsses""
Explore
(Assess )
*Ex{sting organlza-
Itional nehiiorks
l*lpdrean;fyces!eadlng
Procedures and' Regulatory
Action Plans
ppiratl6nal ' Train, Exerc€ e,
*Existfnj3 otgani-,
zatlonil polides
*Existing opeF-
ihng proce- .
dures:," "
latOry require- *Human Dj4ruptloni ', T'ung capab'ill- harterteams
Engage
(Facilitate)
learning coall- ing .
Execute
(Coach & lm-
plement)
networks
Meiich s61utTan sets
to scenarios
uuualimprovementa', jlgreementS
dejiyeryspurces
aAllocite resources '
-"=- =Revliepsf!ales'as
needed, "
*Developne$poll- ;
,cies as needea ' :
- 40pdate procedures
<reate,lmonitor, ..
report6n,andqp:' :
dateAetionPlans:' "
M"caN and ilmptovement '. : * incorporate les-
kogislatlvechange sonSlealnedproposals
Change EPS as
needed
e AAK Constants, LLC
Your Parhier in Resilienoe. It's All in Our Appmadt
34 73
Suggested Tasks or Phases ond Budget
City of South Gate Request for Quote:
Services and Qualifications
l.a'[_a 'Ul[i(jB.(f: '
" a ' "" - - ' - " - - ' " - - - - a 'l
14r[Vil';{_!:7ar7.3J0':. _ '- !
- _ 'l
1- Review Existing EOP Information 1- LHMP Planning/Development Process and Organize Resources
* Assess Existing Resources
* Identify and Develop the Hazard Mitigation
Planning Team
* Identify and Develop the Local Stakeholder
Team (LST)
* Document the Planning Process
2 - Develop EOP Update Approach with City 2 - Vulnerability Assessment and Capability Assessment
* Hazard Identification and Profiles
* Hazard Mapping
* Vulnerability Assessment
* Capability Assessment
3 - Prepare Draft EOP Update
* Base Plan
* Emergency Support Functions
* Hazard Specific Annexes
3 - Hazard Mitigation Strategy
* Develop Hazard Mitigation Goals
* Develop, Evaluate, and Prioritize Mitigation
Actions
* Develop Action Plan
4 - Final Updated EOP 4 - Hazard Mitigation Plan Implementation and Maintenance Process
@ Monitor, Evaluate, Implement, and Update
* Incorporate into Existing Planning
Mechanisms
* Implementation Schedule
* Continued Public Involvement
* Final Plan; Approvals and Adoption
Schedule:3 Months from Kick-Off Meeting' Schedule:9 Months frorff Kick-Off Meeting (work ' will be in tandem with EOP Update)
Estimated Budge,t: S59,410
I
' .Estirnated Budget: '!168,460
- '- - ""- fotalEstimated'Bi'idget: S127,870 a
,Project discount if both plans are authorized for update: 10% Total Estimated Budget with Discount: !9115,083
Your Partner in Resilienoe. It's All in OurApproadi
35 74
Osith
City of South Gate Request for Quote:
Services and Qualifications
Qualifications and Relevant Experience
AARC Environmental Inc. has
been in business for 28 years.
AARC Consultants, LLC (AARC)
emerged from the parent
company in 2012 as a Woman-
Owned and Minority-Owned
Small Business Enterprise. As
such, AARC offers 200% SMWBE
contractor participation on this
project.
AARC is registered with the
Secretary of State to conduct
business in California
(Certaificate of Filing number is
RGW93MZ) and our Federal
Employment Identification
(FEIN) Number is 46-2542494.
AARC"s mission is to assist
organizations become more
sustainable over the long term
and build resilience to disruption
into their systems. Services
include emergency response
planning; risk management
consulting; water sector
engineering; physical and cybersecurity consulting; regulatory compliance; disaster preparedness and business continuity; 3rd party auditing; and planning support for municipalities, water and energy utilities, and federal installations.
We are committed to assisting the City in mitigating risk and strengthening resilience and response to meet its service obligations. We understand the importance ofthe City and its citizens in workingtogetherto plan and prepare for an effective and timely response effort should an emergency or disaster occur.
Through our extensive project experience, we understand project life cycles and critical paths associated with Emergency Management Plans. This experience allows AARC to accelerate project objectives in an efficient, streamlined manner to meet tight Federal compliance deadlines. AARC has also completed or is currently engaged upon 34 Risk/Hazard Mitigation/Emergency Response projects nationwide. AARC has completed oris currently performing 20 Risk & Resilience Assessments and Emergency Response plans throughout California, including the Western Municipal Water District (Riverside) and the Rancho California Water District (Temecula) and the nearby cities of South Gate, Rialto, Camarillo, Fillmore, Oxnard, Lompoc, and Fresno.
On the following pages are brief examples of relevant experience and the qualifications of key personnel that can be involved. AARC has a deep bench available and we can additional SME"s as needed with City approval.
Your Parh,r in Resilienai. It's All in OurApproadn
36 75
City of South Gate Request for Quote:
Services and Qualifications
Examples of Relevant Experience
Emergency Operations Plan (EOP) and Business Contiriuity Plan (BCPP) Contra Costa Water District (CCWD), Concord, CA
CCWD is a large regional urban special purpose district providing service to over 500,000 people in Contra Costa County in northern California. District emergency response partners include Sheriffs, local law enforcement, fire departments, HazMat teams and local health departments.
The AARC Team worked cooperatively with 17 District Departments and effectively facilitated the successful development of a comprehensive Emergency Operations Plan (EOP) and a Business Continuity Plan Program (BCPP). The EOP needed to be prepared on an expedited 30-day schedule in order to meet a regulatory deadline. The BCPP needed to be prepared with sufficient robustness to allow for over 17 departmental BCPs to be prepared and rolled up to support CCWD's mission essential functions (MEFs).
The delivered EOP covers the five areas of readiness: prevention, protection, mitigation, response, and recovery. It was developed in accordance with CalOES and FEMA guidelines. The plan functions in a complimentary manner with local, state and federal plans during an emergency declaration by those authorities. It includes pre-incident and post-incident public awareness, education, communications plans and protocols and describes mitigation efforts or risk-based preparedness measures directed at specific hazards.
The BCPP provides the overall framework and platform for integrating District-wide organizational preparedness through intentional strategies and continuous improvement and guides and integrates the development and implementation of departmental and division BCPs to maintain its Mission Essential Functions.
HIGHLY SATISFIED CLIENTS IN
CALI FORNIA
CONTACT: Dave Huey, Director of Operations and Maintenance, 925-688-8254, Email: [email protected] City of Wichifa, Kansas (Completed 2020)
Project Description: Risk/Hazard Mitigation Plan and Emergency Operations Plan for more than 500,000 residents, with some facilities constructed circa 1940. Brought together utility IT and OT personnel who had not previously met to jointly address key cybersecurity isSueS and potential vulnerabilities related to system interface.
Client Contact: Laura Quick, Compliance Manager: 316-942-4482; [email protected] m
C 6 n s ul I a n t s. L L C
Your Partner in Resiliena,. It's All in Our Approadi 37 76
65(yf!i
City of South Gate Request for Quote:
Services and Qualifications
Cleveland County Water, Lawndale, North Carolina (2020-2021) ProjectDescription: Risk/HazardMitigationPIanandEmergency0perationsPIanfor more than 52,700 residents. Developed an Excel spreadsheet-based JIOO analytic tool to enhance transparency, user-friendliness, and graphics capability to aid presentation to laypersons and support decision-making. Provided risk mitigation measures giving a rationale supporting investment decisions.
CLEVELAND
COUNTY
Client Contact: Jeff Earl, Operations Director: 704-538-8033; [email protected] Completed 2020
Project Description: Risk and Resilience Assessment and Emergency Response Plan, plus Wastewater Emergency Response Plan, for a public water system serving more than 130,000 residents.
Contact: Shilpa Mehta, PE: 408-615-2011; [email protected] Completed 2020
Project Description: Risk and Resilience Assessment and Emergency Response Plan for a public water system serving more than 500,000 residents.
Contact: Jesus Gonzalez, PE: 559-621-2489; jesus.zonzalezjr(a)fresno.gov 5j E
2020 - 2021
Project Description: Risk and Resilience Assessment and Emergency Response Plan for a public water system serving more than 94,000 residents, with two interconnections to a Metropolitan Water District for major emergencies.
Contact: Chris Castillo, Water Manager: 323-563-5779 [email protected] 2020 - 2021
Project Description: Risk and Resilience Assessment and Emergency Response Plan for a public water system serving more than 90,000 residents.
Contact: Aaron Nair, Management Analyst: 650-780-7474; [email protected] Redwood
C oii S u I I it n k s Ll C
Your Partner irn Resflmna,. It's All in Our Appmactb
38 77
City of South Gate Request for Quote:
Services and Qualifications
2020 - 2021
Project Description: Risk and Resilience Assessment and Emergency Response Plan for a public water system serving more than 83,000 residents.
Contact: Joseph Angulo PG, Deputy Director of Public Works:209-388-8729 [email protected]
2020 -2021
Project Description: Risk and Resilience Assessment and Emergency Response Plan for a public water system serving more than 30,500 residents.
Contact: Kevin Okada, PE, Senior Civil Engineer: 650-558-7670, [email protected] 2020 - 2022
Project Description: Risk and Resilience Assessment and Emergency Response Plan for a public water system serving more than 59,000 residents.
Contact: Faranak Mahdavi PE, Senior Engineer: 408-846-0256; fa [email protected]
2020-2021
Project Description: Risk and Resilience Assessment and Emergency Response Plan for a public water system serving more than 97,000 residents.
Contact: Neil Winterton, Water Resources Manager: 801-229-7510; [email protected] m
OREM
PaikeiWater
SANITATION C)lSTRla
2022-Ongoing
Project Description: Emergency Operations Plan for board to fully comply with the Public Utility Commission of Texas (PUCT) rule 16 Texas Administrative Code §25.53, regarding Electric Service Emergency Operations Plans.
Contact: Gustavo C. Leal, NERC Compliance Manager & CCO: 956-983-6314, [email protected]
Pusttc Urit.mu BOIARD
Co ii s u It a a I s l L C
Your Parbier in Resilienaa. tt's All in Our Approadi 39 78
City of South Gate Request for Quote:
Services and Qualifications
2022 - Ongoing
ProjectDescription: ProfessionalEngineeringServicesforCriticallnfrastructure Weatherization. Scope of work required providing technical advice on weatherization requirements for natural gas supply chain facilities for the entire state of Texas. Tasks include rulemaking assistance, policy development, training, engineering, inspections, expert witness, and committee support.
Contact: Christopher Cabrera, Project Manager IV i Critical Infrastructure, Railroad Commission of Texas 512-463-7095; [email protected]
LEAOIN(a TE)UkS ENER@Y
2020-2021
Project Description: Risk and Resilience Assessment and Emergency Response Plan for a public water system serving more than 88,000 customers in nine municipal utility systems, with industrial customers on the Corpus Christi Ship Channel.
Contact: lake Krumnow, O&M Manager: 361-777-4015; [email protected] SAAtPATJ!lie/Cl
VVATHEIDIHiTAk,T
Completed 2020
Project Description: Risk and Resilience Assessment and Emergency Response Plan for a public water system serving more than 260,000 residents on the US / Mexico border.
Contact: Arturo Garcia, Jr., PE, Utilities Engineering Manager: 956-721-2000; [email protected]
2020-2021
Project Description: Risk and Resilience Assessment and Emergency Response Plan for a public water system serving more than 37,000 residents in the McAllen - Reynosa metro area in the Lower Rio Grande Valley.
Contact: Rene Jaime, Purchasing Agent: 956.223.2200; [email protected] X!!flff)fff44-
Completed 2020
Project Description: Emergency Response Plan for a public water system serving more thanl85,000residents. OurteammetEPA"sTierldeadlineonaveryshortschedule.
Contact: Fernando Saenz, PE, COO / Assistant General Manager: 956-466-3105, [email protected]
allOITN!Yllll
PUBL[C UT[[JTIES Boaitn
,Mffi'K
LLC
Your Parbier in Resilien>. It's All in Our Approadi
40 79
City of South Gate Request for Quote:
Services and Qualifications
Key Personnel
Scoff Thomas, PhD Principal Scientist-in-Charge
Dr. Scott Thomas has more than 28 years of experience in critical infrastructure and natural resource management, including 13 years of experience performing resiliency assessments for critical infrastructure. He was an officerin the United States Marine Corps for 20 years, retiring as a Lieutenant Colonel. He served as Director of Water Resources for four years at Marine Corps Base Camp Pendleton and as Environmental Officer for nine years at three other military bases. He has planning experience in support of projects at Federal and local levels, serving in various roles as Director, Project Manager, Group Facilitator, Technical Advisory Committees, and Grant Support.
Education:
! PhD, Environmental Science and Public Policy, George Mason University * MA, Business and Management, Webster University
* BA, History, Hampden-Sydney College
Specialized Training and Certifications:
* FEMA IS-393b Hazard Mitigation
* AWWA Utility Risk and Resilience Certificate
* Health and Environmental Risk Communication
* Multi-Factor Evaluation for Decision Support
* EPA Hazardous Materials Incident Management Response Operations * EPA Hazardous Material First Responder Operations * Alternative Futures Analysis Scenario-Based Planning Relevant Planning Experience Highlights:
Principal in Charge for 21 Emergency Operations Plans focused upon Natural and Manmade Hazards, including: Wind, Fire, Earthquake, Drought, Flood, Hail, Subsidence, Environmental Contamination, Vehicular Accident, Terrorism, Vandalism, Theft, and Cyber Attack. Support Integration of risk mitigation measures into capital improvement plans:
* As Chairman of Board of Commissioners for Diamondhead Water and Sewer District in Mississippi, directed planning and development of S100+ M Sewage Treatment Plant during recovery following Hurricane Katrina.
* Participated in Hurricane Katrina response and recovery operations including debris removal, emergency protective measures and public services, and security and repair of damaged public property.
* MemberofPlanningTeamforcoastalcommunityresilienceplanninginHancockCounty,MSunder NOAA.
* Committee Member, Gulf of Mexico Alliance Priority Issue Team on Coastal Resilience. * Facilitator for the Santa Margarita River Watershed Executive Management Team and Stakeholder Advisory Group forthe u.s. Bureau of Reclamation in Ternecula, CA. Performed Threats Analysis for the watershed.
* Analysis of water resource and infrastructure vulnerability and resilience for eight Marine Corps installations.
* Resilience planning support to 6M customers of Santa Ana Watershed Project Authority. * DevelopedWaterResourcesEducationandOutreachPIanandWaterShortageContingencyPIanfor Your Parb"sr in Resilmna.. It's All in Our ApproaeJi 80 City of South Gate Request for Quote:
Services and Qualifications
Marine Corps Base Camp Pendleton.
* Developed innovative methodology to assess water & energy resilience of Army combat outposts in Afghanistan.
* Coordinated Delphi method stakeholderinput and data analysis for three-state regional scenario study (Alternative Futures Analysis) evaluating development-related stresses upon natural resources and military training facilities in the southwest US. * Performed water resource resilience and sustainability evaluation of five military bases for US EPA and DoD.
Editor for two Environmental Assessments per the National Environmental Policy Act (NEPA). * Editor, Indian Wells Valley Groundwater Sustainability Plan, California. * Watershed Coordinator, Rotten Bayou in Mississippi.
As Director of Water Resources for Marine Corps Base Camp Pendleton:
Directed safety evaluation of two dams and a levee.
Represented installation in watershed planning initiatives.
Directed water policies, plans, and programs relating to surface and groundwater supply, source water supply, monitoring and mode1ing for water quality, quantity, and flood protection.
Developed and directed water conservation and recycling programs and watershed planning.
Project Manager for planning SIOO million conjunctive use water project.
Chair of Base Water Steering Committee. Established metrics and benchmarks for water management and built these into an installation water resources plan.
Awards:
* Secretary of Defense Environmental Security Award - Citation for Meritorious Achievement (Installation) (2001); Secretary of Defense Environmental Security Award - Honorable Mention (Installation) (2000); Secretary of the Navy Pollution Prevention Award - Citation for Superior Achievement (Installation) (1999).
* Awarded Meritorious Service Medal and Navy and Marine Corps Commendation Medal. Marine Corps nominee to serve as General Tommy Franks" Aide at CENTCOM.
Selected Publications and Conferences:
Thomas, S. and D. Kerner. 2019. Compounding Disruptaions and Cascading Failures: A Framework for Assessing and Enhancing Resilience. Challenges of Natural Resource Economics and Policy 6th National Forum on Socioeconomic Research in Coastal Systems. May 22. New Orleans, LA.
Trammell, E.J., J.S. Thomas, D.A. Mouat. Q. Korbulic, S. D. Bassett. 2017. Developing alternative land use scenarios to facilitate natural resource management across jurisdictional boundaries. Journal of Environmental Planning and Management. pp. 1-22; 21 March.
Thomas, J. S. and D. A. Kerner. 2015. Measuring Water Resource Resilience. The Water Report #132.
Thomas, s., c. Cantu, L. McKenney, and D. Kerner. 2015. Developin@ Water Resource Metrics Based on Resilience Attributes: a Case Study in the Santa Ana River Watershed. American Water Resources Association Spring Specialty Conference. March 30-April 1, CA.
Thomas, J. S. and D. A. Kerner. 2014. Attributes of Resilience in Coastal Systems. Bays and Bayous Symposium.
Dec 2 2014. Mobile AL.
Kerner, D. A. and J. S. Thomas. 2014. Resilience attributes of social-ecological systems: framing metrics for management. Resources Journal; 3 672-702.
Thomas, J. S. and D. A. Mouat. 2011. Alternative futures analysis as a complement to planning processes for jhe use of military land. Air and Space Power Journal. Fall.
Thomas J.S. 2008. Graphical tools to clarify planning decisions. The Water Report. No. 51 JViFK
Co ii t ii I I 5 n t s L L C
Your Partner in Resilienoe. It's All in Our Approach 42 81
05,(!i
City of South Gate Request for Quote:
Services and Qualifications
David Siburg Project Manager / Senior Emergency Operations Planner David Siburg has more than 30 years of experience in the public sector with large and small organizations. He served as General Manager of a Public Utility District for more than 24 years with focus on capacity building for resource-challenged organizations, stakeholder engagement, and risk management. He has served on numerous regulatory and advisory committees and has facilitated many multi-stakeholder planning efforts. He also has significant experience in land use planning and Asset-Based Community Development.
Education:
Master of Planning, (AICP Planning Student Award) Humphrey Institute of Public Affairs, University of Minnesota
* BA, Economics (cum laudel Environmental/Ecosystem Studies, Pacific Lutheran University Relevant Experience Highlights:
* SeniorRisk&ResilienceAnalystforEmergency0perationsPIansforCityofMerced,CA;Cityof Redwood City, CA; City of Rialto, CA; Contra Costa Water District, CA; City of Orem, Utah; Parker Water District, Parker CO.
* General Manager, Kitsap Public Utility District, Kitsap County, Washington. Created Community Access Readiness Empowerment Systems (CARES) Platform, integrating Broadband, Information, Environment and Systems for Community Resilience. Utilized 150 22301:2012, 150 9001, Galbraith Star framework, Total Quality Management (TQM), Six Sigma, Lean processes, and Appreciative Inquiry. @ Facilitated the Strategic Direction and Mission of the multi-organizational Northwest Open Access Network (NoaNet) and a number of Strategic Workshops for the Washington PUD Association - composed of 28 different Power, Water, Telecommunications and Wastewater Members. * 55 Public Systems Restructured to improve Business Continuity and Environmental Outcomes. * 100+ Public Systems provided with Contract Operations and Data Management Services. * Coached executive directors and CEO of Saudi Arabia National Water Company serving 12 million people with 7,000+ employees to become more Customer centric and quality assurance-oriented. e Worked with Tribes, Federal Agencies, State Legislators and Regulators, Regiona! / Local Stakeholders, and Boards of Commissioners on Complex Resource and Infrastructure Projects.
Selected Professiona) Affiliations and Multi-Stakeho!der Participant Processes:
* Member, Board of Directors - Northwest Open Access Network (from 2003, President 2011-2014) * Chai5 Washington Public Utility Districts Association, General Managers Section * Member, Measures Testing Group for National Aggregate Measures of Water Security Member, Water Security Working Group of the National Drinking Water Advisory Council * Chair, American Water Works Association Small Systems Division * Washington State Department of Health (WDOH) Satellite Management Agency Advisory Committee * WDOH Operating Permit Financial Feasibility Advisory Committee * Washington State Department of Ecology (WDOE) Water Resources Advisory Committee * TechnicalAdvisorforGovernor'sTransitionTeamonNaturalResources Your Partner in Resilenai. It's All in Our Approadi
43 82
City of South Gate Request for Quote:
Services and Qualifications
Marie Shadden Senior Hazard Mitigation Plonner
Marie Shadden has more than 40 years of experience in security plans and programs, OSHA regulations and implementation of National Response Plans. Experienced in performing needs assessments, developing corporate and public security policy, and creating training programs for Emergency Operations and Business Continuity. Expertise in disaster preparedness and recovery, continuity of operations planning, including emergency communications. Uses professional and Homeland Security standards for design testing and evaluation.
Education:
* MPA, Criminal Justice Administration, Golden Gate University, San Francisco. * BS, Criminology, University of California.
Specialized Training and Certifications:
* FEMA Emergency Management Institute Certificates in NRP/NIMS, Preparedness and Resilience * Blast Vulnerability Assessment or Water Systems, US Army Research & Development Command, USEPA, and NHSRC.
* Risk Assessment Methodology for Water (RAM-W), Water Research Foundation. * Academiclnstructor Certification, Air University
Relevant Experience Highlights:
* Lead Physical Security Analyst/Planner for Risk/Hazard Mitigation and Emergency Operations Plans in California and nationwide.
* Developed OSHA and WMD hazardous materials response training programs forfederal, state and local government clients. Designed interventions, created materials, coordinated program implementation. Trained 1,200 federal agents, restructured response, increased corporate revenues by §1.4M.
Established physical security program for critical infrastructure water utility with S6 million annual budget for security, linked to mission requirements, instituted performance contracts, planned resource allocation, tightened schedules, instituted competition. Improved productivity, reduced associated consulting costs.
* Developed, wrote and coordinated security and interagency emergency response and mutual aid/assistance plans, established achievable goals, effectively communicated requirements, implemented financial controls, planned, restructured, and directed activities. Improved performance, established continuity, created excitement, expanded market share, promoted legislation, integrated federal, state and local operations.
* Director of Security and Safety, City of Atlanta, Georgia, Department of Watershed Management.
Professional Affiliations:
* National Security Performance Metrics Working Group, 2006-7 (NCDWA and EPA), American Society for Industrial Security, American Water Works Association, Law Enforcement Trainers Association; Air Force Security Police Association, Board of Directors, 2005-6, elected 2017, Secretary of Board 2019.
Published author of 15 articles on local and national security issues.
C 0 ? 'i U I I :l tl t a L L C
Your Partner in Resilienoe. It's All ta Our Appmadi 44 83
City of South Gate Request for Quote:
Services and Qualifications
Mark R. Hafen, PhD, Senior Planner
Dr. Mark Hafen is an experienced professional in urban and environmental planning and policy; sustainability and resilience plans; climate change adaptation and mitigation strategies; and transportation, mobility, and transit-oriented development. His expertise is in communicating climate science impacts to stakeholders, as well as in engaging public participation in action plan development. He has served as a board member of the USF Urban Food Sovereignty Group, and as a faculty affiliate in the USF Center for Brownfields Research and Redevelopment. He is a founding member of the Tampa Bay Climate Science Advisory Panel, and has led multiple student projects assisting local governments in developing action strategies to build social, environmental, and economic resilience.
Education:
* PhD Marine Science (Geology), University of South Florida, College of Marine Science * MA Geography, University of South Florida, College of Arts & Sciences * BS Business Logistics, Pennsylvania State University, Smeal College of Business Relevant Experience Highlights:
* As the MURP Program Director in the School of Public Affairs at University of South Florida, Dr Hafen:
o Led team of 12 students in developing action strategies for the Tampa Bay Regional Resiliency Action Plan, Tampa Bay Regional Planning Council.
o Engaged stakeholders in decision-making scenarios as Co-PI, NSF Smart & Connected Communities Grant, "Agent-based Scenario Planning for a Smart & Connected Community Against Sea Level Rise in Tampa Bay."
o Ledteamof26studentsindevelopingcomprehensiveplanamendmentsfortheCityofDunedin, Florida to comply with Florida Peril of Flood Act.
Research Highlights and Select Publications & Presentations * 1. NSF Smart & Connected Communities Grant - "Agent-based Scenario Planning for a Smart & Connected Community against Sea Level Rise in Tampa Bay." This project sought to engage a variety of stakeholders in the Tampa Bay region, from citizens to businesses to government agencies, in exercises grounded in Big Data analytics and agent-based modeling that simulates the dynamics and uncertainty of community responses to sea level change. The ultimate objective was to create a more connected community by convening these stakeholders to work together to craft resilient responses to the potential outcomes of sea level rise scenarios. * 2. u.s. EPA Brownfields Area-Wide Planning Grant - "Harvest Hope Park." This project convened a large, interdisciplinary group of researchers and practitioners to engage the University Area Community (Hillsborough County, Florida) in redeveloping a brownfields site to meet the community's needs. Constant engagement with the community resulted in the establishment of needed recreational facilities (playground, athletic fields, walking track), and access to healthy food through a community garden and fishing pond. All of this improved community health outcomes. This site served as a catalyst for building surrounding affordable housing, and also served as a model that could be replicated in other parts of the community.
Your Partner in Resilenoe. It's All in Our Appmadi
45 84
4S8irth
'J Gate
City of South Gate Request for Quote:
Services and Qualifications
* Sadiq Shuvo, s., Yilmaz, Y., Bush, A., and Hafen, M. (2022). "Modeling and Simulating Adaptation Strategies Against Sea-Level Rise Using Multi-Agent Deep Reinforcement Learning." IEEE Transactions on Computational Social Systems. doi: 10.1109/TCSS.2021.3122282. * Salkowe, R. and Hafen, M. (2021). "Climate Change and Loss of Biodiversity." In, Luber, G. and Lemery, J. (ed.), Global Climate Change and Human Health: From Science to Practice. Wiley, Jossey Bass: San Francisco. ISBN 9781119667957.
* Sadiq Shuvo, s., Yilmaz, y., Bush, A. and Hafen, M. (2020). "A Markov Decision Process Model for Socio-Economic Systems Impacted by Climate Change." Proceedings of the 37th International Conference on Machine Learning, Vienna, Austria, PMLR 108. ISSN: 2640-3498. * Sadiq Shuvo, s., Yilmaz, Y., Bush, A., and Hafen, M. (2019). "Scenario Planning for Sea Level Rise via Reinforcement Learning." Proceedings of the IEEE Global Conference on Signal and Information Processing (GlobalSIP). Ottawa, Canada. DOI:10.1109/GlobalSIP45357.20l9.8969548. * Climate Science Advisory Panel (2019). "Recommended Projections of Sea Level Rise for the Tampa Bay Region (Update). http://www.tbrpc.org/wp-
content/up)oads/2019/07/CSAPSLRRecommendation2019Final.pdf * Hafen, Mark R., Burttschell, Wyatt, and Students of URP 6316 Land Use Planning (2018). "Peril of Flood Act Comprehensive Plan Amendments." Prepared for the City of Dunedin, FL. Community Sustainability Partnership Program, USF Office of Community Engagement and Partnerships. * Hafen, M.R. (2016). "Responding to and Planning for Sea Level Rise." In, Hine, A.C., Chambers, D.P., Clayton, T.D., Hafen, M.S., and Mitchum, G.T. (eds.), Sea Level Rise in Florida: Science, Impacts and Options. Univ. Press of Florida: Gainesville, FL. ISBN 9780813062891. * 2020:"PlanningforSustainableWorkingLandscapes:Farmland,Ranchland,andUrbanAgriculture." Florida Food Policy Council. July 31 (virtual). https://www.youtube.com/watch?v=oCpWM8acgOA * 2019: Presenter and Panel Moderator, "Climate change is real. What do we do now?" St. Petersburg Conference on World Affairs. Feb. 14. St. Petersburg, FL. https ://www.worldaffairsconference.com/archive/2019-schedule * 2016: Green Infrastructure for Resilient Cities: Climate Adaptation and Community Enhancement.
Florida's Critical Infrastructure Symposium: Planning for an Uncertain Future. December 14, 2016, Tampa, FL. https://www.planning.org/events/eventsingle/9115612/ * 2016: Green Infrastructure for Resilient Cities: Climate Adaptation and Community Enhancement.
Invited speakerfor course, Changing Before Our Eyes: Sea Level Rise and Florida, USF Osher Lifelong Learning Institute, November 21.
http://cereg.usf.edu/WebModule/reg/session.jsp?sessionld=171XOSCSMO521 * 2016: Green Infrastructure for Resilient Cities: Climate Adaptation and Community Enhancement. iCAR (Initiative on Coastal Adaptation and Resilience), Solutions for Coastal Cites: Resilience and Adaptations in Tampa Bay Workshop, Sept. 13-14, St. Petersburg, FL. * 2016: Tampa Bay Healthfields Partnership for Environmental Justice: Building Community Capacity to Reclaim Brownfields. C. Wells, M. Hafen, M. Ballogg, E. Johnson, R. Khanni, and G. Lehigh. Research That Matters Conference, USF Office of Community Engagement and PartnershipS, March 4, Tampa, FL.
* 2015: Guest lecturer, Making Cities Sustainable. EVR 2001 Intro to Environmental Science, Univ. of South Florida, Dec. 1, Tampa.
* 2015: Adaptation Strategies in Tampa Bay: Policy Gaps. Invited presenterfor Coastal Adaptation and Resilience in Tampa Bay Workshop. Initiative on Coastal Adaptation and Resilience (iCARl Sept. 22- 23, St. Petersburg, FL.
Your Partner in Resilienoe. It's All in Our Appmadi
46 85
City of South Gate Request for Quote:
Services and Qualifications
@ 2015: Regional Responses to Climate Change. Invited panelist, with A. Adams, M. Burke, and L.
Carnahan, for Coastal Adaptation and Resilience in Tampa Bay Workshop. Initiative on Coastal Adaptation and Research (iCAR), Sept. 22-23, St. Petersbur@, FL. 2015: Coastal Planning for Climate Change and Sea Level Rise: Adaptation, Mitigation, Resilience, & Retreat. USF Student Planning Organization Spring Colloquium, Mar. 24, Tampa. 2014: A Panel Discussion of Sea Level Rise: What Does the Future Hold, Society's Options, the Economic Issues and the Social Context (panelist/speaker). Invited panelist, BLUE: Global Oceans Film and Conservation Summit, Nov. 3, St. Petersburg, FL. * 2014: Climate Adaptation in the Heart of Florida: Urban and Environmental Planning Action. M.R.
Hafen. Heart of Florida Section, Fla. APA, Climate Change Workshop, Oct. 9, Bartow, FL. @ 2014: EcoMentors: Assessing the Second Year of a College Student-High School Student Mentoring Program. M.R. Hafen. Association of American Geographers annual conference, Tampa, FL. 2014: Panelist/Presenter, Ethical and Practical Implications of Internships in Geography. Association of American Geographers annual conference, Tampa, FL. * 2014: Panelist/Presenter, Integrating Careers Awareness and Preparedness into the Geography Curriculum. Association of American Geographers annual conference, Tampa, FL. * 2013: EcoMentors: Assessing the Pilot Year of a College Student-High School Student Mentoring Program. M.R. Hafen and E. Strom. Association of American Geographers annual conference, Los Angeles, CA.
2013: Presenter and Panelist, Climate Change and Sea Level Rise: Time for a Strategic Retreat from the Beach? Forum presented by The Village Square at St. Petersburg College, the Institute for Strategic Policy Solutions, and the USF College of Marine Science, Seminole, FL. http://www.youtube.com/watch?v=LgHlsDlb7f0
jig
C (l A s ii I I a n l a. l L C
Your Parhier in Resiliena=. It's All in Our Appmadi 47 86
Arthur David Seiley - GIS Specialist
City of South Gate Request for Quote:
Services and Qualifications
David Seiley has over 21 years of experience in geospatial information system analysis, standardization, and implementation. He is skilled in creating, editing, and maintaining advanced maps, geodatabases, and geoprocessing models, including data collection and QA/QC. His expertise spans project management, regulatory compliance, policy/procedure deve1opment, proposal preparation, and client relations.
Education
BS, Geography; Minor,
Geology - Sam Houston State University
Specialized Training and Certifications
* OSHA
@ TWIC
* Learning ArcGIS 8 Spatial Analyst
@ Advanced Analysis with ArcGlS
* ArcGIS Server Enterprise
* Configuration and Tuning for SQL Server
* Data Management in the Multiuser Geodatabase
* ArcGIS Pro Essential Workflows
FEMA Geospatial
* Information System Specialist (GISS)
* FEMA Introduction to Incident Command System
Relevant Experience Highlights
* Emergency Response and Risk and Resilience
* Harris County/FEMA DTM Production
Switzerland DTM Production
* Tropical Storm Allison Recovery Project
* City of Galveston Master Drainage Plan
* Schneider Electric LiDAR/SLAM Facility Tour
* Cibola, New Mexico HMP
Additional Relevant Projects
* Conoco-Phillips Delaware Infield gathering FEL-1 Study ii Conoco-Phillips Delaware Off-Take Fel-2 Study
* 515 Beetham Water Recycling Plant Factory
ii Phillip 66 Facility Mapping
Your Partner in Resilmnoe. Irs All fn Our Approadn 48 87
Oi%h
City of South Gate Request for Quote:
Services and Qualifications
David Kerner - Senior Resilience Advisor
While implementing strategic science and energy policy, David Kerner has provided expertise at the interface between social demands, operational challen(3es, policy requirements, and technology applications and development. He has aided policymakers in understanding the near- and long-term social implications of technology choices and dependencies.
Education and Certifications:
Master of Science, Science and Technology Policy, Rensselaer Polytechnic Institute BS, Mechanical and Aerospace Engineering, Cornell University.
Relevant Experience Highlights:
As a National Resilience Security Advisor, David Kerner has:
o Provided leadership-level guidance on the 'resilience posture' of complex, interconnected national security and social systems.
o Performed whole-of-systems analyses of foundational vulnerabilities, identify emergin@ threats and their driving factors, and identify feasible, innovative, and flexibre solutions. Apply unique resilience analysis attributes to evaluate and provide practical strategies that enhance national, mission, and functional resilience in the face of evolving and unpredictable threats. o Equipped organizations to methodically assess the resilience implications of policies, plans, and technologies.
While performing Critical Mission Functions Analysis and Technology Assessments, David Kerner has:
o Helped mission partners identify their real-world functional needs to ensure the selection, development, and application of appropriate, viable technologies and strategies. o Provided situational awareness and insights into the accelerating global 'technology tsunami' and its implications for national security.
o Identified potential for emerging commercial technologies to meet pressing mission needs.
Evaluate technologies for anticipated benefits and hidden costs; multi-functionality for multiple mission needs; and adaptability in the face of the unknown. o Trained organizations in how to evaluate the functional and resilience consequences of technology choices.
As a Senior Engineer and Science and Technology Policy Advisor at LMI, David has served as the Intergovernmental Personnel Act (IPA) appointee serving as a Strategic Technology Advisor to the Defense Threat Reduction Agency"s Strategic Trends Division.
As the Program Manager and Senior Engineer for the GSA Technical Services Support contract for Navy Postgraduate School Remote Sensing Center - National Capital Region (RSC-NCR), David managed and supported primary technical support contract providing expertise to develop and coordinate concepts and requirements for the application of current and emerging technologies as they apply to Department of Defense (DoD) and intelligence community missions and requirements, discerned potential asymmetric threats from an adversarial perspective, and performed mission vulnerability and risk assessment and mitigation.
Selected Publications and Presentations
Newell, p., D. Kerner, and S. Thomas. 2015. Lessons from the Edge in Decentralized Solutions for Developing Economies, Editors Groh, s., J. Ven der Straeten, B. Lasch, D. Gershenson, W. Filho, and D. Kammen, Springer Proceedings in Energy, 2015, pp 97-105.
Thomas, j. S. and D. A. Kerner. 2m5. Measuring Water Resource Resilience. The Water Report. No. 132.
Kerner, D. A. and J. S. Thomas. 2014. Resilience attributes of social-ecological systems: framing metrics for management. Resources 2014; 3 672-702.
Kerner, D. and S. Thomas. 2012. Efficiency and conservation not enough to achieve energy security. National Defense Magazine. June.
Your Partrier in Resilmna=. Irs All in Our Approadi
49 88
City of South Gate Request for Quote:
Services and Qualifications
Thomas, S. and D. Kerner. 2010. Defense energy resilience: lessons from ecology. Letort Paper. Strategic Studies Institute. United States Army War College. Carlisle, PA.
Thomas, s., c. Cantu, L. McKenney, and D. Kerner. 2015. Developing Water Resource Metrics Based on Resilience Attributes: a Case Study in the Santa Ana River Watershed. American Water Resources Association Spring Specialty Conference on Water for U rban Areas: Managing Risks and Building Resiliency, March 30-April 1 in Los Angeles, CA.
Thomas, S. and D. Kerner. 2014. Managing Energy and Water Resilience. Briefing to the ASSiStant Secretary of the Army (Installations, Energy, and Environment). HQ Department of the Army. February
19. Washington, DC.
Thomas, J. S. and D. A. Kerner. 2014. Attributes of Resilience in Coastal Systems. Bays and Bayous Symposium. Dec 2, 2014. Mobile, AL.
Thomas, S. and D. Kerner. 2014. Assessing and Managing Resilience Using Metrics. Presentation to the u.s.
Army Resilience Community of Practice. Webinar. January 9.
Thomas, S. and D. Kerner. 2013. Assessing resilience: attributes, metrics, and data needs. Workshop on Analytical Support for Societal and Regional Resiliency in Support of National Security. Argonne National Laboratory. September 10. Chicago, IL.
Thomas, S. and D. Kerner. 2013. Metrics for Assessing Resilience: A Social-Ecological Systems Perspective. Challenges of Natural Resource Economics and Policy 4th National Forum on Socioeconomic Research in Coastal Systems. March 25. New Orleans, LA.
Kerner, D. and S. Thomas. 2013. Framework for Resilience Management. Argonne National Laboratory. April
23. Chicago, IL.
Kerner, D. and Thomas, S. 2012. Defense Energy Resilience: Assessment Metrics. Environment, Energy Security, and Sustainability Conference. National Defense Industrial Association. May 23. New Orleans, LA.
Kerner, D. and Thomas, J. S. 2011. Installation energy security: assessin@ resilience. Environment, Energy Security, and Sustainability Conference. National Defense Industrial Association. May 9-12. New Orleans, LA.
Hummel, J., D. Blake, L. Guzowski, D. Kerner, L. P Lewis, J Murphy, F. Petit, J. Phillips, D. Sallach, and S.
Thomas. 2014. Final Report for the Workshop on Analytical Support for Societal and Regional Resiliency in Support of National Security. ANL/DIS-14/4. Argonne National Laboratory. Argonne, IL.
The Tauri Group. 2013. Energy Resilience Study Final Report: Resilience Assessment of Notional Combat Outpost. Prepared for the Army Rapid Equipping Force. J. S. Thomas Stetson Engineers Subcontract Project Manager. Stetson Engineers, Inc. San Rafael, CA.
ARC., Your Parhier in Resilienoe. It's All in Our Appmach 50 89
City of South Gate Request for Quote:
Services and Qualifications
Stephen Baruch, D Env, MBCI, CBCP - Lead Emergency Operations Planner Dr. Stephen Baruch has more than 20 years of experience as a private and public sector expert in Hazard Mitigation, Emergency Preparedness, and Business Continuity Planning. Past clients include Stanford University's Office of Real Estate, Jazz Pharmaceuticals, and the San Jose California Water Company. He also developed BCP and ERP plans for MetricStream, Stanford Management Company, Facebook, D.W. Morgan, Netflix, Celera, and the Office of Emergency Services in San Mateo, California.
Education:
* D Env, Environmental Science and Engineering, UCLA MS, Public Health, Yale University
* MS, Public Administration, University of Southern California * BA, Brooklyn College
Specialized Training and Certifications:
@ AWWA Utility Risk and Resilience Certificate
* Vice Chair, AWWA Security and Emergency Planning Committee, California-Nevada Section * Certified Business Continuity Professional (CBCP) * Member Business Continuity Institute (BCI)
* Carlsbad California Emergency Response Team (CERT) Relevant Experience Highlights:
* Lead Emergency Response Planner Western Municipal Water District, Riverside CA; Cleveland County Water, Lawndale NC; City of Wichita KS; Brownsville Public Utilities Board TX; City of Laredo TX; San Patricio Municipal Water District, Portland TX.
* Senior Emergency Response Advisor for City of Santa Clara CA, City of Redwood CA, City of Fresno CA; City of Merced CA, City of Rialto CA, Parker Water District CO, City of Orem UT.
Business Continuity Consultant - San lose Water Company (SJWC), California. * Implemented improvements to company documentation of life safety, Emergency Response and Business Continuity programs. Proposed recommendations for integrating existing approaches into a best-practice BCM program.
* 20+ Business Continuity Plans - Enhanced public and private organizational capabilities for more effective recovery from disasters and emergencies:
* Developed and implemented Pandemic Plans.
* Prioritized the recovery of mission-critical functions using business impact analysis techniques. * Aligned with 150 22301 requirements.
* Achieved comprehensive situational awareness required for effective response and recovery. * Improved Crisis Communication plans.
* Conducted broad range of exercises.
* Developed Emergency Operations Center procedures. * Established processes for post-disaster damage assessment and reimbursement.
C o * s u I I a R l a. l t C
Your Partner in Resilenai. It's All r Our Approadi
90 City of South Gate Request for Quote:
Services and Qualifications
Anthony L. Hurley, MEP, CPP@, PCI@, PSP(R, CPD Homeland Security Specialist
Anthony Hurley serves as an Independent Consultant, having previously served (post-retirement) as Managing Director of an international crisis management consulting firm, working with clients throughout the Continental u.s. Alaska the Caribbean and the Middle East. His expertise includes Utility Operations, Emergency Management and Physical Security. Prior to joining that firm, Mr. Hurley celebrated 37 years in the utility sector, serving in five (5) electric utilities in three states (OH, PA and NJ). He retired in February of 2017, as Vice President of Operations for an electric utility that served 1.1 million customer meters, where he managed an operations workforce of 1,250 professional and represented employees.
Education:
* Civil Engineering Internship, Fisher & Associates, 1978-1980 Engineering and Surveying Apprenticeship, The llluminating Company, 1980-1984.
Specialized Training and Certifications:
* Master Exercise Practitioner (MEP), Federal Emergency Management Agency (FEMA) * Certified Protection Professional (CPPol 4515 International * ProfessionalCertifiedlnvestigator(PClo'),ASISlnternational * Physical Security Professional (PSPo' ), 4515 International * Crime Prevention through Environmental Design Professional Designation (CPD) Certified Instructor, Incident Command System (ICS), Federal Emergency Management Agency (FEMA) * Master Continuity Practitioner, Federal Emergency Management Agency (FEMA) * American Water Works Association (AWWA), Utility Risk & Resilience Certificate Program * Elevated Security Clearance (Secret), USDHS Private Sector Program Relevant Experience Highlights
* Hurley has an extensive background in both emergency and security management. His experiences include the preparedness, mitigation, response and recovery of countless ice storms, thunderstorms, floods, tornados, wind events, and hurricanes, both with his own utility, and while assisting other utilities.
Many of these events were national emergencies, with some being recognized by the Edison Electric Institute (EEI) via Emergency Recovery and EmergencyAssistance awards. Hurley's hurricane deployments include Isabel (NJ), Francis (FLI Ivan (FL & ALI Katrina (LA), Rita (TX), Irene (NJ), Sandy (NJ), Harvey (TX), and hurricanes Irma and Maria (*U.S. Virgin Islands). He has also responded to numerous natural disasters throughout OH, Ml, KY, MD, NJ, Wg and PA. * When hurricane Irma devastated the Caribbean, he was deployed to the u.s. Virgin Islands (USVI) as part of the Bloomberg / Secunda Response Team. He served as the Advisor for power restoration to the USVI Governor, and the Governing Board Chair of the USVI Water and Power Authority. That assignment continued as hurricane Maria impacted the islands weeks later. USVI Governor Kenneth Mapp named Hurley to the USVI Hurricane & Resiliency Task Force Board, to asSist in the development of long-term mitigation and resiliency solutions, where he continued to support this Task Force and his USVI assignments until 2019.
* In recognition of sustained and significant contributions to one or more fields of hurricane-related activity knowledge over a caree5 Hurley was presented with the 2018 Distinguished Service Award at the 2018 National Hurricane Conference in Orlando, Florida.
ILC
Your Partner in Resilmnoe. tt's All in Our Approadi
91 6ec'f!i
City of South Gate Request for Quote:
Services and Qualifications
Within the EMERGENCY MANAGEMENT discipline, he has completed the FEMA Master Exercise Practitioner (MEP) program and the FEMA Advanced Professional Series (APS). He is certified as a FEMA Master Continuity Practitioner, and is a FEMA Certified Instructor of the Incident Command System (ICS). He is an Adjunct Instructor at the FEMA Emergency Management Institute (EMI) in Emmitsburg, Maryland, instructing on ICS, Public Works, Debris Management, EOC Operations, Exercises and Drills, and the Liaison Program. His committee workincludes serving on the Planning Committee for the National Hurricane Conference (NHC), as well as the Chair of both the NHC Utilities Topics Committee, and the Homeland Security Topics (All Hazards) Committee. * Within the PHYSICAL SECURITY realm, Hurley possess the prestigious "Triple Crown" of 4515 board certification, those being the Certified Protection Professional (CPPO), Professional Certified Investigator (PCI@), and Physical Security Professional (PSP'). He has also achieved the Crime Prevention Through Environmental Design (CPTED) Professional Designation (CPD). For the NYU School of Professional Studies in New York City, Hurley is a course developer, guest speaker and Adjunct Instructor of emergency management and security management courses. @ In2014hewasappointedtoserveasViceChairofthelnfrastructureAdvisoryCommittee(IAC)ofthe New Jersey Office of Homeland Security & Preparedness (NJOHS&P), and Energy Sector Chair. He was also an active member of the New Jersey Board of Public Utilities (BPU) Electric & Gas Security Working Group. He served both positions until his retirement. * He is an active member and Past Chair of the American Society oflndustrial Security (ASIS) Utilities Security Council/Community, which represents electric, nuclear, natural gas, communications, water and wastewater, and hydro dam utilities. Hurley has delivered webinars and presentations, and has taught security courses hosted by ASIS International. He is a member of the Austin, Texas chapter of 4515, and serves as Chair of that chapters Certification Committee. * Throughout his career, Hurley has received specialized emergency management, security, and terrorism training from numerous agencies, including the FBI, USDHS, and FEMA. He is a graduate of the FBI Citizens Academy (Cleveland FBI Field Office), and is a member of the Austin, Texas chapter of InfraGard (FBI Alliance). He continues to maintain an elevated security clearance (Secret) through the USDHS Private Sector Program.
* As a way to give back to the community, Hurley has served as a Mentor, and now instructor, for SCORE (Service Corps of Retired Executivesl a resource partner ofthe u.s. Small Business Administration (SBA)
Professional Affiliations:
* Member/Past Chair, Utilities Security Council, 4515 International * Member, Global Terrorism, Political Instability, and International Crime Council, 4515 International * Co-Chair, All Hazards Consortium, Fleet Movement Working Group * Member, National Hurricane Conference Planning Committee, and Chair of Utilities Topics, and Homeland SecurityTopics Committees
* Member, InfraGard (an FBI Alliance), Austin, Texas Chapter * Adjunct Instructor, Emergency Management Institute, FEMA Adjunct Instructor, NYU, School of Professional Studies a4' Your Parh.r in Resilien>. It's All in OurAppmadi 53 92
(6itip
City of South Gate Request for Quote:
Services and Qualifications
Daniel Widger - Cybersecurity Analyst
Dan Widger is an IT professional with more than 30 years ofindustry-wide computing experience, including 19 years in Cybersecurity, Controls and Auditing. He has focused on project work for utilities for the past 11 years, including electric utilities, water utilities and nuclear entities. His security experience for utility environments supporting digital systems includes high-level security program and policy development, security controls auditing and regulatory compliance. He has used Operations Technology with Industrial Control Systems for managing critical operational processes and has provided services to multiple utilities in ten states. His experience in IT processes includes access management, configuration management, Incident Response and Business Continuity.
Education:
MBA, University of Houston, Houston, TX
BS, University of Mobile, Mobile, AL
Specialized Trairiing and Certifications:
CISM Certification
1SC2 CISSP
ITIL Foundations
155 Certified Professional
Security+ Certification & A+ Certification
CNE Certification & SANS GIAC GICSP
Relevam Experience Highlights:
Lead Cybersecurity Analyst for 16 risk and resilience assessments and emergency plans, including : City of Santa Clara CA (Water and Wastewater); City of Fresno CA; Rancho California Water District, Temecula CA ; Western Municipal Water District, Riverside CA; Sweetwater Authority, San Diego CA ; City of Redwood City CA; City of Merced CA; City of Rialto CA; Brownsville Public Utilities Board TX; City of Laredo TX;, San Patricio Municipal Water District, Ingleside TX; City of San Juan TX; Cleveland County Water, Lawndale NC; City of Wichita KS; City of Orem UT; Parker Water District, Parker CO.
Security and Compliance Consultant, including Physical Security and Cybersecurity, for Utilities in California, Oregon, Arizona, Texas, lowa, Michigan, Wisconsin, Missouri, Georgia, and Nebraska (with NDA agreements).
Participated security and compliance assessment activities regarding NERC CIP & NEI 08-09 (and 13-10) for multiple clients, and provided results to appropriate management.
Security and Compliance Consultant (10 years) including Physical Security and Cybersecurity for electric Utilities in California, Oregon, Arizona, Texas, lowa, Michigan, Wisconsin, Missouri, Geor@ia, and Nebraska.
Includes addressing the physical security of Control Centers, Power Generation systems and substations for multiple electric utilities
* Includes updating Cyber Security Incident Response Plans (CIP-008) for multiple utilities including mainstream electric and nuclear utility entities
* Includes performing assessments, creating security programs and implementing programs including governance (CIP-003i Access Management (CIP-004), Electronic Perimeters (CIP-005), Systems Security Management (CIP-007i Backup and Recovery (CIP-009), Configuration Change Management (CIP-010i Information Protection (CIP -011), and Transmission Substation Security (CIP-014)
Security and Compliance Consultant, including Physical Security and Cybersecurity forutilities with Dams (D2S1) in California.
Conducted Security Impact Assessments - Evaluated new and modified CDA cyber assets regarding compliance with internal controls and regulatory requirements.
Your Parhier in Resilmnoe. It's All in Our Appmadi
54 93
City of South Gate Request for Quote:
Services and Qualifications
ANTHONY J. MILLSAP Emergency Planner
Anthony Millsap is a professional veteran with 13+ years of experience derived through service in the United States Army. He possesses a comprehensive background in operations, personnel, and project management derived from conducting domestic and global operations in the United States, Iraq, South Korea, and Germany. Mr. Millsap managed risk upon multiple lines to protect assets, property, and equipment valued at over 'gl.l million while meeting the expectation5 of senior leadership. He possesses extensive knowledge in continual process improvement.
Education:
* Master's Degree - Public Administration, Purdue University Bachelor's Degree - Criminal Justice, Sam Houston State University Associates Degree - General Studies, Saint Leo University Specialized Training and Certifications:
* FEMA IS-100 Introduction to Incident Command System FEMA IS-200 Basic Incident Command System forlnitial Response * FEMA IS-230 Fundamentals of Emergency Management * FEMA IS-700 Introduction to the National Incident Management System * FEMA IS-800 National Response Framework, An Introduction Relevant Experience Highlights
DetentionOfficer-BexarCountySheriff's0ffice,SanAntonio,TX. Maintainsecurityandcontrolofthe institution. Supervised all institutional activities of incarcerated individuals. Performed inspections of inmate living quarters and random searches ofindividual cells, common areas, and offenders looking for contraband. Enforce institutional policies and procedures. Conduct first aid and various levels of crisis intervention.
* Facilities Program Manager - United States Army, JBLM, WA. Ensured a bachelor housing facility's maintenance, safety, and security valued at over S15,000,000. Scrutinized and tracked over 1,200 work orders within the program.
* Operations Manager - Fort Bliss, TX. Directed operational improvements, maximizing the value of all assets; while maintaining tight control of operating costs. Directly responsible for the standardization, development, tracking, and management of assigned personnel, includin@ training, personnel utilization, retention, promotions, career development, and progression.
Jla
C o n s u l I a n t a. kl C
Your Parbier in Resiliena,. It's All in Our Appmadi 55 94
Additional and Value-Added Services
City of South Gate Request for Quote:
Services and Qualifications
AARC is able to offer additional security, environmental, and regulatory compliance consulting services to meet any emerging needs for the City, including:
Asset / Supply Chain Management.
COVID-19 SAFE Workplace Plan. (c
Climate Change Action Plans.
Construction Management.
Environmental Regulatory Compliance, including Air
Quality Monitoring and Hazardous Waste
Handling/Disposal.
Facility Inspections.
Greenhouse Gas Monitoring and Reduction.
HVAC, Sprinkler, and Refrigeration System design and monitoring.
Hydrology and Hydrogeology Consulting.
Net Zero Carbon Emissions Planning.
Security System design and monitoring, including
Cybersecurity.
Source Water Protection Plans.
Stormwater Pollution Prevention Plans.
Technology Integration.
Your Partner in Resilienaa. It's All in Our Appmach 56 95
We Make a Difference
INTERNATIONAL
Scope of Services and Cost Proposal
TO: Lt. Sergio Camacho, City of South Gate Police Department FROM: Noelle Steele, Michael Baker International
Michael Yaffe, Michael Baker International
Richard Beck, Michael Baker International
DATE: February 14, 2023
SUBJECT: ResponsetoRequestforProposalforLocalHazardMitigationPIanUpdate,SafetyElement Update, and Emergency Operations Plan Update
Michael Baker International, Inc. (Michael Baker) is pleased to submit the enclosed scope and cost proposal to update the City's Local Hazard Mitigation Plan (LHMP), Safety Element Update, and Emergency Operations Plan (EOP) Update. As part of our response, please find below a brief description of qualified staff ready and available to complete the requested scope of work, samples of similar workproducts and a scope and cost proposal.
Michael Baker previously prepared the City's LHMP and Safety Element in 2017. The LHMP is set to expire on July 24, 2023. Since the previous iteration of both the LHMP and Safety Element, state and federal policy requirements/guidance have been updated to reflect changing hazards and risks. FEMA updated the Local Mitigation Planning Policy Guide (effective April 2023), which requires all new LHMPs to includethe following:
* Include the following representatives to participate in the planning process: community lifelines, the public, community-based organizations that support underserve communities * Integrate climate change into the risk assessment, including probability, future impacts, andtargeted mitigation actions Document existing building codes, land use and development ordinances into the capability assessment, including specific opportunities to expand/enhance existing capabilities. * Stakeholders have opportunity to "right-size" the scope of the LHMP update, depending on current circumstances that affect risk, progress made on past mitigation actions, and changes inCity priorities * Optional: Incorporate High Hazard Potential Dam (HHPD) planning, to document coordination with local dam owners, assess risk and vulnerabilities from dams, document approach and limitation for addressing dam deficiencies (if any), and mitigation goals to reduce vulnerabilities.
HHPD integration opens additional grant funding opportunities through FEMA.
In addition to the federal policy updates, regulatory updates at the state level are applicable to the Cityof South Gate's safety documents:
* AB 2140: LHMP incorporation by reference into the Safety Element. * SB 379: Climate change adaptation and resilience incorporation. 57 5 Hutton Centre Drive, Suite #500 l Santa Ana l CA 92707 l 949.472.3505 I mbakprin+lrrim 96 LOCC7/ Hazard Mitigation Plan Update, Safety Element Update, Emergency Operatrons Plan Update City of South Gate, California
2/14/2023
The Michael Baker approach for the Safety Element and LHMP Update will ensure compliance with the above-mentioned requirements. Our approach will also assist the City with aligning mitigation actions with specific funding resources, including FEMA grant programs. As Michael Baker previously prepared your 2017 Safety Element and LHMP, our team will be able to hit the ground running with existing background data to inform the plan update.
Based on our conversation with Lt. Camacho, our proposed scope also includes a streamlined update to the EOP. Our approach prioritizes modernization and efficient organization ofthe EOP to ensure City staff has the resources available to respond in an emergency incident. The update process will be driven by the Emergency Operations Plan Review Crosswalk, to ensure the city EOP complies with the Standard Emergency Management System (SEMS), the National Incident Management System (NIMS), and other applicable California legislation. Our team will also utilize the Los Angeles County EOP and neighboring City EOPs to inform organization and templates. We welcome the opportunity to further discuss our approach outlined below.
Qualified Staff
Noelle Steele - Noelle will serve as Project Manager and the Point of Contact for this effort. She has prepared several LHMP, Safety Element, and EOP updates in the southern California region; most recently, she is managing this scope of work for the City of Yorba Linda. In Los Angeles County, she has prepared safety and hazard mitigation deliverables for the City of Culver City and City of Lawndale. Her skill set includes identifying community hazards, evaluating past mitigation measures to develop future mitigation strategy, plan implementation and maintenance. She is also experienced in developing hazard-focused and resilience-based community engagement programs and is 1AP2 Foundations trained. Further, Noelle is also experienced in dam/reservoir emergency preparedness and has prepared over a dozen approved Emergency Action Plans in California. Noelle"s additional experience in public policy planning documents bolsters her hazard and emergency management services.
Michael Yaffe, AICP, PP, GISP, ENVSP - Michael will serve as project oversight and QAQC Manager. His experience includes oversight in developin@ hazard mitigation plan updates, analysis of vulnerability by modeling future conditions, developing standardized risk assessment methodology to assist local resiliency planning, developing standard cost benefit analysis methodologies to be applied across program regions, and grant management including program materials organization and administrative services.
Richard Beck, CEP, PWS, CPESC', CERP - Richard Beck will serve as the Project Principal for this work effort. He has extensive experience in the regulatory and environmental disciplines, specifically associated with natural disasters associated with flood and fire. He successfully leads federal, state, local, and private sector clients through natural-resource regulations such as the Clean Water Act, California Porter-Cologne Act, California Fish and Game Code, Endangered Species Act, and the California Coastal Act. Many of these regulations are applicable to emergency prevention as well as post- emergency activities. Mr. Beck focuses on resiliency projects along the California coastline where sea level rise and adaption planning is required as well as projects statewide that require significant planning and 5 Hutton Centre Drive, Suite #500 l Santa Ana l CA I 92707 I 949.472.3505 I mbakerintl.com 58 97
LOCO/ Hazard Mitigation Plan Update, Safety Element Update, Emergency Operations Plan UpdriteCity ofSouth Gate, California 2/14/2023
maintenance to reduce fuel loading associated with wildlife. Mr. Beck recently managed a !>3.8 milliondollar emergency response project with CalRecycle, a project associated with significant NorthernCalifornia fires in 2020.
Similar Work Products
City of Yorba Linda Comprehensive Safety and
Mitigation Projects (Yorba Linda, California)
Michael Baker is providing comprehensive project
management and consulting services for several
task orders under a singular Safety Mitigation
project contract, including:
* Local Hazard Mitigation Plan
* Safety Element Update
e Emergency Operations Plan Update
Fuel Reduction Treatment Plan
Project Management Services for
Vegetation Removal Contractor
Wildfire Prevention Community
70pRJllTNT)A
Safety & Wildfire Mitigation Project
Outreach
The unified goal and purpose of each project is to
reduce the risk of wildfire and other natural
disasters in the City by identifying/implementing key
mitigation strategies and communicating risk to
constituents. Each deliverable works in coordination with enhancing resiliency and community capacity to reduce down-time, responding to disasters and get in front of natural hazards before incidents begin.
Climate change adaptation is a focused priority for future project funding and is incorporated into the LHMP on a hazard-by-hazard basis, ensuring thoroughness in the vulnerability assessment. As the City has experienced significant wildfire threats over the past decade, strategy in the LHMP, Safety Element and Emergency Operation
Plan updates focus on this particular hazard. A significant component of this project includes identification future projects and funding mechanisms to support additional wildfire mitigation actions in the future.
City of Rancho Santa Margarita Local Hazard Mitigation Plan (Rancho Santa Margarita, California)
Michael Baker prepared the local hazard mitigation plan (LHMP) for Rancho Santa Margarita. The process included facilitation of planning team meetings with city personnel and stakeholder agencies, as well as coordination with the project management team to ensure that hazards that can 2020 Planning Excellence
%%I 1,1 Aumrd Winner, American%4 Planning Association, California Chapter, Orange County Section
5 Hutton Centre Drive, Suite #500 l Santa Ana l CA I 92707 l 949.472.3505 I mbakerintl.com 59 98 Local Hazard Mitigation Plan Update, Safety Element Update, Emergency Operations Plan Uprbte City of South Gate, California
2/14/2023
impact the community have been adequately characterized and that mitigation actions are developed to reduce the effects of these hazards. The LHMP includes an inventory of critical facilities, hazard profiles and prioritization of hazards, a risk assessment, and mitigation actions to reduce potential vulnerabilities in the future. The work program also included a comprehensive community outreach strategy that involves a community survey and focus meetings with a variety of community members. The community survey gauges the level of knowledge the community has about disaster issues. The LHMP was approved by Cal OES and FEMA with no comments and was commended as an exemplary LHMP submittal.
Culver City and Culver City Unified School District Multi-Jurisdictional Hazard Mitigation Plan (Culver City, California)
Michael Baker prepared the Multi-Jurisdictional Hazard Mitigation Plan (MJHMP) for the City and the Culver City Unified School District (CCUSD).
The goal of the MJHMP is to help reduce future loss of life and property resulting from disasters and to provide increased resiliency, allowing the City and CCUSD to return to "normal" sooner, with fewer impacts to people, facilities, and infrastructure. The process included facilitation of steering committee meetings with City and CCUSD personnel and coordination with lie project management team to ensure that natural hazards having the potential to impact the community are adequately characterized and mitigation actions developed to reduce the effects of the hazards. The MJHMP includes an inventory of City and CCUSD critical facilities, hazard profiles, prioritization of hazards, a risk assessment, and mitigation actions to reduce potential vulnerabilities in the future. The work program included a comprehensive community outreach strategy that involved attendance at the annual Fiesta La Ballona to let the community know about the MJHMP, including the availability of a community survey and upcoming workshop. A community survey gaged the level of knowledge the community had about natural disaster issues and the types of mitigation actions that would be supported. A community workshop/lqarninB event provided the community with an overview of the MjHMP, why it was needed, and what was required. In addition, community members were able to offer input on the hazards identified by the steering committee and potential mitigation actions. Additional opportunities for the community to learn about the MJHMP and supply input were offerer3 at a City Council meeting, school board meeting, and City and CCUSD Liaison Committee meeting.
The MJHMP was approved by Cal OES/FEMA in 2017.
Scope of Work
PHASE l: LOCAL HAZARD MITIGATION PLAN UPDATE
TASK 1.0: LHMP PLANNING/DEVELOPMENT PROCESS
Michael Baker will conduct a kick-off meeting (virtual) with the City Project Management Team to review and refine the proposed scope of work, anticipated project schedule, communications protocol, and deliverables, discuss staff expectations, and have an initial discussion of data needs and the community outreach approach. Michael Baker will lead and facilitate this meeting, including the preparation of meeting agendas, topics of discussion, and meeting minutes. The discussion will focus on the required research and analysis to update the previous LHMP and ensure consistency with FEMA's Local Multi- Hazard Mitigation Planning Guidance published on April 19, 2022 and effective on April 19, 2023. Within 5 Hutton Centre Drive, Suite #500 l Santa Ana I CA I 92707 I 949.472.3505 I mbakerintl.com 60 99
Local Hazard Mitigation Plan Update, Safety Element Update, Emergency Operations Plan UpdateCity of South Gate, California 2/14/2023
ten days of the kick-off meeting, Michael Baker will prepare a meeting summary with project objectives,action items, project schedule, milestones, and anticipated dates for public meetings.
As part of the kick-off meeting, Michael Baker will assist the City Project Management Team with theidentification and organization of background resource documents. Applicable resource documents to beidentified may include, but are not limited to, the previous LHMP, the existing General Plan/SafetyElement, City Emergency Operations Plan/Emergency Action Plan, and any other hazard-relatedassessments.
The City shall provide Michael Baker with updated land use/parcel data layers from the City GIS database,along with any updated mapped hazard-related data for use in identifying vulnerabilities. At this time,sensitive data shall be identified as confidential and will be excluded from publicly accessible documents.Michael Baker will conduct a comprehensive review of all existing planning documents provided by theCity.
Deliverabjes
Kick-Off Meeting agenda and summary
* Formal schedule
* List of data requirements and data review
T ASK 2.0: RISK AND VULNERABILITY ASSESSMENT
The purpose of the risk assessment update is to account for changed vulnerabilities of identified naturaland human-caused hazards, includin@ climate change. Results from the risk assessment will form thefoundation for mitigation strategy updates. Michael Baker will conduct the risk assessment update step-by-step, beginning with development of hazard profiles, and concluding with an analysis of vulnerabilitiesand capabilities.
Task 2,1: Hazard Identification and Profiles
Michael Baker will prepare hazard profile updates, based on input received by the Project Managementteam and other stakeholders. Each profile update will include a definition of the hazard, location andextent of past occurrences, the probability of future occurrences, and climate change considerations, asappropriate. Preparation of the hazard profiles and risk assessment update will include GIS mapping ofrelevant hazards (those that can be mapped) and analysis to determine areas of potential susceptibilitywithin the City.
Michael Baker takes a unique approach to profiling and incorporating climate change into the LHMP. Inrecognizing that many natural hazards (flood, drought, etc.) are closely related to climate change, MichaelBaker integrates an in-depth analysis of this correlation on a hazard by hazard basis. The climate changeimpacts will focus on localized hazards to the City of South Gate rather than the global impacts. Thisprevents redundancy in the LHMP and allows for all potential impacts and/or vulnerabilities to beevaluated with consideration for climate change.
Task 2.2: Hazard Mapping
Michael Baker will prepare updated GIS base maps and develop hazard mapping to support the hazardprofiles. Location-based hazard data will be captured in a GIS database compatiblewith the City's systems. 5 Hutton Centre Drive, Suite #500 I Santa Ana I CA l 92707 I 949.472.3505 l mbakerintl.com 100 Local Hazard Mitigation Plan Update, Safety Element Update, Emergency Operations Plan Update City of South Gate, California
2/14/2023
The Michael Baker team will work with the City to identify available GIS data and determine accuracy and appropriateness for hazard profiling. Michael Baker anticipates the City data will require minimal alterations. Current and newly created (as needed) data will be used to develop mapping products to illustrate location, extent, severity, and other information for potential hazards within the service area.
The preparation of maps will be concurrent with development of hazard profiles.
Concurrent with preparation of the hazard maps, Michael Baker will assist the City in updating the critical facilities list as part of the risk assessment. For purposes of the LHMP, critical facilities will focus on community lifelines, such as essential public buildings and infrastructure that support the basic livelihood of citizens and businesses. While critical facilities will be shown in map form, a separate list will be updated for inclusion in the LHMP; preparation of this list is a vital component of the hazard mitigation planning process. Information needed from the City includes building and content valuation to assist with the quantification of potential losses.
Task 2.3: Vulnerability Assessment
Upon completion of the hazard profiles, Michael Baker will prepare an updated vulnerability assessment, using the approved critical facilities list and hazard profiles. The vulnerability assessment will consist of an analysis overlaying these two data sets and identifying the facilities that are vulnerable to the profiled hazards. The vulnerability assessment will include the following, based on data availability:
Types/numbers of buildings, infrastructure, and critical facilities located within identified hazard areas
* An inventory of all repetitive flood loss structures, as defined by FEMA, if applicable * Description of land uses and development trends to advise future land use decisions The results will be presented in tables identifying facilities/infrastructure and relevant hazards most likely to affect these facilities. Exhibit maps will correspond to this latest information. Upon completion, both the hazard profiles and vulnerability assessment will be presented to LHMP Project Management Team and stakeholders for review and comment.
In addition, Michae3 Baker will evaluate the impacts of natural hazards to vulnerable populations, including those that are reliant on others for their wellbeing, such as young children, individuals with disabilities, individuals dependent on medical equipment, individuals with impaired mobility, as well as people with low socioeconomic levels. Age, socioeconomic status, access to services, physical and menta( conditions, and other conditions affect the ability to respond to a natural disaster or man-made hazard event. Michael Baker will conduct a thorough analysis of vulnerable populations within South Gate to better inform mitigation actions directed at increasing capabilities and capacities to assist or respond during a disaster incident.
Hazus modeling and loss estimation using Hazus is specifically excluded from this scope; such modeling can be conducted for the City urider a separate scope and fee.
Task 2.4: Capabilities Assessment
A capabilities assessment is a comprehensive review of all the various policies, plans, programs, and procedures that assist in hazard mitigation activities. This section provides an understanding of the capabilities and tools currently available to South Gate, as well as local, state, federal agencies, that 5 Hutton Centre Drive, Suite #500 I Santa Ana I CA I 92707 I 949.472.3505 l mbakerintl.com 62101
Local Hazard Mitigation Plan update, Safety Element Update, Emergency Operations Plan UpdateCity of South Gate, California 2/14/2023
contribute to hazards reduction. The LHMP stakeholders will help identify updated capabilities to informthe updated planning process.
Deliverables
Hazard Identification and Profiles (Word Document)
Hazard Mapping (PDF, jpeg)
* Vulnerability Assessment (Word Document)
Capabilities Assessment (Word Document)
TASK 3.0: HAZARD MITIGATION PLAN STRATEGY AND MAINTENANCE PROCESS Drawing on the hazard identification, analysis, and assessment of vulnerability and capabilities in thecommunity, the Michael Baker team will prepare a miti(3ation action strategy for South Gate. The teamwill engage the LHMP stakeholders and City staff in development and review of goals and mitigationactions.
Task 3.1: Update LHMP Goals
Working with the LHMP stakeholders, goals will be updated to ensure adequate communication of desiredend states and provide a foundation for meaningful hazard mitigation actions. Goals will define the long-term outcomes the City would like to achieve with the LHMP.
Task 3.2: Develop/Confirm Mitigation Strategies and Actions The Michael Bakerteam will develop a comprehensive range of potential mitigation actions and mitigationaction updates, that will reduce the impacts of each profiled hazard. Mitigation actions will be developedwith consideration for potential future state or federal funding through capital improvement bondprograms and/or mitigation grant programs. Based on FEMA guidance, mitigation actions and projectsrefer to hazard mitigation action, activity, process, or physical project designated to reduce or eliminatethe long-term risks from hazards. Mitigation actions are intended to reduce risk to existing buildings andinfrastructure, as well as limit any risk to new development and redevelopment. The update will alsodocument progress on previously identified mitigation actions.
Task 3.3: Mitigation Action Prioritization and Matrix Michael Baker will develop mitigation actions based upon discussions and feedback from the City andLHMP stakeholders. Michael Baker will develop a process to prioritize identified mitigation actions, suchas consideration of the following:
* Social acceptance of the mitigation action
* Technicalfeasibilityofthemitigationaction
* Administrative staffing, funding, and maintenance required for the mitigation action * Political acceptability of the mitigation action * Legal authority to implement the mitigation action or other legal concerns * Economic benefit of the mitigation action (including cost effectiveness) * Environmental impact of the mitigation action
5 Hutton Centre Drive, Suite #500 I Santa Ana l CA l 92707 l 949.472.3505 l mbakerintl.com 63102 Local Hazard Mitigation Plan Updr:ite, Safety Element Update, Emergency Operations Plan Update City ofSouth Gate, California
2/14/2023
Mitigation strategy prioritization and implementation will be discussed as part of the LHMP Project Team meeting. Michael Baker will work with the LHMP Project Team to identify the following information as part of the mitigation actions table:
Responsible Department(s): The agency/department which will be responsible for the action identified.
* PotentialFundingSource:Sourcesoffuturefundingthatcanbeusedtoimplementtheaction.
Priority: General priority of the action (high, medium, low), based on team input. * Relative Cost: The relative cost to implement the action, based on cost categories determined by the LHMP Project Team.
Mitigation actions without internal City funding sources will be marked and brought to the attention of the City. The Michael Baker team of public finance experts will review mitigation actions to identify appropriate funding resources, including grants, bonds, or low interest loans. Identified grants will not be limited to Cal OES/FEMA programs, but will evaluate the comprehensive suite of local, state, and federal funding options available to the City of South Gate. The timing, availability, and competitiveness of each funding resource will be evaluated to inform mitigation action prioritization.
Deliverables
* Hazard Mitigation Goals (Word Document)
* Develop Mitigation Strategies and Actions (Word Document) @ Mitigation Action Prioritization and Matrix (Word Document) TASK 4.0: MONITORING, IMPLEMENTATION AND CONTINUED PUBLIC INVOLVEMENT Michael Baker will update the current plan maintenance process, including how the City will monitor, evaluate, implement, and update the LHMP Michael Baker will prepare a chapter that identifies the process to ensure the plan is implemented and maintained over the five-year plan period. The chapter will also describe how the mitigation plan elements will be incorporated into other planning mechanisms, as well as how the public will continue to remain involved throughout the future planning process.
Deliverables
* Plan Maintenance and Monitoring Process (Word Document) * Continued Public Involvement Strategy (Word Document) TASK 5.0: COMMUNITY OUTREACH
The community engagement below is recommended as a minimum to meet Cal OES/FEMA requirements for a the LHMP plan update process. Community outreach will also integrate questions and feedback on EOP components, where feasible. Each outreach effort will be thoroughly documented for incorporation into the LHMP and/or EOP Appendix, including meeting presentations, agendas, pictures, and minutes.
Additional workshops or focus groups can be added through an additional scope and fee.
Task 5.1: Community Survey
Michael Baker will develop an online survey, compile survey results, and provide a detailed summary of input received. The survey will be provided through SurveyMonkeyo'. The survey will include multiple- 5 Hutton Centre Drive, Suite #500 I Santa Ana I CA l 92707 I 949.472.3505 l mbakerintl.com 64103
Local Hazard Mitigation Plan Update, Safety Element Update, Emergency Operations Plan UpdateCity of South Gate, California 2/14/2023
choice questions, ranking/rating scales, and open-ended questions, all specifically designed to inform theLHMP and EOP planning process. Michael Baker will coordinate with the City to make the survey linkavailable on the City's website. The City will be responsible for distributing and promoting the surveythrough the E-newsletter, email list servs, and/or social media.
Deliverables
Community Survey Link (Survey Monkey, electronic)
* Community Survey Summary (Word Document, PDF)
Task 5.2: Web Content and Graphics
Online outreach provides a cost-effective means for reaching stakeholders and interested members ofthe public throughout the process. Michael Baker will assist the City in developing web content andgraphics that can be used on the City website or on a webpage that is specifically dedicated to the LHMP,The webpage content mill provide information about the LHMP, including the planning process, meetingdates, access to community outreach summaries and draft plan documents when available. Websitevisitors will have an opportunity to provide input and comment on the LHMP or ask questions. The Citywill be responsible for disseminating information and updates on the plan process through the webpageand social media.
Deliverables
Five community outreach graphics, including notices of availability for public reviewdocuments (jpeg) * Webpage text content (Word Document)
Note: The task does not include creating, designing, and maintaining the website. It is assumed thatMichael Baker will onlysupply the website content. Ifthe City wouldlike MichaelBaker to create a sepamtewebpage using platforms such as Squarespace, we will provide a separate scope and budgetfor the addedtask.
Task 5,3: Stakeholder Meeting #1 - Virtual
Michael Baker will host a virtual meeting and presentation focused on the LHMP/Safety Element/EOPupdate to kick-off the plan development process. Michael Baker will work with the City to identify keystakeholders to participate in the LHMP/Safety Element update prOCeSS. Recommended stakeholdersinclude internal City of South Gate staff members (such as representatives from the Police, Fire, Public.Works, and Community Development Department) and external stakeholders (neighboring Cities, theschool district, County representatives, utility providers, and NGOs such as the Red Cross). In addition, theupdated FEMA regulatory @uidance requires the stakeholder group to include maior employers andorganizations that serve vulnerable populations in the City. Michael Baker will conduct desktop researchto identify potential organizations/representatives for participation as a stakeholder on the South GateLHMP update.
Michael Baker assumes the City will be responsible for inviting stakeholders to participate to eachmeeting. Michael Baker will introduce hazard mitigation and the process, explain roles and 5 Hutton Centre Drive, Suite #500 I Santa Ana l CA I 92707 I 949.472.3505 l mbakerintl.com 65104 Local Hazard Mitigation Plan Update, Safety Element Update, Emergency Operations Plan Update City of South Gate, California
2/14/2C)23
responsibilities, provide a hazard overview, and conduct preliminary stakeholder data collection. This meeting will require two hours of participation.
Deliverables
* FacilitationofonestakeholdermeetingviaMicrosoftTeamsorsimilarplatform * One meeting presentation and content (PowerPoint) * One agenda (PDF)
@ One meeting summary (PDF)
Task 5.4: Focus Group Meetings #1 - #4 - Virtual
After Stakeholder Meeting #1, Michael Baker will organize individuals into four small groups for focused discussion regarding the LHMP update. Michael Baker will discuss preliminary results of the risk assessment, solicit feedback on critical facilities updates, and develop mitigation actions. Michael Baker will also solicit additional data and resources to the benefit of the South Gate LHMP. Each focus group will cover similar topics, but tailor questions/content to the specific participants and their professional experience. After the focus group meetings have concluded, Michael Baker will fold input received into the LHMP.
Deliverabies
* FacilitationoffourfocusgroupmeetingsviaMicrosoftTeamsorsimilarplatform * Four meeting presentations and content (PowerPoint) * Four agendas (PDF)
* Four meeting summaries (PDF)
Task 5.5: Stakeholder Meeting #2 - Virtual
Michael Baker will host a final virtual stakeholder meeting and presentation to discuss the results/findings of each focus group, the content of the LHMP update, prioritize mitigation actions and develop a plan maintenance process. After this meeting has concluded, Michael Baker will distribute a draft LHMP to participating stakeholders for review and comment. Comments will be incorporated into the LHMP, as necessaty.
Deliverabies
* Facilitation of one stakeholder meeting via Microsoft Teams or similar platform * One meeting presentation and content (PowerPoint) * One agenda (PDF)
* One meeting summary (PDF)
Task 5.6: Community Education Workshop #1 - In Person Michael Baker will facilitate one (1) workshop or pop-up event to solicit in-person input and educate the public about the LHMP, Safety Element, and EOP update process. A minimum of three Michael Baker staff members will attend. Interpretation services will be provided for one language (assumed Spanish translation) at the workshop to ensure maximum levels of participation. Interpretation services will be billed to the client as an Other Direct Cost (ODC). 5 Hutton Centre Drive, Suite #500 l Santa Ana l CA l 92707 l 949.472.3505 l mbakerintl.com 66105
Local Hazard Mitigation Plan Update, Safety Element Update, Emergency Operations Plan UpdateCity ofSouth Gate, Carifornia 2/14/2023
Michael Baker will design one promotional piece to publicize the opportunity to participate. Thepromotional piece will be provided to the City for review, and one round of revisions is assumed. Thepromotional piece will be provided in English language. Translation services will be provided for onelanguage (assumed Spanish translation) and will be billed to the client as an Other Direct Cost (ODC). TheCity will be responsible for the dissemination of the promotional piece through the City's website, socialmedia platform, newsletters, printed mailings, or other methods. All outreach activities will be thoroughlydocumented with sign-in sheets, summaries, and pictures, for incorporation into the LHMP per Cal OESand FEMA requirements.
Deliverables
* Facilitation of one community workshop, including Spanish interpretation services * One meeting presentation and content (including activity-based opportunities to solicit input)* One agenda (PDF) One sign-in sheet (PDF)
One meeting summary (PDF)
TASK 6.0: PLAN DRAFT AND PUBLIC REVIEW
Task 6.1: Prepare Admin Draft LHMP For Project Management Review Upon completion of the preceding tasks, Michael Baker will compile the information into an electronicadministrative draft version of the LHMP. The Plan will include all required components, clearlyresponding to federal guidance for hazard mitigation plans, including documentation of the planningprocess. The City will be responsible for collecting and providing LHMP Project Team comments to MichaelBaker at the end of the review period. Then, LHMP Project Team comments (as applicable) will beincorporated to prepare an updated public review draft document.
Task 6.2: Prepare Public Review Draft LHMP
Michael Baker will incorporate one consolidated set of comments/revisions on the administrative draftversion ofthe LHMP and prepare the public review draft LHMP. The draft document will be made availableto the public for any comment and feedback to be incorporated into the LHMP prior to submitting to CatOES and FEMA for review. The public review draft LHMP will also be distributed to relevant Citycommissions and City Council for comment. Michael Baker anticipates a 30-day public review period, withthe LHMP made available on the City's website and up to two (2) hardcopies available at locations withinthe City.
Task 6.3: Prepare Plan Submittal For CAL OES/FEMA Review After the public review period has completed, Michael Baker will initiate the Cal OES/FEMA review processfor LHMP approval. This process requires draft plan submittal to Cal OES/FEMA prior to adoption by thelocal jurisdiction. As such, Michael Baker will compile all comments received on the public review draftLHMP for inclusion as an appendix item and revise the LHMP, as necessary. The LHMP will then besubmitted to Cal OES forinitial review; the Michael Baker team will address any comments/concerns fromCal OES before the final LHMP is submitted to FEMA for formal review. Michael Baker will also preparethe FEMA Hazard Mitigation Plan Review Tool that will accompany the Cal OES and FEMA submission. 5 Hutton Centre Drive, Suite #500 I Santa Ana I CA l 92707 l 949.472.3505 l mbakerintl.com 67106 Local Hazard Mitigation Plan Update, Safety Element Update, Emergency Operations Plan Update City of South Gate, California
2/14/2023
Task 6.4: Obtain Conditional Approval Pending Adoption From FEMA If comments are provided by Cal OES and/or FEMA, requirin@ plan revisions, the Michael Baker team will revise the LHMP prior to adoption by the City. In the past, Michael Baker has successfully completed plans that did not require revisions or required only minor revisions by FEMA prior to adoption, which is our goal for the South Gate LHMP. If revisions are necessary, Michael Baker will work with Cal OES and FEMA and perform all necessary follow-up tasks to ensure an "approvable pending adoption" (APA) determination.
Deliverabfes
* Administrative Draft LHMP (Word Document, PDF)
* Public Review Draft LHMP (Word Document, PDF)
* Cal OES LHMP Submittal (Word Document, PDF)
* FEMA LHMP Submittal (Word Document, PDF)
* ConditionalApprovalPendingAdoptionLetterfromFEMA(PDF) TASK 7.0: PUBIIC HEARINGS AND ADOPTION
Once the LHMP has received an APA determination, Michael Baker will assist the City with presenting the final LHMP to the City Council for adoption. As required by FEMA, the City must formally approve the LHMP by resolution within one calendar year of receipt of FEMA APA designation. Michael Baker will assist the City in one educational study session for the City Council, including a discussion of the LHMP development process, community outreach, and other key takeaways. Michael Baker will also assist the City in presenting the LHMP for approval by resolution. Three Michael Baker staff members will attend the study session, and three staff members will attend the adoption by resolution hearing. After City adoption by resolution, Michael Baker will submit the final LHMP to FEMA. Five Final hard copies of the final LHMP will be transmitted to the City.
Deliverables
h Attendance at one City Council Study Session (three staff members) * Attendance at one City Council LHMP hearing (three staff members) * Informational Presentation and handouts (PowerPoint, PDF) * Formal approval letter from FEMA (PDF)
* Five hard copy LHMPs (printed)
PHASE II: SAFETY ELEMENT UPDATE
TASK 8.0: SAFETY ELEMENT UPDATE - AB 2140 COMPLIANCE
Michael Baker understands the City's desired approach to update the Safety Element to comply with AB 2140. Minor updates to the existing Safety Element will focus on incorporation of the LHMP by reference, using suggested language provided by Cal OES. Michael Baker will also do a review of the Safety Element, to ensure all data and exhibits are current and up to date. Consistency with the LHMP will be prioritized.
Michael Baker will prepare a screencheck draft of the updated Safety Element to the City for one round of comments and review. Comments and revisions from the City are anticipated to be minor and occurin redline/strike-out and track changes.
5 Hutton Centre Drive, Suite #500 l Santa Ana l CA ) 92707 I 949.472.3505 l mbakerintl.com 68107
Local Hazard Mitigation Plan Update, Safety Element Update, Emergency Operations Plan UpdateCity of South Gate, California 2/14/2023
Deliverables
Screencheck draft of the updated Safety Element (Microsoft Word) T ASK 9.0: FINAL SAFETY ELEMENT PREPARATION
Michael Baker will review comments received from the City and incorporate changes into the SafetyElement where necessary. Michael Baker will also assist City staffin drafting an adoption resolution, usingCal OES recommended language. The final Safety Element will be prepared for presentation to PlanningCommission and City Council. Michael Baker will provide two staff members to support at PlanningCommission and City Council adoption hearings for presentation support and answer questions asappropriate. Michael Baker will circulate the updated Safety Element to Cat OES for review andconcurrence, once approved.
Deliverables
* Final Safety Element in compliance with AB 2140
PHASE Ill: EMERGENCY OPERATIONS PLAN UPDATE
TASK 10.0: EOP UPDATE - CROSSWALK MATRIX AND EXHIBITS UPDATE To prepare the EOP update, the Michael Baker team will prepare a crosswalk matrix outlining requiredupdates to the document. This will include consistency updates based on the recent Safety Element andLHMP deliverables, and other general modernization updates as needed. It is assumed that requiredupdates will primarily involve re-organization and consistency updates and that major text revisions andadditions will not be required. Additionally, existing exhibits will be utilized and retained when appropriate. Michael Baker will gatherimportantinformation regarding City infrastructure, resources, and contractedservices to ensure an updated, comprehensive emergency operations plan that adheres to services inorder to ensure, upon completion, an updated, comprehensive emergency operations plan that adheresto the fundamentals of the National Incident Management System (NIMS) and incorporates the State'sStandardized Emergency Management System (SEMS) while meeting the requirements Cal OES planningguidance as outlined in the 2020 Emergency Plan Review Crosswalk.
To initiate the EOP update, Michael Baker will prepare a crosswalk evaluation of the existing EOP againstthe Cal OES EOP Review Crosswalk. Cal OES developed this crosswalk of emergency plan elements toensure that EOPs comply with the following: (1) SEMS, (2) NIMS, and (3) applicable California legislation.The purpose behind this crosswalk evaluation is to self-review the existing EOP.
The results of the crosswalk will identify (;aps in the existing EOP and ultimately inform the EOP update.It is anticipated that the content of the existing EOP will largely be acceptable to satisfy the requirementsof the EOP. Findings of the crosswalk are assumed to indicate that required revisions will primarilyincludere-organization and minor additions when needed. Sections no longer required by Cal OES will berecommended for deletion; this scope and fee excludes content updates to optional or non-required EOPcomponents. An electronic screencheck of the crosswalk matrix will be provided to the City for review andCOmment.
Deliverable
5 Hutton Centre Drive, Suite #500 l Santa Ana l CA l 92707 l 949.472.3505 I mbakerintl.com 69108 Local Hazard Mitigation Plan Update, Safety Element Update, Emergency Operations Plan Update City of South Gate, California
2/14/2023
* Cal OES Crosswalk Matrix (Microsoft Word)
TASK 11.0: ADMINISTRATIVE DRAFT EOP PREPARATION
Upon review of the Cal OES Crosswalk Matrix and concurrence with City staff, Michael Baker will compile the information/feedback and required revisions into an administrative draft EOP Update. Key updates are anticipated to include a re-organization of key EOP sections to relevant annexes and updates to the threat analysis (using findings from the LHMP). Extraneous and redundant EOP sections will be recommended for deletion, to produce a well organized document. The draft EOP will primarily be re- organized, and text/content additions are assumed to be minor in nature.
Michael Baker will provide an electronic screencheck administrative draft (MS Word) to the City for internal review, showing a clean word document and track changes demonstrating where EOP updates were made. Michael Baker anticipates one round of review and comment from the City Project Management team. Comments and revisions from the City are anticipated to occur in redline/ strike-out and track changes. Michael Baker assumes City coordination including among relevant departments, staff members and stakeholders will occurinternally. Additionally, it is assumed that findings and outcomes of EOP update discussions/meetings will be provided to the consultant in one set of consolidated comments.
Deliverables
* Administrative Draft EOP (internal)
TASK 12.0: FINAL EOP PREPARATION
Michael Baker will corn"pile internal comments received on the administrative draft EOP and will incorporate changes into the document as necessary. The final EOP will be prepared for submittal and approval by internal City decision makers, as appropriate. Michael Baker will prepare the EOP Review Crosswalk for Local Government Agencies to accompany the electronic submittal to Cal EOS. The EOP will then be submitted to Cal OES for initial review. If comments are provided by Cal OES requiring plan revisions, Michael Baker will revise the EOP accordingly.
Deliverables
* Final EOP
* Final Cal OES EOP Crosswalk
Optional Tasks
* It is acknowledged that the City will be required to comply with SB 99 and AB 747, to identify evacuation route planning/mapping within the City. As this regulatory update is recent, and no policy guidance has been issued by Cal OES or OPR, our team recommends holding on this component. It is anticipated the guidance will outline methodology for deciding which natural hazards to model for mass evacuation, along with guidance/criteria for such evacuation models.
In addition, the City of South Gate is affected by limited natural disasters that occur in precise locations and could involve mass evacuations. Michael Baker recommends evaluating the policy guidance at the time it is released and can provide an additional scope/fee for future inclusion 5 Hutton Centre Drive, Suite #500 I Santa Ana l CA l 92707 I 949.472.3505 I mbakerintl.com 70109
Local Hazard Mitigation Pjan Update, Safety Element Update, Emergency Operations Plan UpdateCity of South Gate, California 2/14/2023
into the Safety Element. Our team will continue to track SB 99 and ABB 747 and provide regularupdates to the City.
Schedule
Preparation of the LHMP update will span 7 to 9 months after Notice to Proceed (NTP) is received. Bymonth 9, Michael Baker will submit the LHMP update to Cal OES/FEMA for review and approval. CalOES/FEMA recommends allocating a 6 month budget for review. Both agencies have variable reviewperiods, dependent on the backlog at both Cal OES and FEMA, as well as the timing of natural hazardevents outside of both Michael Baker and the City's control. Michael Baker frequently coordinates withboth agencies and has personal relationship with plan checkers. While a specific or exact timeframe forreview cannot be guaranteed, Michael Baker leverages these relationships to ensure a timely plan checkeffort.
The Safety Element update (including required approvals) is anticipated to take 2 to 3 months. The EOPupdate would begin after LHMP/Safety Element approvals and would span approximately 7 to 9 months.Michael Baker will prepare a detailed schedule upon receiving notice to proceed.
Proposed Fee
Michael Baker will complete these services for a fixed fee not-to-exceed S145,770. A detailed costbreakdown by task is included as Attachment A.
We are pleased to submit the proposed scope, schedule, and cost to meet the needs and expectations ofthe City. If you have any questions, please feel free to contact us.
Sincerely,
MICHAEL BAKER INTERNATIONAL, INC.
Richard Beck, Principal-in-Charge
Vice President - Practice Executive
(949) 855-3687 l [email protected]
Noelle Steele, Project Manager
Planning/Environmental Services
(949) 633-6183 l [email protected]
Attachment:
* Attachment A - Detailed Cost Proposal by Task
5 Hutton Centre Drive, Suite #500 l Santa Ana I CA l 92707 l 949.472.3505 I mbakerintl.com 110
SERVICES BETWEEN THE CITY OF SOUTH GATE AND MICHAEL
BAKER INTL
RECIT ALS
WHEREAS, City desires to retain a qualified provider for certain services relating to completion of a Hazard Mitigation Plan and Emergency Operations Plan; and WHEREAS, Consultant warrants to City that it has the requisite skills, knowledge, qualifications, manpower and expertise to perform properly and timely the Professional Services under this Agreement; and
WHEREAS, based on such representation, City desires to contract with Consultant to perform the services as described in the Scope of Services attached hereto as Exhibit "A" of this Agreement.
NOW, THEREFORE, the Parties hereby agree as follows:
1. SCOPE OF SERVICES. City hereby engages Consultant, and Consultant accepts such engagement, to perform the services set forth in the Scope of Services as described in Exhibit "A" attached hereto and made part of this Agreement. The Scope of Services may be mutually amended firom time to time by both Parties in writing.
2. COMPENSATION FOR SERVICES. The total amount of compensation for this Agreement shall not exceed the sum of One Hundred Forty-Five Thousand, Seven Hundred Seventy Dollars. ($145,770.00) as described in Consultant's proposal attached hereto as Exhibit "A." City shall pay Consultant for its professional services rendered and costs incurred pursuant to this Agreement. No additional compensation shall be paid for any other expenses incurred, unless first approved in writing by Chris Jeffers, City Manager or his designee.
2.1 Consultant shall be required to attend meetings at City Hall as necessary in the delivery of the projects. Travel time between Consultant's office and City Hall shall not be billable. Consultant may request an exemption on a case-by-case basis, which shall be subject to City approval.
2.2 Consultant shall be paid in accordance with the schedule included in Consultant's proposal attached hereto as Exhibit "A." City shall pay Consultant within thirty (30) 5116863.1-L235.0 (Forin Rev. 9/8/21)
111
Agreement for Professional Services
Michael Baker Intl
days of receipt of the invoice.
2.3 No payment made hereunder by City to Consultant, other than the final payment, shall be construed as an acceptance by City of any work or materials, nor as evidence of satisfactory performance by Consultant of its obligations under this Agreement.
3. TERM OF AGREEMENT. This Agreement is effective as of March 15, 2023, and will remain in effect for a period of one year from said date or until project completion, unless otherwise expressly extended and agreed to by both Parties in writing, or ten'ninated by either Party as provided herein.
4. CITY AGENT. The City Manager, or his/her designee, for the purposes of this Agreement, is the agent for City. Whenever approval or authorization is required, Consultant understands that the Director, or his/her designee, has the authority to provide that approval or authorization.
5. CONFLICT OF INTEREST. Consultant represents that it presently has no interest and shall not acquire any interest, direct or indirect, in any real property located in the City which may be affected by the services to be performed by Consultant under this Agreement.
Consultant further represents that in performance of this Agreement, no person having any such interest shall be employed by it. Within ten (10) days, Consultant agrees that it will imt'nediately notify City of any other conflict of interest that may exist or develop during the term of this Agreement.
5.1 Consultant represents that no City employee or official has a material financial interest in Consultant's business. During the term of this Agreement and/or as a result of being awarded this contract, Consultant shall not offer, encourage or accept any financial interest in Consultant's business or in this Agreement by any City employee or official.
6. GENERAL TERMS AND CONDITIONS.
6.1 Termination for Convenience. City may terminate this Agreement at any time without cause by giving fifteen (15) days written notice to Consultant of such termination and specifying the effective date thereof. In that event, all finished or unfinished documents and other materials shall, at the option of City, become its property. If this Agreement is terminated by City as provided herein, Consultant will be paid the total amount of its costs as of the termination date. In no event shall the amount payable upon ten'nination exceed the total maximum compensation provided for in this Agreement.
6.2 Termination for Cause.
6.2.1 City may, by written notice to Consultant, terminate the whole or any part of this Agreement in any of the following circumstances:
5116863.1-L235.0
112
Agreement for Professional Services
Michael Baker Intl
a. If Consultant fails to perform the services required by this Agreement witliin the time specified herein or any authorized extension thereof, or b. If Consultant fails to perform the services called for by this Agreement or so fails to make progress as to endanger performance of this Agreement in accordance with its ten'ns, and in either of these circumstances does not correct such failure withing a period of ten (10) days (or such longer period as City may authorize in writing) a'fter receipt of notice from City specifying such failure.
6.2.2 In the event City terminates this Agreement in whole or in part as provided above in Subsection 6.2.1, City may procure, upon such terms and in such manner as it may deem appropriate, services similar to those terminated.
6.2.3 If this Agreement is terininated as provided above in Subsection 6.2.1, City may require Consultant to provide all finished or unfinished documents, data, studies, drawings, maps, photographs, reports, films, charts, sketches, computations, surveys, models, or other similar documentation prepared by Consultant. Upon such termination, Consultant shall be paid an amount equal to the value of the work performed. In ascertaining the value of the work performed up to the date of termination, consideration shall be given to both completed work and work in progress, to complete and incomplete drawings, and to other documents whether delivered to City or in possession of Consultant, and to authorized reimbursement expenses.
6.2.4 If, after notice of ten'nination of the Agreement under the provisions of Subsection 6.2.1 above, it is determined, for any reason, that Consultant was not in default, or that the default was excusable, then the rights and obligations of the Parties shall be the same as if the notice of teri'nination had been issued pursuant to Subsection 6.1. above.
6.3 Non-Assignability. Consultant shall not assign or transfer any interest in this Agreement without the express prior written consent of City.
6.4 Non-Discrimination.
6.4.1 Consultant shall not discriminate against any employee, subcontractor, or applicant for employment because of to race, creed, gender, gender identity (including gender expression), color, religion, ancestry, sexual orientation, national origin, disability, age, marital status, family/parental status, or veteran/military status, in the performance of its services and duties pursuant to this Agreement and will comply with all applicable laws, ordinances and codes of the Federal, State, and County and the City governments. Consultant will take affiri'native action to ensure that subcontractors and applicants are 5116863.1-L235.0
113
Agreement for Professional Services
Michael Baker Intl
employed, and that employees are treated during employment without regard to their race, color, religion, ancestry, sex, national origin, disability, or age.
Consultant will take affiri'native action to ensure that all employment practices, including those of any subcontractors retained by Consultant to perfon'n services under this Agreement, are free from such discrimination. Such employment practices include, but are limited to: hiring, upgrading, demotion, transfer, recruitment, recruitment advertising, layoff, teri'nination, rates of pay or other fon'ns of compensation, and selection for training, including apprenticeship.
6.4.2 The provisions of Subsection 6.4.2 above shall be included in all solicitations or advertisements placed by or on behalf of Consultant for personnel to perfon'n any services under this Agreement. City shall have access to all documents, data, and records of Consultant and its subcontractors for purposes of deten'nining compliance with the equal employment opportunity and non- discrimination provisions of this Section, and all applicable provisions of Executive Order No. 11246 (relating to federal restrictions against discriminatory practices) is available for review and on file with the City Clerk's Office.
6.5 Insurance. Consultant shall submit to City, certificates indicating compliance with the following minimum insurance requirements no less than one (1) day prior to begiru'iing of performance under this Agreement:
6.5.1 Workers Compensation Insurance as required by law. Consultant shall require all subcontractors similarly to provide such workers' compensation insurance for their respective employees.
6.5.2 Comprehensive general and automobile liability insurance protecting Consultant in amounts not less than $1,000,000 for personal injury to any one person, $1,000,000 for injuries arising'out of one occurrence, and $500,000 for property damages or a combined single limit of $1,000,000, with an aggregate of $2,000,000. Each such policy of insurance shall:
a. Be issued by a financially responsible insurance company or companies admitted and authorized to do business in the State of California or which is approved in writing by City.
b. Name and list as additional insured the City, its officers and employees. c. Specify its acts as primary insurance.
d. Contain a clause substantially in the following words: "It is hereby understood and agreed that this policy shall not be canceled except upon 5116863.i-L235.0
114
Agreement for Professional Services
Michael Baker Intl
thirty (30) days prior written notice to City of such cancellation or material change."
e. Cover the operations of Consultant pursuant to the terms of this Agreement.
6.6 Indemnification. Consultant agrees to indemnify, defend and hold harmless City and/or any other City agency, including other employees, officers and representatives, for/from any and all claims or actions of any kind asserted against City and/or any other City agency arising out of Consultant's (including Consultant's employees, representatives, products and subcontractors) negligent perfori'nance under this Agreement, excepting only such claims or actions which may arise out of sole or active negligence of City and/or any other City agency, or any third parties not acting on behalf of, at the direction of, or under the control of Consultant.
6.7 Compliance with Applicable Law. Consultant and City shall comply with all applicable laws, ordinances, and codes of the Federal, State, County and City gover'm'nents, without regard to conflict of law principles.
6.8 Independent Contractor. This Agreement is by and between City and Consultant and is not intended, nor shall it be construed, to create the relationship of agency, servant, employee, partnership, joint venture, or association, as between City and Consultant.
6.8.1 Consultant shall be an independent contractor and shall have no power to incur any debt or obligation for or on behalf of City. Neither City nor any of its officers or employees shall have any control over the conduct of Consultant, or any of Consultant's employees, except as herein set forth, and Consultant expressly warrants not to, at any time or in any manner, represent that it, or any of its agents, servants or employees are in any manner employees of City, it being distinctly understood that Consultant is and shall at all times remain to City a wholly independent contractor and Consultant's obligations to City are solely such as are prescribed by this Agreement.
6.8.2 Indemnification of CalPERS Determination - In the event that Consultant or any employee, agent, or subcontractor of Consultant providing services under this Agreement claims or is determined by a court of competent jurisdiction or CalPERS to be eligible for enrollment in CalPERS as an employee of City, Consultant shall indemnify, defend, and hold harmless City for the payment of any employee and/or employer contributions for CalPERS benefits on behalf of Consultant or its employees, agents, or subcontractors, as well as, for the payment of any penalties and interest on such contributions which would otherwise be the responsibility of City.
6.8.3 Business License Required. According to Title 2.08.40 of the South Gate 5116863. I-L23 5.0
115
Agreement for Professional Services
Michael Baker Intl