HomeMy WebLinkAbout02/17/2010 AGENDA -- .
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CITY COUNCIL 345 6� Street, Suite 600, Bremerton, WA 98337 ❑ Phone (360) 473-5280
***AMENDED***
FEBRUARY 17, 2010
CITY COUNCIL MEETING AGENDA
1. BRIEFING 5:00 — 5:30 P.M. in COUNCIL CONFERENCE ROOM 603
A. General Council Business
2. CALL TO ORDER 5:30 P.M. in FIRST FLOOR CHAMBERS
A. Pledge of Allegiance
B. Invocation
3. MAYOR'S REPORT
4. PUBLIC RECOGNITION � ANNOUNCEMENTS
5. CONSENT AGENDA
A. Claims & Check Register
B. Minutes of Meeting — February 3, 2010
C. Minutes of Study Session — February 10, 2010
D. Appointment of Jack Edwards to the Lodging Tax Advisory Committee
E. Approve 2010 Excess Liability, Excess Workers' Compensation, and Crime Insurance
F. Amendment No. 3 to Professional Services Agreement with Wi�us oF SEarr�E, INC. for
Insurance Broker Services
G. Permission to Purchase additional Banner Arms for the Artistic Banner Project funded by the
1 % for Arts Program
H. Acceptance of Grant Funding from the Recreation & Conservation Office
I. Award Contract to DUMPMAN CONSTRUCTION for °Evergreen Park Expansion Soil Pre
Project
J. Award Contract to TiTAN EARTHwoRK for construction of "Pacific Avenue Improvements -
Bunivell to 5 Street° Project
6. GENERAL BUSINESS
A. Resolution No. 3110 in support of the Frances Haddon Morgan Center, and asking the State
of Washington to continue providing the necessary funding to operate
B. Interlocal Agreement (ILA) between the Cities of Bremerton, Poulsbo, Bainbridge Island, and
the Port of Bremerton for Resource Conservation Management (RCM) Services
C. Six-month analysis regarding Fire Department Consolidation with South Kitsap Fire & Rescue
7. COUNCIL MEMBER REPORTS
8. EXECUTIVE SESSIONS — 30-minutes for an update on "Pending Litigation" per RCW 42.30.110
(1) (i); and 10-minutes for a briefing on "F�eal Estate Acquisition" per RCW 42.30.110 (1) (b)
A. Approval of Settlement in Matter of City of Bremerton v. Sesko
9. ADJOURNMENT OF CITY COUNCIL BUSINESS MEETING
� Americans with Disabilities Act (ADA) accommodations provided upon request. Those requiring special accommodations should
contact the City Gerk's Office at (360) 473-5323 by noon on the Monday preceding the Council meeting.
COUNCIL MEETING SPEAKERS LIST
PLEASE PRINT YOUR NAME BELOW
IF YOU WISIT YOUR COMMENTS TO BE
INCLUDED IN THE RECORD
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REQUESTS FOR INFORMATION MUST BE SUBMITTED IN WRITING TO THE CLERK
THANK YOU
DATE SUBNIITTED: 2/17/2010
AGENDA BILL .
CITY OF BREMERTON
CITY COUNCIL ,
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SUBJECT: Committee Meeting Date:
COUNC�., MEETiNG Date: February 17, 2010
Claims & Check Register Department: Financial Services
Presenter: Cathy Johnson
Phone: 473-5296
SUMMARY:
Consent Agenda item. Approval of checks and electronic fund transfers.
ATTACHNiEN'I'S: Check Register. '
�'ISCAL IlNPACTS (Include Budgeted Amount):
APPROVALS:
DEP.ARTMENT DIRECTOR:
CITY ATTORNEY: r
FINANCE DIRECTOR: .
MAY4R:
COMIVIITTEE CHAIR
COUNCIL PRESIDENT: CONSENT AGENDA �
GENERAL BUSINESS ❑
PUBLIC HEARING ❑
RECOMMENDED MOTION:
1) Check #'s 336099 through 336377 and EFT's 9568 through 9604 in the amount of $3,125,471.78.
COUNCIL AC°TION: � Approve ❑ Deny ❑ Table ❑ Continue ❑ No Action
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C'ITY OF RREMERTON
('ITY C'Ol_lNCIL
.......................................................................................�
ti�'B.IF.('T: C'ity C'��uneil Meetin�; Minutes Committee �1eetin� Date: N/A
<<�r n,�c��n� ot' c�c �u�vc•tt. ti�i�t:�ri;vc� ��.�<<: Fe(� t?, zo � a
Fe.bv'�,t0.1� �� 2o►a De��artment: ('ityC'��uncl
Pres�ntci Iv'ick Woiford,
C'ouncil President
Phone: � 3G0) 473-5280
SU,�9NIARY: Attaclled is the summary of the City Council Meetin� hel�i �.e.,(-�Y 3 � 2 0 10.
ATTACHMENTS: Meeting Minutes for �r-��y- 3, 20 (�
F[SCAL IMPACTS (Include Budgeted Amount): N/A
APPROVALS:
DEPARTMENT DIRECTOR: Council President
C [TY ATTORNEY: N/A
FINANCE DIRECTOR: N/A
MAYOR: N/A
COMMITTEE CH�11R N/A
(.'OUNCIL PRESIDENT: CONSENT AGENDA �
GENERAL BUSINESS ❑
PUBL[C HEARING ❑
IZECOI��IlV1ENDF.D i1�iOTlON:
\�lo��c to a1���rove mcetin� minutes as presented.
('Ot'V('IL .aCTIO\': ❑ ��p��► ❑ Deny ❑ �I'ablc ❑ ('untinur ❑ No :lction
DIGITAL RECORDING
CITY COUNCIL MEETING MINUTES
Wednesday, February 3, 2010
The weekly meeting of the City Council of the City of Bremerton was called to order Wednesday,
February 3, 2010, at 5:00 PM in Council Conference Room 603 of the NoRnn DicKS GovERNnnENT
CENTER 345 6"' Street, Breme�ton, Washington, with Council President Nick Wofford presiding. Council
Members present were Will Maupin, Carol Arends, Dianne Robinson, Greg Wheeler, Roy Runyon,
Adam Brockus, Cecil McConnell and Jim McDonald. Also present were City Attomey Roger Lubovich;
City Clerk Carol Etgen; and Legislative Assistant Lori Smith.
A CouNCi� BRiEFiNG was then held to discuss General Council Business at 5:00 PM in the Council
Conference Room. At 5:30 PM the meeting was moved to the Meeting Chambers.
The Pledge of Allegiance was led by Council Member Jim McDonald followed by the invocation
provided by Council Member Carol Arends.
MAYOR'S REPORT Mayor Lent provided a summary of her recent activities:
• Was a guest speaker at Drug Court where 13 participants were graduating from a program that has
a proven 98% success rate bringing citizens back into the community drug and alcohol free;
• Participated in a discussion on affordable housing at the Kitsap Homebuilders Breakfast;
• Inducted the Officers and Board Members for the Puget Rental Owners Association; and at the
conclusion of the program PROA members asked what they could do for the City of Bremerton and
the response she provided was for them "to be good landlords°. This led into a discussion on a
possible one-day retreat with a Council-appointed Committee to talk about the things that affect the
community, their concems as landlords, and to study their issues.
• Reported on her attendance at a Change of Command Ceremony onboard the USS ABw�►HAnn
LiNCO�N in Everett; a welcome party for the USS PENNSY�vaNia submarine; and tomo�row will
welcome the USS Los AN�E�ES;
• Met with Central City's Mayors and the Puget Sound Regional Council's leaders to talk about the
things that could be done collectively with respect to transit, and will continue to meet monthly;
• Attended the all-day Kitsap Transit Retreat last Saturday with Council Member Will Maupin;
� Announced the Groundbreaking Event for the Gorst Sewerage & Ultraviolet Treatment Facility
Project at 9:00 AM on Friday, February 5;
• Asked if there was anyone interested in applying for a current opening on the Planning Commission
to please call Pam Bykonen at (360) 473-5202;
• Planned to attend the Blessing, Dedication, & Open House for the Birkenfeld-Stella Maris House, a
shelter for homeless women at 11:00 AM also on Friday, February 5;
• Will be attending the Award Ceremony to present the Juror's Selections for the Art, Best of Show, at
the Collective Visions Gallery on Saturday; and
• Lastly, she has been attending a number of Neighbofiood Meetings
PUBLIC RECOGNITION � ANNOUNCEMENTS
Donald Stauff owner of Boston's Deli & Pi�a, expressed his concems about the City's plan to extend
the finro-way traffic one block fu�ther down Washington Avenue to the block in front of the Hampton Inn.
He was told the request was made by the condominium owners to allow them to make a left tum, but he
said that is happening anyway so the City does not need to conduct a"study" of the traffic pattems, or
change the street to two-way traffic, they simply need to remove the "No Left Tum" sign.
CONSENT AGENDA
A. Check Numbers 335861 through 336098; EFT-9518 through EFT-9567 in the amount of
$1,379.831.87; and Regular Payroll for the pay period ending January 15, 2010 in the amount of
$804,104.00; Regular Payroll for the pay period ending January 31, 2010 in the amount of
$746,069.04; and Retiree Payroll for the pay period ending January 31, 2010 in the amount of
$83,349.16.
City Council Reg. Mtg. Minutes
Wednesday, February 3, 2010
Page 2 of 3
B. Minutes of Meeting — January 20, 2010
C. Minutes of Study Session — January 27, 2010
D. Ordinance No. 5102 to amend Bremerton Municipal Code (BMC) Chapter 18.06 entitled "Ambulance
Services"
E. Award Contract to PROSPECT CONSTRUCTION INC. for construction of the Bremerton UV Treatment
Facility
F. Approve Contract to PoTE�co, INC for PuGET SOUND ENERGY (PSE) Power Relocation and
Easement for Relocated Utility
G. Professional Services Agreement with PaRan�ETR�x for Washington Avenue Sewer Replacement
Geotechnical Support
H. Professional Services Agreement with SHANtvoN & Wi�soN for Washington Avenue Sewer
Replacement Pre-Design
I. Acceptance of EPA Grant for South Kitsap Industrial Area (SKIA) Sub-Area Plan
There were no comments from the public...
05:43:08 M/S/C/U (Arends/Runyon) Move to approve the CoNSE�vr A�EN�a as presented.
PUBLIC HEARING
6A — PUBLIC HEARING TO SEEK INPUT ON THE HAZARD IDENTIFICATION AND VULNERABILITY
ASSESSMENT: Fire Chief AI Duke explained that in 1999, Kitsap County and the City of Bremerton
adopted a Hazard Mitigation Plan. The plan was revised in 2005 and it is now time to revise the plan
again. Part of the planning process is to identify hazards and vulnerabilities within the City of Bremerton
and to allow the public to have input. This is a public hearing to seek input for hazards and
vulnerabilities within the City of Bremerton. No action is required by the C�y Council.
President Wofford opened the public hearing.
With no comments made, President WofFord then closed the public hearing.
GENERAL BUSINESS �
7A — RESOLUTION NO. 3109 AUTHORIZING THE CITY TO EXECUTE THE LOCAL AGENCY
AGREEMENT FOR BREMERTON HIGHWAY SAFETY PROGRAM Larrv Matel stated that the Public
Works & Utilities Department applied for and was awarded a$940,500 grant for engineering and
construction of pedestrian, bicycle and traffic safety improvements at a number of intersections in
B�emerton. The attached agreement obligates Federal Grant dollars, administered through the
Washington Department of Transportation, to conduct preliminary engineering at a cost of $90,500.
Upon completion and approval of engineering plans another Local Agency Agreement will be entered
into for approximately $855,000. A brief PowerPoint presentation was made with highlights
Donald Stauff suggested that to be "pedestrian friendly", the City should adjust the crosswalks to allow
pedestrians to cross soon after they hit the button instead of having to stand there waiting for traffic.
05:55:03 Motion was made and seconded; Council Members then began their discussion...
Gres� Wheeler; Rov Runvon; and Dianne Robinson each thanked Mr. Matel for pursuing the grant.
Cecil McConnell asked if a similar study will be completed for areas in the East side of Bremerton. Mr.
Matel stated that after studying all of the data recently received from WSDOT it was possible that other
intersections could be targeted for improvements.
City Council Reg. Mtg. Minutes
Wednesday, February 3, 2010
Page 3 of 3
05:58:00 M/S/C/U (Runyon/Robinson) Move to approve the Local Agency Agreement and Prospectus,
and authorize the Mayor to �nalize and execute the Agreement with substantially the same terms and
conditions as presented, and adopt Resolution No. 3109 authorizing the execution of the agreement.
COUNCIL MEMBER REPORTS
Jim McDonald reported on his attendance at the KRCC Transportation Policy Board Meeting and CK &
SK Corridor Study Meeting.
Adam Brockus provided information on a free walk-in H1 N1 Vaccination Clinic offered by the Kitsap
County Health District from Monday, February 8 through Thursday, February 11; and Tuesday, February
16 through Friday, February 19 from 10:00 AM to 3:00 PM in the Meeting Chambers of the Norm Dicks
Government Center. Please contact (360) 337-5240 for more information.
Rov Runvon announced that Naval Facilities Engineering Command Northwest (NAVFAC NW) will be
conducting an outreach event for service disabled and veteran owned small businesses on Thursday,
March 4 from 9:00 AM to 1:00 PM at the Naval Undersea Museum in Keyport. Please contact Steve
Shapro at (360) 396-0038 for more information and reservations. There is no cost.
Gre� Wheeler attended his first Kitsap Regional Coordinating Council (KRCC) Executive Board Meeting
where a discussion was held on housing for the homeless; and encouraged citizens to attend the rally
for the School Support Levy on Saturday from 11:00 AM to 1:00 PM near the Warren Avenue Bridge.
Dianne Robinson reported on the major issues that were discussed at the AWC Legislative Action
Conference, which she attended in Olympia last Wednesday with fellow Council Member Adam Brockus.
Carol Arends further commented on the highlights of the Traffic Study presented earlier by Larry Matel.
Will Maupin reported on his attendance at the all day Kitsap Transit Retreat; his attendance at the
KRCC Executive Board Meeting; and tomorrow he will be going to Olympia to promote the Passenger
Only Ferry system with representatives from Kitsap Transit.
Nick Wofford encouraged the public to attend the First Friday Art Walk event this week; and to please
mail in your ballot!
With no further business, President Wofford adjourned the Council Meeting at 6:15 PM.
Prep red and Submitted by:
� �
L I SMITH
Legislative Assistant
Attest:
CAROL ETGEN, City Clerk
NtCK WOFFORD, City Council President
NW:CE:Is:cg
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:�GEND:� BII.I..
C(Tl�' (�F BREMERTON
CITY C'OUNCIL
.......................................................................................�
SUB.IF.CT: C'ity C'c�uncil Meetin� Minutes Committee M�etin�; Date: N /;�
li�r mcctin� uf ��O['NCIL ��i1:L t�IN(; I) at�: �2:�orua.r (� 2o(c�
F�. I or�rY l 0� a 0 I O Ur par t mcn t: Ci ty C'��unci
Presenter: Nick �Vofford,
Council President
Phui1�: (360) 473-5280
SUMMARY: Attaclleci is the summary of the City Coiuicil Meetin� held Fe(�rv�ce,r � 0� �-p � o
ATTACHMENTS: Meeting Minutes for �-�lorttio�r� I D, ,2� ia
F[SCAL IMPACTS (Include Budgeted Amount): N/A
APPROVALS:
DEPARTMENT DIRECTOR: Council PresideTit
CITY ATTORNEY: N/A
FINANCE DIRECTOR: N/A
MAYOR: N/A
COMMITTEE CHA[R N/A
('OUNCIL PRESIDENT: CONSENT AGENDA �
GENERAL BUSINESS ❑
PIJBL(C HEARING ❑
IZECONL'VIENDFD �tiIOTION:
��ie���c to approve mectin� minutes as prescnted.
('Ol;\�('IL ��('TION: ❑ ��pprove ❑ Dcny ❑ ��abl� ❑ C'untu�u� ❑ No Act�on
DIGITAL RECORDING
CITY COUNCIL STUDY SESSION MINUTES
February 10, 2010
A Study Session of the City Council of the City of Bremerton was called to order in the City Council
Conference Room 603 of the NORM DICKS GOVERNMENT CENTER, 345 6"' Street, Bremerton,
Washington, Wednesday, February 10, 2010, at 5:00 PM, with Council Vice-President Will Maupin
presiding. Council Members present were Carol Arends, Dianne Robinson, Greg Wheeler, Roy
Runyon, Cecil McConnell, and Jim McDonald. Council Members Nick Wofford and Adam Brockus
were absent. Legislative Assistant Lori Smith was present to provide staff support.
Vice-President Mauain emphasized that the Study Session was open to the public, however there
would be no opportunities for input or participation; that no action will be taken, and the content of
these items is subject to change.
A. NO DISCUSSION PLANNED - The following items are budgeted items or have been reviewed by
the appropriate Council Committee; and will be placed on the next Council Meeting Agenda for
action:
1. Appointment of Jack Edwards to the Lodging Tax Advisory Committee — Mayor Patty Lent
Consent Agenda
2. Approve 2010 Excess Liability, Excess Workers' Compensation, and Crime Insurance —
Thelma Swem, Risk Manager; and Roy Runyon, Public Safety, Parks, & Planning Committee
Chair Consent Agenda
3. Amendment No. 3 to Professional Services Agreement with Wi�us oF SEnnrr�E, Itvc. for
Insurance Broker Services — Thelma Swem, Risk Manager; and Roy Runyon, Public Safety,
Parks, & Planning Committee Chair Consent Agenda
4. Permission to Purchase additional Banner Arms for the Artistic Banner Project funded by the
1% fo� the A�ts Program — Andrea Spencer, Director of Community Development; and Roy
Runyon, Public Safety, Parks, 8� Planning Committee Chair Consent Agenda
5. Acceptance of Grant Funding from the Recreation and Conservation Office — Michael
Mecham, City Engineer; and Dianne Robinson, Public Works Committee Chair Consent
Agenda
6. Award Contract to DunnPnnAtv CotvsTRUCTioN for "Evergreen Park Expansion Soil Pre-Load"
Project — Michael Mecham, City Engineer; and Dianne Robinson, Public Works Committee
Chair Consent Agenda
B. FULL DISCUSSION PLANNED
7. Award Contract to TiTaN EARTHwoRK for construction of Pacific Avenue Improvements for
Burwell to 5"' Street Project — Michael Mecham, City Engineer; and Dianne Robinson, Public
Works Committee Chair Consent Agenda
8. Interlocal Agreement (ILA) between the Cities of Bremerton, Poulsbo, Bainbridge Island, and
the Port of Bremerton for Resource Conservation Management (RCM) Services — Phil
Williams, Public Works & Utilities Director; and Pat Coxon, Wastewate� Manager General
Business
9. Proposed Resolution in support of the Frances Haddon Morgan Center; and asking the State
of Washington o continue providing the necessary funding to operate — Mayor Patty Lent and
the City Council General Business
City Council Study Session Minutes
Wednesday, February 10, 2010
Page 2 of 2
10. Potential Fire Department Consolidation — Ken Bagwell, Assistant City Attomey
A decision was made to go with South Kitsap Fire & Rescue... General Business
C. GENERAL COUNCIL BUSINESS
1. Briefings were provided by Council Committees Chairs; and reports were provided on recent
meetings and community events attended by Council Members.
Vice-President Mauain adjoumed the Study Session at 6:15 PM.
Prepa d and Submitted by:
�
LORI SMITH
Legislative Assistant
Attest: �
CAROL ETGEN, City Clerk
WILL MAUPIN, City Council Vice-President
WM:CE:Is:cg
DATE SUBMITTED: February 3, 2010 �
AGENDA BILL
CITY OF BREMERTON
CITY COUNCIL
.......................................................................................�
SUBJECT: Appointment of Jack Edwards Committee Meeting Date: February 10, 2010
to the Lodging Tax Advisory Committee COLTNCIL MEETING Date: February 17, 2010
Department: Executive
Presenter: Mayor
Phone: (360) 473-5266
SUMMARY: There is a vacancy on the Lodging Ta�c Advisory Committee. It is recommended that
Jack Edwards, Director of Sales and Marketing for Comfort Inn and Suites, be appointed to the
committee for a two-year term expiring in 2012.
ATTACHMENTS: none
FISCAL IMPACTS (Include Budgeted Amount): none
APPROVALS:
DEPARTMENT DIRECTOR: N/A
CITY ATTORNEY: N/A
FINANCE DIRECTOR: N/A
MAYOR:
COMMITTEE CHAIR N/A
COUNCIL PRESIDENT: CONSENT AGENDA �
GENERAL BUSINESS ❑ �
PUBLIC HEARING ❑
RECOMMENDED MOTION:
Move to confirm the appointment of Jack Edwards to the Lodging Tax Advisory Committee.
COITNCIL ACTION: ❑ Approve ❑ Deny ❑ Table ❑ Continue ❑ No Action
DATE SUBMITTED: January 26, 2010 5
AGENDA BILL .
�
CITY OF BREMERTON �
CITY COUNCIL
.......................................................................................�
SUBJECT: 2010 Excess Liability, Excess Committee Meeting Date: February 10, 2010
Workers' Compensation, and Crime COUNCIL MEETING Date: February 17, 2010
insurance Department: City Attorney's Office
Presenter: Thelma Swem�
Phone: 473-5302
SUMMARY: The Bremerton Municipal Code authorizes the Risk Management Specialist, with the
approval of the City Attorney, to bind insurance and then requires City Council approval for
continuation of the bound coverage. Excess liability coverage has been bound with Ironshore
Specialty Insurance Company at an annual cost of $144,865. Excess workers' compensation
insurance has been bound with Safety National Insurance Company for a deposit premium of
$33,969. Crime insurance has been bound with Great American Insurance for $4,973 per year.
ATTACHMENTS: Insurance Binders
FISCAL IMPACTS (Include Budgeted Amount): Sufficient funds have been budgeted in the Risk
Management Fund for these expenditures for 2410.
APPROVALS:
DEPARTMENT DIRECTOR:
CITY ATTORNEY:
FINANCE DIRECTOR:
MAYOR:
CONIMITTEE CHAIR
COUNCIL PRESIDENT: ' CONSENT AGENDA �
GENERAL BUSINESS ❑
PUBLIC HEARING ❑
RECOMMENDED MOTION: Move to approve the continuation of the excess liability, excess
workers' compensation, and crime insurance bound for 2010 for the City of Bremerton.
COIJNCIL ACTION: ❑ Approve ❑ Deny ❑ Table ❑ Continue ❑ No Action
,�, r ��� s � r ��.� ; Ironshore
��Il� s ��t° f ��,��.f Insurance Services, LLC.
A Sirtx�diarv o(ironsiwrc }{oldinn. (USI. lne.
Three Embarcadero Center
Suite 1480
San Francisco, CA 94111
415-291-2710 (office)
415-290-6603 (cell)
Binder
Date: lanuary 28, 2010
To: lanet Coombs �
Tom Fenn "This contract is re�istered :.rd del ivered as a
Willis of Seattle surplus line coverage under the insurance Cade of
P. 0. Box 34201 The Stateof Washington enacte� in 1947. It is not
Seattle, WA 98124 iss�ed by a company regulated by the Wasfiington
lanet.coombs@willis.com State Insurance Eommisioner and is not protecbet�
Tom.Fenn@willis.com by any Wa ln n 5tate Guaranty Fund Law."
WILLIS
BY
From: Merle Shapiro
Ironshore — Public Entity
Three Embarcadero Center
San Francisco, CA 94112
I�lerle.shapiro@ironshore.com
Re: City of Bremerton, WA
345 6th Street, Suite 600
Bremerton, WA 98337
Effective: 02/01/2010
Expiration: 02/01/2011 �
We are pleased to bind the Ironshore - Special Excess Liability Policy for Public Entities — Retained Limit —
Occurrence Form for the City of Bremerton, WA, as follows:
�A�
Issuing Company: Non Admitted - fronshore Specialty insurance Company
Policy Number: 000116000
AM Best rated: A- XI
Rating: Affirmed
�utlook: Stable
-1-
� ,�'� � I RC7NSt�-�Q(u ;
JI ��� )mtrsnft brttGour
(B)
Coverage Form: Ironshore - Special Excess Liability Policy for Public Entities — Retained Limit
Defense Inside Retention/Defense Inside the Limit of Liability
(C) ,
limits of Liability: $ 5,000,000 per Occurrence or Wrongfui Act
$ 5,000,000 Products/Completed Operations Aggregate
$ 5,000,000 Pubiic Officials' Errors & Omissions Aggregate
$ 5,000,000 Employment Practices Liability Aggregate
$ 5,000,000 Employee Benefits Liability Aggregate
(D) Outline of Underiying Policles, Reinsurance and Retained Amounts:
Which is excess of:
Retained Limit: $ 250,000 Per Occurrence or Wrongfu) Act, unaggregated — Each and Every
(E)
Premium Calculation:
- Layer Premium: $144,865 Flat
(Premium does not reflect TRIA surcharge - Surplus lines Taxes and Fees appfy)
- Minimum Earned 25°r6
- TRIA Charge Rejection on Ffle
- Premium Basis Flat Charge Basis
- Commission 095
Terms and Conditions:
1. Ironshore - Special Excess Liability Policy for Pubiic Entities
2. Ironshore — Special Excess Liability Policy for Pubiic Entities Declarations
3. Schedule of Endorsements
4. Add Coverage D— Employment Practices Uabflity (delete Employment Practices Claims from
Definition of Personal InJury —(sets Employment Practices Liability up as a separate Coverage Part)
5. Employee Benefit Liability Endorsement
6. Amend Defense Provisions - Defense Inside Retention and Defense Inside Limit of Liability
7. Uninsured/Underinsured Motorists & No Fault (Personal Injury Protection) Exclusion
8. Bond Activities & Investment Exclusion
9. Exception to Exclusion N— Casad Dam
20. Terrorism Exclusfon
21. Service of Suit Endorsement
12. ERP Endorsement (02/01/2010 — 02/01/2013j — Limited Sexual Abuse - based upon and no
broader than the terms & conditions of the ACE Coverage Endorsement {Llmited Sexual Abuse
Coverage Part (PE 20740a (10/O6)
• Appllcable Limits -$2Million Each Sexual Abuse Act Limit/$2Million Aggregate
Limit/$250,000 Retained Limit Each and Every;
• the Aggregate Limit ls included within and not in addition to the Public Officials' Errors
-2-
,�, IRONSr....rar�:.
�1��� �wrr taft ba�Got�r
& Omissions Aggregate;
• Retroactive Date: 02/01/2006 �
13. Amend Section II. Defense and Defense Costs, A& F—the city wiil not be required to obtain
Ironshore w�itten consent to handle clafms or sufts within their Retained Limit where a prayer for
damages may exceed the Retained Limit. The City will comply with the Ciaims Reporting
requirements in Section VIII Conditions, P. — Your Duties in the Event of Occurrence, Wrongful Act,
Claim or Suit.
General Conditions:
- As per form & attachments thereto
- Quote includes Crisls ThreeSixty Coverage
- Signed TRIA Form Required if TRIA Coverage is rejected (recefved & rejected)
- Producer fs responsibie for surplus lines tax and filings
- Payment Due 30 days from inception
- The City of Bremerton, WA — is a qualified, self-administrator for ciaims within the Retained Limit
- Receipt of Quarterly (oss reports
This Binder is provided on the basis that all Information given to Insurer by or on behalf of the Insured in its
underwritfng submission and/or in its responses to the underwriter's requests for lnformation is reliable,
truthful, and complete to the best of the Insured's information and knowledge. The Insurer relles on the "duty
of disclosure" as it exists under applicable law, and rejects any attempt to negate that duty wholly or partially.
The Insured, by accepting this Binder, waives the effect of any purported disclaimers of the Insured's duty to
disclose to underwriters all material facts to the best of its knowledge that may be contained in such
submission or in its responses to questions or requests for information, ar in emails, cd roms, or internet
websites used in providing or transmitting underwriting information.
.l ��lJl.�.e �. S� t�W
Merle Shapiro
Ironshore — Public Entity
-3-
SAFETY NATIONAL CASUALTY CORPORATION
EXCESS WORKERS COMPENSATION INSURANCE BINDER
NAME INSURED EMPLOYER: CITY OF BREMERTON
ADDRESS: 345 6TH STREET, SUITE 600, BREMERTON, WA 98337
POLICY NUMBER: SP 4041643
TYPE OF INSURANCE: Speciflc Excess Workers' Compensation and Employers' Liability Insurance
LOCATION(S): WASHINGTON
POLICY LIABILITY PERIOD: February 01, 2010 through February 01, 2011
POLICY PAYROLL
REPORTING PERIOD: February 01, 2010 through February 01, 2011
This is to certify that the above named Insured Employer is covered by Specific Excess Workers' Compensation
and Employers' Liability Insurance by the CORPORATION.
Self-Insured Retention Per Occurrence for USL&H $ 750,000
Self-Insured Retention Per Occurrence for Maritime $ 750,000
Self-Insured Retention Per Occurrence for All Other $ 450,000
Maximum Limit of Indemnity Per Occurrence Statutory
Employers' Liability Maximum Limit of Indemnity Per Occurrence $ 1,000,000
Premium Rate 0.05 per Man Hour
Minimum Premium for the Liability Period $ 33,969
Deposit Premium for the Payroll Reporting Period $ 33,969
This binder is effective February 01, 2010 to policy issuance and is subject to all the terms and
conditions of, and shall be automatically terminated and superseded by, the Excess Workers'
Compensation Agreement and Employers' Liability Insurance Agreement when issued.
Issued at St. Louis, Missouri, on January 28, 2010.
SAFETY NATIONAL CASUALTY CORPORATION
�CrJ� � •
. ��.c.�
By: Gene R. Maier,
Senior Vice President of Workers' Compensation Underwriting
1832 Schuetz Road St. Louis MO 63146-3540 314-995-5300 fax 314-995-3843
Dcpt. Of Labor &[ndustrics �,� �. SELF-INSURED EMPLOYER
Sclf-Insurancc Scct�on � CERTI�'ICATE OF EXCESS INSURANCE
PO Box 44891 �' '
Olympia Wn 9ti504--i891 �'h ,. +�
Non-USPS dclivcry
7273 Lindcrson Way SW
Tumwater WA 98501
It is necessary to complete this form if your tirm clects to reinsure its worker' compensation liabiliry. Please
have your insurance provider assist you in properly completing this form. This information is required in
accordance with RCW 51.14.020 (5) and WAC 296-15-121 (7).
Official Use onlv ccount
e - nsurer
CITY OF BREMERTON
xcess nsurer
SAFETY NATIONAL CASUALTY CORPORATION
ress o xcess nsurer
1832 SCHUETZ ROAD ST. LOUIS, MO 63146-3540
o wy um er
SP 4041643
New Policy
X Policy Renewal (old policy number, if changed): SP 2V85WA
Change to Policy
Cancellation of Policy (effective date of cancellation):
Reinstatement of Policy
• o icy peno
from 2/1/10 to 2/1/ll
Type of Policy �
� SPECIFIC: Retention $ 450,000 Maximum Liability of Excess Insurer Statutory
$750,000 USL&H; $750,000 MARITIME
a AGGREGATE:
(stop loss) Retention Maximum Liability of Excess Insurer
This policy contains the following endorsements:
Yes � No This policy is not intended to provide for the payment of any costs, benefits or compensation which the self-insured
employer may be obligated to pa pursuant to the provis�ons of the T�tle51 RCW, in excess of 80% of any such liabilities,
as required by RCW 5t.14.020(5�
Yes � No It is further understood that this excess insurance company and its personnel do not participate in the administration of the
responsibilities of the self-insured under Title 51 RCW.
ate �xcess nsurer y � .
t/28/10 SAFETY NATIONAL CASUALTY CORPORATION �• �! A "�' t '�
�
GENE R. MAIGR, SENIOR VICB PRL'SIDENT
WORKBRS' COMPENSA"TION - UNDL:KWRITING
F207-09�-000 (FPDF) self-msured employer cert. of e�ccess msurance 9-01
XWC 1004 00 1101
Endorsement Schedule
RE: CITY OF BREMERTON
Policy No: SP 4041643
Effective Date: 12:01 A.M. February 01, 2010
Number Title
XWC 0042 00 1291 WASHINGTON AMENDATORY ENDORSEMENT
XWC 0057 00 0492 WASHINGTON CANCELLATION ENDORSEMENT
XWC 0067 00 0492 WASHINGTON SELF INSURER ENDORSEMENT
XWC 0068 00 0492 WASHINGTON SERVICE AND ADMINISTRATION ENDORSEMENT
XWC 0241 02 0196 INCIDENTAL LONGSHOREMEN'S AND HARBOR WORKERS' COMPENSATION ACT COVERAGE
ENDORSEMENT
XWC 0276 02 0408 BROAD FORM ALL STATES FOR EMPLOYEE TRAVEL
XWC 0293 00 0906 FOREIGN VOLUNTARY WORKERS' COMPENSATION AND EMPLOYERS' LIABILITY
XWC 0454 00 0697 MARITIME COVERAGE ENDORSEMENT (LIMITED TO A STATE BENEFIT)
XWC 0535 00 0195 SELF-INSURED RETENTION PER OCCURRENCE - MARITIME OR JONES ACT
XWC 0537 01 0105 SELF-INSURED RETENTION PER OCCURRENCE - U.S. LONGSHOREMEN'S AND HARBOR
WORKER'S COMPENSATION ACT
XWC 1061 10 1207 POLICYHOLDER DISCLOSURE NOTICE OF TERRORISM INSURANCE COVERAGE
c
f �"�'
GREA TAMERICAN
INSURANCE GROUP �
Fidelity & Crime Division
January 27, 2010
Ms. Janet Coombs
Willis of Seattle, Inc.
505 Fifth Avenue S., Ste 200
Seattle, WA 98104
Re: City of Bremerton
Crime Coverage - Binder
Dear Janet:
Thank you for the order to bind. Please consider coverage bound per my quote letter dated 1/8/10.
A summary follows:
GOVERNMENTAL CRIME COVERAGE
NAMED INSURED: City of Bremerton
ADDRESS: 345 6"' Street, Suite 600
Bremerton, WA 98337
POLICY NUMBER: GVT 124-39-25
EFFECTIVE DATES: 12:01 AM on 2/1/2010 to 12:01 AM on 2/1/2011
ISSUING COMPANY: Great American Insurance Company
A.M. Best Rated "A" (Excellent) Class XIII (as of Mar 27, 2009)
Admitted in a1150 U.S. States
POLICY FORM: ISO/SAA Commercial Crime Policy (Ed. 04/97)
Discovery Form
COVERAGE:
COVERAGE FORM LIMIT DEDUCTIBLE
O - Public Employee Dishonesty $1,000,000 $25,000
w/Faithful Performance
F - Com uter Fraud $1,000,000 $25,000
ANNUAL PREMIUM: $4,973
COMNIISSION PAYABLE: 0%
ENDORSENIENTS: All coverage enhancements as expiring.
Pnge l oj1
�vw�s.('rimcln�urance.com
One Waterside Crossing, Windsor, CT U6095
Member of American Financial Group
SUBJECTIVITIES: No subjectivities required. File is current.
NET PREMIUM DUE: $4,973 due within 45 days of the effective date.
Please send the check payable to the Great American Insurance Group;
1. If you are using regular mail, send to: 2. If you are using overnight mail, send to:
Great American Insurance Group PNC Bank c/o Great American Insurance Group
3561 Solutions Center Lockbox Number 773561
Chicago, IL 60677-3005 160 Hansen Court Suite - 105
Wood Dale, IL 60191
Thank you again for the order. Please feel free to contact me if have any questions or concerns.
Regards,
� �l �
Tyrone R. Bell
Senior Account Executive
Fidelity & Crime Division
(P)860-285-0112
(F)513-629-5000
trbell(n�gaic.com
Pnge 1 oj2
ww��•.Crimclnaurancr.com
One Waterside Crossing, Windsor, CT 06095
Member of American Financial Group
DATE SUBMITTED: January 15, 2010 ��
AGENDA BILL
CITY OF BREMERTON �
CITY COUNCIL
.......................................................................................�
SUBJECT: Amendment No. 3 to Committee Meeting Date: February 10, 2010
Professional Services Agreement with Willis COUNCIL MEETING Date: February 17, 2010
of Seattle, Inc. for Insurance Broker Services Department: City Attorney's Office
Presenter: Thelma Swem, Risk � ft�
Management Specialist
Phone: 473-5302
SUMMARY: The City entered into a contract with Willis of Seattle, Inc. for insurance broker
services in 2003. Since that time, Willis of Seattle has extended its agreement with the City without a
rate increase. The proposed amendment extends the agreement for two years at the same rate as
initially negotiated, $25,000 per year.
ATTACHMENTS:
1. Proposed Amendment No. 3 to Professional Services Agreement
2. Professional Services Agreement, Amendment No. 1 and Amendment No. 2
FISCAL IMPACTS (Include Budgeted Amount): The Risk Management Fund has adequate funds
budgeted for 2010 to pay for the services contemplated.
APPROVALS:
DEPARTMENT DIlZECTOR:
CITY ATTORNEY:
FINANCE DIRECTOR:
MAYOR: �
COMMITTEE CHAIR
/' �
COUNCIL PRESIDENT: ' CONSENT AGENDA �
' GENERAL BUSINESS ❑
PUBLIC HEARING ❑
RECOMMENDED MOTION: Move to approve Amendment No. 3 to the Professional Services
Agreement with Willis of Seattle, Inc. for insurance broker services and authorize the Mayor to
finalize and execute the Amendment with substantially the same terms and conditions as presented.
COUNCIL ACTION: ❑ Approve ❑ Deny ❑ Table ❑ Continue ❑ No Action
AMENDMENT NO. 3 TO PROFESSIONAL SERVICES AGREEMENT
BETWEEN CITY OF BREMERTON AND WILLIS OF SEATTLE, INC.
THIS AMENDMENT Number 3, entered into as of the day of February 2010, to the certain
Professional Services Agreement commencing March l, 2003, between the City of Bremerton
and Willis of Seattle, Inc. for broker services is based upon the following recital of facts:
1. The current professional services contract expires on March 1, 2010 and there is a mutual
desire to amend the Agreement to extend the term during which services are to be
performed by Willis of Seattle, Inc.
NOW THEREFORE, for and in consideration of the mutual agreement contained herein, the
parties do hereby agree:
1. The term of the Professional Services Agreement is extended to March 1, 2012.
2. The City of Bremerton shall pay Willis of Seattle, Inc. $25,000 per year, for the services
detailed in Exhibit A of the Professional Services Agreement and rendered during this
extension period.
3. Willis of Seattle shall maintain the business records required in Section VII of the
Professional Services Agreement for a minimum of seven (7) years subsequent to March
1, 2012.
4. All other terms of the Agreement as amended shall remain in full force and effect.
�IN WITNESS THEREOF, the parties hereto have executed this Amendment Number 2 as of
� the date and year first written above.
WILLIS OF SEATTLE, INC. CITY OF BREMERTON
By: PATTY LENT, Mayor
Its:
DATE: DATE:
ATTEST:
CAROL ETGEN, City Clerk
APPROVED AS TO FORM:
ROGER A. LUBOVICH, City Attorney
R:\Legal\Legal\Contracts\RISK\Willis of Seattle - amend.3.doc
._.. ,...
PROFESSIONAL SERVICES AGREEMENT
The City of Bremerton ("City") and Willis of Seattle, Inc. ("Broker"), referred to
collectively as the "PaRies," enter into the following Agreement for professional services:
I. Scope: Broker agrees to perform the services more specifically described in the Scope of
Work, including any addenda thereto as of the effective date of this Agreement, attached hereto
as Exhibit A, which is incorporated herein by this reference as if fully set forth. Broker further
represents that the services fiirnished under this Agreement will be performed in accordance with
generaUy accepted professional practices in effect at the time such services are performed.
II. Term: The City and Broker agree that work will begin on March 1, 2003, and continue
for a three year period unless ternunated earlier as provided in Section IX.
III. Compensation: In consideration of the services provided pursuant to this Agreement, the
City shall pay Broker $25,000 for each year that services are provided.
Any and all commissions received by Broker from insurance companies for business
placed on behalf of the City will be accounted for, disclosed to the City, and credited to City's
account within thirty (30) days of their receipt by Broker. Broker further agees to credit any
excess commissions to City within thirty (30) days of their receipt by Broker. The term
_ "commission" shall not mean contingent or volume bonuses shared by the insurance carriers or
wholesalers on Broker's overall book of business.
IV. Relationship of Parties: Broker is skilled in the matters addressed in the Scope of Work
and is perfomvng independent functions and responsibilities within its field of expertise. Broker
and its personnel are independent Brokers and not employees af the City. Broker and its
personnel have no authority to bind the City or to control the City's employees. None of the
benefits provided by the City to its employees, including, but not limited to, compensation,
insurance, and unemployment insurance are available from the City to the employees, agents,
representatives, or sub-contractors of the Broker. Broker will be solely and endrely responsible
for its acts and for the acts of Broker's agents, employees, and representatives during the
performance of this Agreement.
As an independent Broker, Broker is responsible for its own management. The City's
administration and enforcement of this Agreement shall not be deemed an exercise of managerial
control over Broker or its personnel.
As an independent contractor, Broker is responsible for payment of all taxes and
Iicensing fees necessary to perform its obligations under this Agreement. These taxes and fees
include but are not limited to State industrial insurance, B&O, State professional ticensing, and �
City business licensing. If any taxes or fees due the City have been declared delinyuent, the City
Bremerton/Witlis of Seattle, Inc.
Page 1 of 6
^. -.
may withhold the delinquent amount, plus any additional charges arising from the delinquency,
from any payments due Broker.
V. Indemnificatlon: Broker shall defend� indemnify and holc! the City, its officers, officials,
employees, agents and volunteers harmless from any and all claims, injuries, damages, losses or
suits, including all legal costs and attorney fees, arising out of or in connection with the Broker's
performance of this Agreement, except for that portion of the injuries and damages caused hy the
City's sole negligence.
The City's inspection or acceptance of any of Broker's work when completed shall not be
grounds to avoid any of these covenants of indemnification.
The provisions of this section shall survive the expiration or termination of this
Agreement.
VI. Insurance: Prior to and during the performance of the work covered by this Agreement,
Broker shall provide the Risk Manager for the City of Bremerton with evidence that it has
obta.ined and maintains in full farce and effect during the term of this Agreement, a policy of
professional liability insurance, and/or enors and omissions insurance, providing coverage of at
least $1,Q00,000 against professional liability or enors and omissions in connection with the
work to be performed by Broker under this Agreement. Risk Manager shall be provided thirty
(30) days' written notice of any cancellation of said professional liability insurance.
The City reserves its unqualified right to require at any time and for any reason, proof of
coverage in the form of a duplicate of the insurance policy with all endorsements as evidence of
coverage.
VII. General Conditions:
A. Reports and Information: Broker will maintain the usual written records customary
in the business of an iasurance broker to include, but not be limited to, records of policies,
premium audits, toss data and other pertinent correspondence wluch affects the coverage
hereunder. These records will be maintained for a minimum of seven (7) years subsequent to
February 1, 2006.
B. Entire A�reement: This Agreement and its Exhibits constitutes the entire agreement
between the Parties, and the Parties acknowledge that there are no other agreements, written or
oral, that have not been set forth in the text of this Agreement.
C. Severabilitv: Should any part of this Agreement be found void, the balance of the
Agreement shall remain in full force and effect.
D. Modification: This Agreement may only be modified by written instrument signed by
both Parties.
BremertoNWillis of Seattle, Inc.
Page 2 of 6
� ,.,
E. Written Notices: All communications regarding this Agreement sha11 be sent to the
par[ies at the addresses listed below, unless notified to the contrary. Any written notice
hereunder shall become effective upon the date of maiiing by registered or certified mail, and
shall be deemed sufficiently given if sent to the acfdressee at the address stated in this Agreement
or such other address as may be hereafter specifted in writing.
City Address Broker Address
Risk Manager Willis of Seattle, Inc.
City of Bremerton PO Box 34201
239 Fourth Street Seattle, WA 98124
Bremerton, WA 98337
F. Waiver: Failure to enforce any provision of this Agreement shall not be deemed a
waiver of that provision. Waiver of any right or power arising out of this Agreement shall not be
deemed waiver of any other right or power.
G. Non-Waiver of Breach: The failure of the City to insist upon strict performance of
any of the covenants and agreements contained herein, or to exercise any option herein conferred
in one or more instauces shall not be construed to be a waiver or relinquislunent of said
covenants, agreements or options, and the same shall be and remain in full force and effect.
H. Compliance with Laws: Broker shall comply with all applicable Federal, State, and
local laws in performing its obligations under this Agreement.
I. Choice of Law and Venue: This Agreement shall be interpreted according to the Iaws
of the State of Washington. Any judicial action to resolve disputes arising out of this Agreement
shall be brought in Kitsap County Superior Court.
J. Attornevs' Fees: In the event of litigation to enforce any of the terms or provisions
herein, each party shall pay all its own costs and attorney's fees.
VIII. Nondiscrimination: Broker shall not discriminate in employment or services to the
public on the basis of race. color, national origin, sex, religion, age, marital status, or disability,
except for employment actions based on bona fide occupational qualification.
IX. Termination: This Agreement may be temunated, at will, by either Party upon 30 days'
notice to the other Party. This Agreement may be immediately terminated for cause by a Party if
the other Party substantially fails to perform through no fault of the terminating Party, and the
non-performing Party does not commence correction of the failure of performance within five
days of the terminating Party's sending notice to the non-perfornning Party.
A. Ri ng, ts Upon Termination: In the event of termination, the City shall pay for all
services performed by the Broker to the effective date of termination, as described on a final
invoice submitted to the City. After termination, the City may take possession of all records and
data within the Broker's possession pertaining to this Agreement which may be used by the City �
Bremerton/Willis of Seattle, �nc.
Page 3 of 6
without restriction. Upon termination the City will be entitled to reports showing the status of all
items listed in the Scope of Wark through the termination date.
CITY OF B TON IS O S TTLE, C.
By: Cazy ozeman By; CN �!,_ £P�G'ST�a�(
its: Mayor its• CF..�
APPROVED AS TO FORM:
�?'
Roger A. Lubovich, City. Attomey ,
R:�LEGAL1Convacts\Wil1Is of Seattle.doc
Bremerton/Willis of Seattle, Inc.
Page 4 of 6 � .
..� ,,,,
EXHIBIT A
Scope of Work
Broker agrees to provide the City with the following services:
1. Develop and recommend to the City, insurance and other risk financing or loss funding
programs, contracts, techniques and methods whenever they will benefit the City.
2. Develop underwriting information, prepare specifications for marketing insurance
coverage, structure offerings to insurers and secure inswance desired, providing an
analysis of coverage scope, cost and services. Developing underwriting information is to
include an analysis of City's possible exposure to risks of loss. A copy of the
specifications shall be presented to the City.
3. When possible, design insurance policy wording to meet the specific needs and
requirements of the City.
4. Review each insurance policy, binder, certificate or other insuring document to see that
wording is complete and accurate and that covcrage is in compliance with specifications.
Deliver binders and insurance policies to the City as sooa as possible.
5. Monitor all insurance and other risk financing or loss funding arrangements to assure
their continuing adequacy in terms of cost and protection.
6. Structure insurance programs to eliminate gaps and overlaps in coverage and to provide
the limits or amounts of coverage requested by the City.
7. Service each policy issued to the City (i.e., process changes and endorsement).
8. Issue Certificates of Insurance as requested by City.
9. Maintain the usual written records customary in the business of an insurance brokerage
operation, as well as any ot�er records which the City may deem necessary to the proper
handling of and accounting for the insurance placed by the Broker.
10. Be available for consultation on a daily basis in carrying out the obligations set forth in �
this Agreement.
11. Verify the accuracy of each invoice. Broker shall make every reasonable effort to assure
that ali billings seat to the City are correct. Each invoice shall show:
a Insurer
b. Policy Number
c. Policy Period
d. Coverage Provided
12. As requested by the City, assist in the development af insurance and hold harmless
clauses for City contracts.
13. Assist the City as needed in compiling loss costs; in prepazing claims to adjusters; in
negotiating settlements; and in pursuing payment.
14. Provide answers to City on insurance coverage and risk management questions.
15. Obtain competitive insurance quotations from various insurers when feasible.
16. As requested, provide studies of alternative loss funding plans including, but not limited
to, captive feasibility, bonding feasibility, SIR/limits determination and retention level
studies, and loss frequency and severity projections.
1'7. Attend meetings with City as required.
18. Assist with and make recommendations on various risk management functions of City, as
requested.
Bremerton/Willis of Seattle, Inc.
Page 5 of 6
... ,,�
19. Provide City with semi-annual activity reports on the performance of the Broker function.
These reports shall detail the progress and status of all work required under this �
Agreement.
20. Provide early warning of pending rate, coverage or renewal problems, including
significant changes in the financial status of major insurers. Without limiting the
generality of the above-responsibility, Broker shall issue, at least ninety (90) days prior to
each insurance policy expiration or anniversazy, a written report stating anticipated
renewal terms and conditions, and stating any intentions or requirements to change
insurance coverage in any way. Broker shall further keep City infarmed on new or
changing markets, forms, products, laws, government regulations and any other
information that may affect the risk management function, as known or should be known
according to industry standards by Broker. Periodic reports will be given thereafter by
the Broker to keep the City's risk management office fully informed oa status of such
renewals or anniversary changes.
21. Act as liaison with insurance companies.
22. Provide annual updating of the City's insurabie value.
23. Assist City in the settlement of self-administered claims. This service may include the
monitoring of particularly severe claims by the Broker or its claims'service affiliates so
as to provide assistance to City's Risk Manager in negotiating settlements or establishing
a defense strategy.
24. Assist City in obtaining settlement from the insurance carrier for those losses which are
not self-administered.
25. In cvnsultation with the Risk Manager, Broker will develop specific loss prevention
r�commendations for City govemment and provide assistance to Risk Manager in
development of loss prevention seminars in selected areas.
26. Broker shall monitor the loss control services provided by the insurance carrier or service
company. Broker further will monitor all inspection reports. -
27. Assist the City with environmental loss control services by reviewing projects and
programs and making recommendations for proper respiratory, medical, air monitoring,
substance removal, recordkeeping, and training requirements. Provide project site audits
as necessary.
Bremerton/Willis of Seattle, Inc.
Page 6 of 6
AMENDMENT TO PROFESSIONAL SERVICES AGREEMENT
BETWEEN CITY OF BREMERTON AND WILLIS OF SEATTLE, INC.
THIS AMENDMENT #l, entered into as of the�+�it,day of October, 2005, to the certain
Professional Services Agreement commencing March 1, 2003, between the City of Bremerton
� and Willis of Seattle, Inc. for broker services is based upon the following recital of facts:
1. There is a mutual desire to amend the Agreement to extend the term during which
services are to be performed by Willis of Seattle, Inc.
NOW THEREFORE, for and in consideration of the mutual agreement contained herein, the
parties do hereby agree:
1. The Agreement is extended from March 1, 2006 to March l, 2008.
2. The City of Bremerton shall pay Willis of Seattle, Inc. $25,000 per year, for the services
detailed in Exhibit A of the Professional Services Agreement and rendered during this
extension period.
3. Willis of Seattle shall maintain the business records required in Section VII of the
Professional Services Agreement for a minimum of seven (7) years subsequent to March
1, 2008.
4. All other terms of the Agreement as amended shall remain in full force and effect.
IN WITNESS THEREOF, the parties hereto have executed this Amendment #1 as of the date
and year first written above. �
WILLIS OF SEATTLE, INC. CITY OF BREMER N
r
By: CARY BO , Mayor
�ts: � � �-
DATE: ��`� �5 DATE: IC�� a� �- O S
ATTES :
ULA JO STON, City Clerk
AP TO FORM:
ROG�R A. LUBOVICH, City Attorne
R:\LEGAL\Contracts\Willis of Seattle - amend.l.doc
AMENDMENT TO PROI+ESSIONAL SERVICES AGREENIEN'T
BETWEEN CITY UF' BREMERTON AND WILLIS OF SEATTLE, INC.
.
THIS AMENDMENT #2 , entered into as of the day of October, 2007, to the certain Prafessional
Services Agreement commencing March l, 2003, between the City of Bremerton and Willis of Seattle, Cne. for
broker services is based upon the following recital of facts:
1. There is a mutual desire to amend the Agreement to extend the term during which services are to be
performed by Willis of Seattle, Inc.
NOW THEREFORE for and in consideration of the mutuat agreement contained herein, the parties do
hereby agree:
1. The Abreement is extended from March 1, 2008 to March 1, 2010
2. The City of Bremerton shall pay Willis of Seattle, Inc. $25,000 per year, for the services detailed
in Exhibit A of the Professional Services Agreement and rendered during this extension period.
3. Willis of Seattle shall maintain the business records required in Section VII af the Professional
Services Agreement for a minimum of seven (7) years subsequent to March l, 20I0.
4. All other teims of the Agreement as amended shall remain in futl force and effect.
IN WITNE5S THEREOF, the parties hereta have executed this Amendment #2 as of the date and
year first written abQve.
WILLIS F TTLE, INC. CIT REIVI
Ct�.e .
By: �/' ,� CARY B MAN, MAYOR
Its: G � �,I�C.
y/��/v �
DATE: �� v " "� DATE:
ATTEST:
City Clerk
APP S TO F RM:
/ f p�
R R UBOVICH, City Attoi�ney
DATE SUBMIT"1'ED: March 24, 2009 �
AGENDA BILL
CITY OF BREMERTON
CITY COUNCIL
. .......................................................................................
SUBJECT: Permission to purchase Committee Meeting Date: February 10, 2010
additional banner arms for the artistic banner COUNCIL MEETING Date: February 17, 2010
project funded by the 1% for Arts program. Department: DCD
Presenter: Andrea Spencer
� Phone: 473-5283
SUMMARY: In 2009, the Bremerton Arts Commission completed a banner project featuring work
of local artists. Because of the low production cost, the Commission was able to purchase more
banners than were originally estimated which exceeds the number of available street light poles with
integrated banner arms. The Arts Commission is seeking permission to purchase additional banner
arms to be used on street light poles without integrated banner arms to bring art to other areas of the
city with the first priority given to Callow Avenue and Evergreen Park. .
ATTACHMENTS: None
FISCAL IMPACTS (Include Budgeted Amount): Current available Arts Commission funds is
$53,901.00; purchase of banner arms plus applicable tax and shipping not to exceed $2,000.00
APPROVALS:
DEPARTMENT DIRECTOR:
CITY ATTORNEY:
FINANCE DIRECTOR:
MAYOR:
COMMITTEE CHAIR
COUNCIL PRESIDENT: CONSENT AGENDA �(
.�
GENERAL BUSINESS �
PUBLIC HEARING ❑
RECOMMENDED MOTION: Move to approve the purchase of additional banner arms and
authorize the Mayor to finalize and execute the agreement with substantially the same terms and
conditions as presented.
COUNCIL ACTION: ❑ Approve ❑ Deny ❑ Table ❑ Continue ❑ No Action
Street Pole Banner, Light pole banners and materials from Displaystar Page 1 of 2
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DATE SUBMITTED: February 3, 2010
�
AGENDA BILL
CITY OF BREMERTON
CITY COUNCIL
.......................................................................................�
SUBJECT: Acceptance of Grant Funding Committee Meeting Date: February 10, 2010
from the Recreation and Conservation Office COt1NCIL MEETING Date: February 17, 2010
Department: PW&U Engineering
Presenter: Michael Mecham
Phone: 473-5288
SUMMARY: In 2008, the City applied for a Local Parks Grant from the Washington Wildlife and
Recreation Program grant which is administered by the Washington State Recreation and
Conservation Office to help fund the Evergreen Park Expansion and Shoreline Restoration Project.
The City ranked first of 76 applications submitted statewide, and has been offered a$500,000 grant.
The requested action before the City Council is approval of Grant Funding from the Recreation and
Conservation Office for the Evergreen Pazk Expansion and Shoreline Restoration project.
ATTACHMENTS: 1. Council Summary; 2. Grant Agreement
FISCAL IMPACTS (Include Budgeted Amount): The budgeted amount for the Evergreen Park
Redevelopment Project is $2,385,000. The WWRP-LP Grant provides partial funding for the project.
APPROVALS: � /�
DEPARTMENT DIRECTOR: `�
CITY ATTORNEY:
FINANCE DIRECTOR: �
MAYOR: �
COMMITTEE CHAIR �
COUNCIL PRESIDENT: ' CONSENT AGENDA �
GENERAL BUSINESS ❑
PUBLIC HEARING ❑
RECOMMENDED MOTION: Move to approve Crrant Funding from the Recreation and
Conservation Office and authorize the Mayor to finalize and execute the agreement with substantially
the same terms and conditions as presented.
COUNCIL ACTION: ❑ Approve ❑ Deny ❑ Table ❑ Continue ❑ No Action
COUNCIL SUMMARY
1NWRP- LOCAL PARKS GRANT APPROVAL
SUMMARY
The Washington Wildlife and Recreation Program (WWRP) grant program was
established in 1990 to provide money for the acquisition and development of local and
state parks, water access sites, trails, critical wildlife habitat, natural areas, and urban
wildlife habitat. This program is managed by the Recreation and Conservation Office
(RCO), which uses revenue from general obligation bonds to fund the program. The
WWRP has several funds and accounts that fund various types of projects. The Local
Parks category provides funding for upland and water oriented projects with a primary
focus on upland recreation elements.
Staff submitted an application in April, 2008 for a$500,000 grant to provide partial
funding for the Evergreen Park Expansion and Shoreline Restoration Project. We were
notified in the summer that a total of 76 applications were submitted, and that our
application ranked Number 1. Details regarding the funding and project costs are
outlined below:
FUNDING
WWRP-LP
Type of Fund: Grant
Required Match: 100% minimum match required (dollar for dollar.)
Use of Funds: Design (20% max) and Construction.
2010 Budget $2,385,000
Sources of Funds:
• VWNRP-Local Parks Grant $500,000
• ALEA Grant $500,000
• More Fish Partnership Grant $50,000
• NOAA Shoreline Restoration Grant $110,000
• Ecology Remedial Action Grant $108,500
• Wastewater Fund (CE3 Upgrade) $60,000
• Parks Bond $1,056,500
�
DATE SUBMITTED: February 3, 2010 ��
AGENDA BILL
� CITY OF BREMERTON
CITY COUNCIL
.......................................................................................� �
SUBJECT: Award Contract for Evergreen Committee Meeting Date: February 10, 2010
Park Expansion Soil Preload to COiJNCIL MEETING Date: February 17, 2010
�� U i'YL►7YYl(� (1 i�� ' D(1 Department: PW&U
Presenter: Michael Mecham
Phone: 473-5288
SUMMARY: Sealed bids for construction of the project titled "Evergreen Park Expansion Soil
Preload" were opened on � �(? �. The Engineer's Estimate for this project was $136,756.00.
� bids were received for this pro ect. uvYt � u' was the lowest responsive,
responsible bidder with a bid of � 161 (including estimated sales tax).
ATTACHMENTS: 1. Council Summary; 2. Agreement; and 3. Bid Tabulation
FISCAL IMPACTS (Include Budgeted Amount): Construction of this project is funded by a
combination of an ALEA grant and a WWRP Local Pazks grant. This project is part of the Evergreen
Park Redevelopment. The budgeted amount for the total redevelopment project is identified in the
2010 Budget as $2.2M.
APPROVALS:
DEPARTMENT DIRECTOR: � �? �����/�
CITY ATTORNEY: ,
FINANCE DIRECTOR: r
MAYOR:
COMMITTEE CHAIR
COUNCIL PRESIDENT: � • CONSENT AGENDA
GENERAL BUSINESS ❑
PUBLIC HEARING ❑
RECOMMENDED MOTION: Move to ward a contract in the amount of $ �(� � 0
(including sales tax) with � t' C`�' � for construction o the project titled
"Evergreen Park Expansion Pre- oad" and authorize the Mayor to finalize and execute the agreement
with substantially the same terms and conditions as presented.
COUNCIL ACTION: ❑ Approve ❑ Deny ❑ Table ❑ Continue ❑ No Action
Evergreen Park Expansion Soil Preload
Contract Summarv
This purpose of this project is to accelerate consolidation of the soils at the site of the
future Evergreen Park Expansion project (former Chevron property). The Chevron
Property Remediation project resulted in soils that are extremely soft and unsuitable as a
foundation for the future park. This project will stockpile beach gravel on top of the
disturbed areas in heights from 4 to 8 feet to compress and consolidate the soils. The
beach gravel will be incorporated into the beach restoration part of the future Evergreen
Park Expansion project.
�1,tmDYwaYI �vh5�' was the low bidder in the amount of $IDI .bl (including
sales tax). There were other bidders. The construetion will be completed within 20
working days of Notice to Proceed. The estimated completion date is mid March, 2010.
Fiscal Summarv
This project is funded by a combination of an ALEA grant and a WWRP Local Parks
grant. The project is part of the Evergreen Park Redevelopment, which has a 2010
budget of $2.2M. The Engineer's Estimate for this work is $136,756. The remaining
budget will be used for the park construction which will be advertized in May, 2010.
Cip• n/'l3remerton
Evergreen Park F..rpuns�on
Febnrary ?0/ 0
� D
�
� CONTRACT
� THIS AGREEMENT is dated the day of in the year 20
by and between City of Bremerton {hereinafter cailed CITY) and
� (hereinafter called CONTRACTOR).
� CITY and CONTRACTOR, in consideration of the mutual covenants hereinafter set forth, agree as
follows:
� ARTICLE 1. WORK.
CONTRACTOR shall complete the WORK as specified o� indicated in the CITY's Contract
Documents entitled Evergreen Partc Expansion Soil Preload.
� ARTICLE 2. CONTRACT TIMES.
The WORK shall be completed within 20 working days from the commencement date stated in the
Notice to Proceed. Time is of the essence as to each and every deadline set forth in this
� agreement. This provision has been specifically negotiated.
,
ARTICLE 3. LIQUIDATED DAMAGES.
� CITY and the CONTRACTOR recognize that time is of the essence of this Agreement and that the
CITY will suffer financial loss if the WORK is not completed within the time specified in Article 2
herein, plus any extensions thereof allowed in accordance with Section 1-08.8 of the Standard
� Specifications which may be modified by the Special Provisions. They also recognize the delays,
expense, and difficulties involved in proving in a legal proceeding the actual loss suffered by the
CITY if the WORK is not completed on time. Accordingly, instead of requiring any such proof, the
CONTRACTOR shall pay the CITY liquidated damages for each day that expires after the time
� � specified in Article 2 herein and Special Provision 1-08.5 for Substantial Completion and Final
Completion of the WORK in accordance with SecGon 1-08.9 of the Standard Speafications as may
be modified by the Special Provisions.
� ARTICLE 4. CONTRACT PRICE.
CITY shall pay CONTRACTOR for completion of the WORK in accordance with the Contract
� Documents in the amount set forth in the Bid Proposal, which shall include sales tax as provided in
Section 1-07.2(1) of the Special Provisions.
' ARTICLE 5. PAYMENT PROCEDURES.
CONTRACTOR shall submit Applications for Payment in accordance with Section 1-09.9 of the
' Standard Specifications which may be modified by the Special Provisions.. Appiications for
Payment will be processed by ENGINEER as provided in the Special Provisions
�
Contractor Initials
� °
�
!
City of Bremerton EVERGREEN PARK EXPANSION SOIL PRELOAO
Department of Public Works and Utilities Projecl No. 5201
' �_21 January 14, 2U10
(1 D
v
ARTICLE 6. CONTRACT DOCUMENTS.
The Contract Documents the cons st of this Contract9pagesnContract 1 to Cont act-7�,
CONTRACTOR conceming '
inclusive) and the following attachments to this Contract:
o Notice Inviting Bids, �
,,
o Bidders Checklist,
o Bid Proposaf including the Proposal Forms, Information Required of Bidder, Bid Bond, an
%Y '
all required certificates and affidavits,
o Performance Bond,
o Payment Bond,
o Standard Specifications,
� o Special Provisions,
o Contract Plans,
o Addenda numbers to , inclusive.
o Change Orders which may be delivered or issued after Effective Date of the Agreement
and are not attached hereto. �
There are no Contract � e ded b Change as prov ded in Section 1-04.4 of the Standa d .
Documents may only be am Y
Specifications which may be modified by the Special Provisions.
. �
ARTICLE 7. INDEMNIFICATION.
The CONTRACTOR and CITY acknowledge and agree that they have negotiated the following in
accordance with the requirements of RCW 4.24.115 and the CONTRACTOR specifically waives �
his immunity under industrial �n ntractor shall indemnify and ho t e of
Laws and Regulations, the Co
Bremerton and its appointed and elected officials and employees, from and against all loss, �
damage or injury of any kind or character, including attomey fees and costs, sustained by any
person or property and arising out of or in consequence of the performance of this agreement
whether due to the negligence, acts or omissions of the Contractor, the City of Bremerton, its
appointed or elected officiats or employees, except to the ex�hetCiatof Bremerton, its appointed or �
judicially found to be occasioned by the sole negligence of ty
elected officials or employees. �
Contractor Initials '
�
�
EVERGREEN PARK EXPANSION SOIL PRELOAD
City of Bremerton Pro�ect No. 5201 �
Oopartment oi Public Works and Utilities I 2z January 14. 2010
O°
ARTICLE 8. ASSIGNMENT
No assignment by a party hereto of any rights under or interests in the Contract Documents wiil be
binding on another party hereto without the written consent of the party sought to be bound; and
specifically but without fimitation monies that may become due and monies that are due may not
be assigned without such consent (except to the extent that the effect of this restriction may be
limited by law), and unless specifically stated to the contrary in any written consent to an
assignment, no assignment will release or discharge the assignor from any dury or responsibility
under the Contract Documents. The CITY, in its sole discretion, may refuse to atlow the
CONTRACTOR to assign any or all of its duties, rights and/or responsibilities under the
Agreement, except with regards to an assignment of funds for security purposes. In the case of
� an assignment for security purposes the CITY may condition its approval to the extent it deems
necessary to assure that there will be adequate funds to complete the WORK and to pay a
� subcontractors and suppliers.
ARTICLE 9. INSURANCE
� CONTRACTOR shall procure and maintain insurance in accordance with Section 1.03-8 of the
Special Provisions.
� ARTICLE 10. DISPUTES AND CLAIMS
CONTRACTOR shalt follow the dispute notification and resolution procedures in Section 1-09.11
of the Standard Specifications as modified by the Special Provisions. Claims shall be filed in
� accordance with Section 1-09.11(2) of the Standard Specifications as modified by the Special
Provisions. Claims resolution shall be in accordance with Section 1-09.13 of the Standard
Specifications as modified by the Special Provisions.
� ARTICLE 11. TERMINATION
Termination procedures shall be in accordance with Section 1-08.10 of the Standard
Specifications.
� CITY and CONTRACTOR each binds itself, its partners, successors, assigns and legal
representatives to the other party hereto, its partners, successors, assigns and legal
� representatives in respect of all covenants, agreements and obligations contained in the Contract
Documents.
� Contractor Initials
�
�
� .
�
�
Ciry of Bremerton EVERGREEN PARK EXPANSION SOIL PRELOAD
Department of Public Works and Utilities Pro�ect No. 5201
� �-23 January 14, 2010
. � D
�
IN WITNESS WHEREOF, CITY and CONTRACTOR have caused this Agreement to be executed �
the day and year first above written.
CITY : Citv of Bremerton CONTRACTOR �
By By I
[CORPORATE SEAL]
Attest Attest
I
Address for giving notices Address for giving notices
License No. I
Approved as to Form: I
Agent for service of process: I
(Signature)
(Title) I
I
(
I
I
City of BremQrton EVERGREEN PARK EXPANSION SOIL PRELOAD
Department oi Publ�c Works and Utdities Pro�ect No 5201
1-24 January 14, 2010
CITY OF BREMERTON
BID TABULATION
BID Evergreen Park Expansion Soil OPENED Carol Etgen
TITLE: Preload Bid O enin BY:
DATE February 8, 2010 TIME 11:00 AM RECORDED grad Ginn
OPENED: OPENED: BY:
NAME OF BIDDER BOND BID SALES TOTAL
TAX
;i ��sd �.��- u� ✓ � ���� ��'�. 6 9
�J� w, � �� � -�. ✓ � v ( b , o ►
I�er�-I,��� C�� -� ✓ � l �8 lb�
�ku� Pu lw.w- C�•yf . ✓ � 12 �l �`'33 = � o.
SC I I K1izs� � V �,2G , �9/, 6 S
Sc�Jr� �xcuvu�►:>v� ✓ � D}� �l9. Y6
(�o - Cfl� E„�' n..�-� ✓� � 13> oy9. s3
(�V �1S5ocfu�s ✓ � ( U5 �192 . F�
LMH G,�s¢����,b,., � � 1�3 S�3-o(
PC r� Cxcu�u+,u ✓ o�2r z l
N 1=u lic ✓ � 1 6 6Y 3
L�� � �,..`e /n� � 12�! (35.��/
UR ��I,�,����. �/ � l�l �yd. �b
SUMMARY
APPARENT LOW BIDDER d Engineer's Estimate:
��, c ��f ����655.oi l3G �S"6
SECOND LOW BIDDER
LM+�� (�n.s�vc �,�...� U3 S � �o �
THIRD LOW BIDDER
Rv Rsso�;��s ��o>,`�'yZ-9s
DATE SUBMITTED: February 3, 2010 ��
AGENDA BILL
CITY OF BREMERTON
CITY COUNCIL
.......................................................................................�
SUBJECT: Award Contract for Pacific Committee Meeting Date: February 10, 2010
Avenue Improvements — Burwell to 5�` Street COLJNCIL MEETING Date: February 17, 2010
Construction Contract to Titan Earthwork. Department: PW&U
' Presenter: Michael Mecham
Phone: 473-5288
SUMMARY: Sealed bids for construction of the project titled "Pacific Avenue Improvements" were
opened on January 28, 2010. The Engineer's Contract Estimate for this project was $525,000. 5 bids
were received for this project. Titan Earthwork was the lowest responsive, responsible bidder with a
bid of 435,000 (including estimated sales tax).
ATTACHMENTS: 1. Council Summary; 2. Agreement; and 3. Bid Tabulation
FISCAL IMPACTS (Include Budgeted Amount): Constxuction of this project is funded by Arterial
Street Fund. This project is identified in the 2010 Budget. The total project cost is estimated at
$890,000.
APPROVALS: A /�
DEPARTMENT DIRECTOR: �� ��
CITY ATTORNEY:
FINANCE DIRECTOR:
MAYOR:
.
COMMITTEE CHAIR �
COUNCIL PRESIDENT: — � CONSENT AGENDA [�f
GENERAL BUSINESS ❑
PUBLIC HEARING ❑
RECOMMENDED MOTION: Move to award a contract in the amount of $435,000 (including
sales tax) with Titan Earthwork for construction of the project titled "Pacific Avenue Improvements —
Burwell to 5�' Street" and authorize the Mayor to finalize and execute the agreement with substantially
the same terms and conditions as presented.
COUNCIL ACTION: ❑ Approve ❑ Deny ❑ Table ❑ Continue ❑ No Action
Pacific Avenue Improvements
Council Summary
ContraCt Summarv
This contract provides for the improvement of Pacific Avenue between 5 Street
and Burwell Street with the reconstruction of the cement concrete sidewalk, curb,
and gutter on both sides of the street, the construction of tree wells and planter
strips complete with irrigation, the installation of red brick pavers in the sidewalk
area, the construction of red brick crosswalks, the installation of new streetlights
including the service cabinet, electrical lines, and junction boxes, and the
installation of trees, all in accordance with the attached Contract Plans, the Contract
Special Provisions, and the Standard Specifications.
Fiscal Summarv
Construction of this project is funded by Arterial Street Fund. The budgeted
amount for this project identified in the 2010 Budget is $900,000. The total
project cost is estimated at $890,000.
Cin� of Bremerlon
Pac��c Avenr�e lmprovemenls
Fehr��ury ?0/0
. D
CONTRACT
CITY OF BREMERTON, KITSAP COUNTY, WASHIl�tGTON
'CI-�S AGREEMENT, made and entered into this day of , 20
between the City of Bremerton under and by virtue of Title 35 RCW (cities) as amended, and
hereinafter called the Contractor.
WITNESSETH:
That in consideration of the terms and conditions contained herein and attached and made
� a part of this agreement, the parties hereto covenant and agree as follows:
I. The Contractor shall do all work and fumish all tools, materials and equipment for the
Paci� Avenne Imprnvements, in accordance with and as described in the attached Plans arid
Spec�cations, and t�►e 2008 Standard Specifications of the Washington State Deparhnent of
Transportation which are by this reference incorporated herein and made part hereof and shall
perform any changes in the work in accord with the Contract Documents.
The Contractor shall provide and bear the expense of all equipment, work, and labor, of any sort
whatsoever that may be required for t6e transfer of materials and for constructing and completing
the work provided for in these Co�act Documents except those items mentioned therein to be
furnished by the City of Bremerton.
II. The City of Bremerton hereby contracts with Contractor and Contractor hereby agrees
to provide the materials attd to do and cause to be done the above descnbed work and to complete
and finish the same in accord with the attached Plans and Specifications and the terms and
conditions herein contained and hereby Contracts to pay for the same according to the attached
specifications and the schedule of unit or itemized prices at the time and in the manner and apon
the conditions provided for in this Contract.
III. The Contractor is aad shall be at all times acting as an independent contractor and
not as an employee of the City. The Contractor shall secure at its expense, and shall be
responsible for all paymems of income tax, social secwity, state industrial insurauce
compensarion, unemptoyment compensation, and all other payroll deductions for the Contractor,
officer, agents, employees and sub-contractors. The Contractor shall also secure all applicable
business licenses, if required, in connection with the contract services, including all required
licenses for Contractor's officers, agents, employees and subcontractors.
N. The Contractor for himself/herself, attd for his/her heirs, executors, administrators,
successors, assigns, does hereby agree to the full performance of all the covenants herein
contained upon the part of the Contractor. �
V. It is further provided that no liability shall attach to the City of Bremerton by reason
of cntering into this Contract, except as provided herein.
City ojBremer[on
Paciftc Avenue Improvemenls LD-12 Uecember 2009
. �
V
- VI. INDEMMF'ICATTON. Contractor shall defend, indemnify and hold the City, its
officers, officials, employees, agents and volunteers harmless from any and all claims, injuries,
damages, losses or suits including all legal cost and attorney fees, arising out of or in connection
, with the performance of this agreement, except for injuries and damages solely caused by the
City's negligence.
The City's inspection or acceptance of any of Contractor's work when completed shall not be
grounds to avoid any of these covenants of indemnification.
Should a court of competent jurisdiction determine that this agreement is subject to RCW
4.24.1 I5, then, in the event of liability for damages arising out of bodily injury.to persons or
damages to property caused by or resulting from the concurrent negligence of the Contractor
and the City, its o�cials, employees, agents and volunteers, the Contractor's liability
hereunder shall be only to the extent of the Contractor's negligence.
IT IS FURTHER SPECIFICALLY AND EXPRESSLY UNDERSTOOD THAT THIS
INDEMN�ICATION CONSiTUTES THE CONTRACTOR'S WAIVER OF BN�I�IIJNITy
L7NDER INDUSTRIAL INSURANCE TITLE 51 RCW, SOLELY FOR TF� PURPOSE OF
THIS INDEMNIFICATION. THE pqRT1ES ACKNOWLEDGE THAT'THEY HAVE
MUTUALLY NEGOTIATED THIS WANER
The provisions of this section shall survive the expiration of termination of this agreement.
� IN WITNESS WI the Contractor has executed this instnunent, on the day and year first
below writte» and the Local Agency Approving Autfiority has caused this instnimerrt to be executed
� by and in the name of said City of Bremerton the day and yeaz first above written.
Executed by the Contractor this �y og 20
�
�
� Gontractor
� Executed by the Local Agency this day of 20
�
� City of Bremerton Approving Authority
(SEAL) ,
� City of Bremerton Attorney
�
� Ciry of Bremerton
Paciftc Avenue Irnprovements LD-13 December 2009
�
CITY OF BREMERTON
BID TABULATION
BID Pacific Avenue Improvements: 5th OPENED
, TITLE: Street — Burwell Street BY: ��r'::�1 ��`�
DATE January 28, 2010 TIME 11:00 AM RECORDED
OPENED: OPENED: BY: L� � ,�
NAME OF BIDDER BOND BID SALES TOTAL
TAX
I � / Y � ' — C�% E.% li' '--� J- �> ..� . . ) ..--�
�.r a � , ✓ 3.� - •----_ �3
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� J .h
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SUMMARY °
APPARENT LOW BIDDER Engineer's Estimate:
""' L.� J Z - �,�'�.� �
SECOND LOW BIDDER
� a,� I � •.
THIRD LOW BIDDER
�''' Cf^Gti �XGs .
[)A'rF, SUFiMIT"CED: February 10, 2010
AGENDA BILL
CITY OF BREMERTON
CITY COUNCIL
.......................................................................................�
SUBJECT: Resolution No. 3110 supporting Committee Meeting Date: February 10, 2010
the Frances Haddon Morgan Center and COIINCIL MEETING Date: Febn�ary 17, 2010
asking the State of Washington to continue Department: Executive
providing the necessary funding to operate Presenter: Mayor Lent
the Frances Haddon Morgan Center Phone: 5266
SUMMARY: The Frances Haddon Morgan Center (FHMC) has been providing necessary services
in the City of Bremerton to severely disabled children and adults and their families since 1972.
FHMC is an integral part of the Bremerton Community and has participated in and supported many
local community activities and events. Governor Gregoire has proposed to eliminate funding for
FHMC. A loss of funding for FHMC would not only impact some of the City of Bremerton's most
vulnerable residents, but their caretakers as well.
ATTACHMENTS: Resolution No. 3110
FISCAL IMPACTS (Include Budgeted Amount): No Impact on City Budgets
APPROVALS:
DEPARTMENT DIRECTOR:
� �----
CITY ATTORNEY: �~M-`
FINANCE DIRECTOR:
MAYOR: �
COMMITTEE CHAIR
COUNCIL PRESIDENT: � ' CONSENT AGENDA ❑
GENERAL BUSINESS ❑
PUBLIC HEARING ❑
RECOMMENDED MOTION:_Move to adopt Resolution No. 3110 in support of the Frances
Haddon Morgan Center and ask_ �; the State of Washington to renew the existing funding necessary
for the Frances Haddon Morgan Center to continue providing its essential services.
COUNCIL ACTION: ❑ Approve ❑ Deny ❑ Table ❑ Continue ❑ No Action
' RESOLUTION NO. 3110
A RESOLUTION of the City Council of the City of
Bremerton, Washington, supporting the Frances Haddon Morgan
Center and asking the State of Washington to continue providing
the necessary funding to operate the Frances Haddon Morgan
Center.
WHEREAS, the Frances Haddon Morgan Center (FHMC) has been providing
necessary services in the City of Bremerton to severely disabled children and adults and their
families since 1972; and
WHEREAS, FHMC's services provide a safe and stable environxnent for the
people FHMC assists; and
WHEREAS, FHMC is an integral part of the Bremerton Community and has
participated in and supported many local community activities and events; and
WHEREAS, Governor Gregoire has proposed to eliminate funding for FHMC;
and
WHEREAS, a loss of funding for FHMC would severely impact some of the City
of Bremerton's most wlnerable residents; and
WHEREAS, Because FHMC currently employs about 150 people, a loss of
funding would negatively impact the local economy as well; NOW THEREFORE,
THE CITY COUNCIL OF THE CITY OF BREMERTON, WASHINGTON,
DOES HEREBY RESOLVE AS FOLLOWS:
The City Council of the City of Bremerton hereby supports the Frances Haddon
Morgan Center and asks the State of Washington to renew the existing funding necessary for the
Frances Haddon Morgan Center to continue providing its essential services.
PASSED by the City Council of the City of Bremerton, Washington this
day of , 2010.
1vICK WOFFORD, Council President
APPROVED AS TO FORM: ATTEST:
ROGER A. LUBOVICH, City Attorney CAROL ETGEN, City Clerk
R:�Legal�Legal�Resolurions\City CounciAFrances Haddon Morgan Center.doc
1
Frances Haddon Morgan Center
DATE SUBMITTED: February 5, 2010
AGENDA BILL
CITY OF BREMERTON
CITY COUNCIL
.......................................................................................,
SUBJECT: Interlocal (ILA) Agreement Committee Meeting Date: 02/10/2010
between the Cities of Bremerton, Poulsbo, COLJNCLL MEETING Date: 02/17/2010
Bainbridge Island and the Port of Bremerton, Department: PW&U
for Resource Conservation Management Presenter: Phil Williams
(RCM) Services. Phone: 473.5315
SUMMARY: This is an Interlocal (ILA) agreement between the Cities of Bremerton, Poulsbo,
Bainbridge Island & the Port of Bremerton, so that they may work as partners to pursue a two-yeaz
Resource Conservation Management (RCM) Grant, from the Washington State Department of ,
Commerce. If the partners aze successful in receiving this Grant, it will be utilized to start a Resource
Conservation Management (RC1Vn Program, to serve all parties.
ATTACHMENTS: Interlocal Agreement, RCM Calculation Worksheet.
FISCAL IMPACTS (Include Budgeted Amount): 2010 -$17,400; 2011 -$33,600
APPROVALS: v � / /
DEPARTMENT DIRECTOR: �
CITY ATTORNEY:
FINANCE DIRECTOR:
MAYOR:
^ ��%(/ 1 ,
COMMITTEE CHAIR
COUNCIL PRESIDENT: CONSENT AGENDA ❑
GENERAL BUSINESS,�
PUBLIC HEARING ❑
RECOMMENDED MOTION:
Move to approve the Interlocal (ILA) Agreement between the Cities of Bremerton, Poulsbo,
Bainbridge Island and the Port of Bremerton, for Resource Conservation Management Services and
authorize the Mayor to finalize and execute the agreement with substantially the same terms and
conditions as presented.
COUNCIL ACTION: ❑ Approve ❑ Deny ❑ Table ❑ Continue ❑ No Action
INTERLOCAL AGREEMENT BETWEEN THE CITIES OF BREMERTON,
POULSBO AND BAINBRIDGE ISLAND AND THE PORT OF
BREMERTON FOR RESOURCE CONSERVATION MANAGEMENT
SERVICES
This Interlocal Agreement is made and entered into this day of , 2010, by and
between the City of Bremerton, Washington, a municipal corporation (hereinafter referred to as
"Bremerton"), the City of Poulsbo, Washington, a municipal corporation (hereinafter referred to as
"Poulsbo"), the City of Bainbridge Island, Washington, a municipal corparation (hereinafter referred to
as the "Bainbridge Island"), and the Port of Bremerton, a port district in the State of Washington
(hereinafter referred to as "The Port") (hereinafter collectively referred to as "the Parties").
WHEREAS, the Parties are working as partners to pursue a two-year Resource Conservation
Management Grant ("Grant") from the Washington State Department of Commerce, which, if
received, will be used to start a Resource Conservation Management Program ("Program") to serve all
the Parties; and
WHEREAS, the Parties may elect to participate in a Resource Conservation Manager services
agreement with Puget Sound Energy, as set forth and under the terms and conditions of an Energy
Conservation Grant for Resource Conservation Manager Services; and �
WHEREAS, the Program would study and address how each Party could use utility resources,
including water, sewer, electricity, oil, and natural gas, more efficiently; and
WHEREAS, Washington State University Extension Energy Program will provide program and
technical support to assist with the shared Program; and
WHEREAS, Bremerton is willing to take the lead in providing administrative oversight of the
Program on behalf of all the Parties, and to become the "organization of record" pursuant to the Grant
requirements; and
WHEREAS, this interlocal agreement is entered into for the mutual benefit of the Parties and is
specifically authorized by the Interlocal Cooperation Act set forth in Chapter 39.34 of the
Revised Code of Washington.
Now, therefore, for and in consideration of the services to be rendered, resources to be shared,
and the payments to be made, the parties hereby recite, covenant and agree as follows:
1. Resource Conservation Manager Position & Work Plan. If the Grant is received, a
Resource Conservation Manager (RCM) will be contracted or hired as a full-time equivalent
(FTE) to provide RCM services to the Parties. Prior to advertising for a contractor, the Parties
shall meet to prepare a Work Plan for the RCM.
At the minimum, the Work Plan shall address, and the RCM is expected to implement,
the following:
INTERLOCAL AGREEMENT —RCM SERVICES
Page -1 -
• Energy Accounting (utilizing software provided under the Grant)
• Basic utility efficiency and resource management action plan for facilities
• Review of resource use and potential actions
• Implementation of low-cost/no-cost measures and activities, and measurement of
results
• Assisting the Parties in securing additional grant funding and assisting in finding
rebate programs that support relevant energy efficiency projects.
• Participating in technical and software training
• Reporting of results to all Parties' administrations
• Reporting of results and successes to Commerce and the WSU Extension Energy
Program
2. Selection of RCM. Bremerton will take the lead in contracting with or hiring the individual or
firm selected to do the work on behalf of the Parties. If the Parties elect to retain a contractor,
Bremerton will assemble and advertise a Request for Proposals, with the assistance of WSU.
Parties will be advised of interview times and invited to attend interviews conducted pursuant
to the RFP, and may provide opinions to Bremerton as to the most qualified contractor.
3. Compensation. Bremerton will make payments due to the contractor under the RCM contract,
or shall pay the FTE's salary if an employee is hired, and shall prepare billing statements for
distribution to the Parties. For amounts in excess of what any Grant funds cover, Poulsbo,
Bainbridge Island and The Port shall reimburse Bremerton in proportion to the amount of time
the RCM spent focusing on that Party's needs. The reimbursement schedule will be established
consistent with payment terms set forth in the contract with the RCM.
4. Allocation of RCM time. The RCM shall allocate his or her time according to the amount
each Party expends on utilities from all sources (water, sewer, electricity, oil, and natural gas,
etc.) in relation to the other Parties. For example, if Bremerton expends 60% of the sum total
of utility expenses of the four Parties combined, the RCM will spend 60% of his/her time
performing RCM services on behalf of Bremerton consistent with the duties outlined in the
RCM contract. The Parties have agreed to initial proportions rounded to 10 percent increments:
Bremerton, 60 percent; Bainbridge Island, 20 percent; Poulsbo, 10 percent; and The Port of
Bremerton, 10 percent.
The proportions will hold for 12 months, and will be reevaluated annually thereafter as long as
the contract with the RCM remains in place. If operations require or result in a notable change
in resource consumption with one or more of the Parties within a given 12-month period,
Bremerton can, at the request of any Party or of its own accord, call for a joint reevaluation of
the established annual proportion. Adjustments can then be made with the agreement of all
Parties.
5. Status and Workspace. If desired by the RCM, the Parties shall make a workspace available,
to include a desk, chair, and access to standard office equipment and computer connections.
6. Additional Responsibilities of the City of Bremerton. As the lead Party, Bremerton shall
have the following additional responsibilities:
INTERLOCAL AGREEMENT —RCM SERVICES
Page - 2 -
• Represent all Parties in communication with the Washington State Department of
Commerce (Commerce) and Washington State University Extension Energy Program
(WSU Energy).
• Provide WSU Energy with summarized monthly activity reports, showing activities
associated with the minimal program requireinents as stated above.
• Provide WSU Energy with quarterly reports indicating resource usage and savings,
resource expenditure amounts and savings.
• Provide Commerce with reports as per the anticipated agreement between Commerce
and Bremerton, acting as lead for Parties.
� • Provide the above-mentioned reports to all Parties of the agreement and any other
information relevant to all Parties
7. Support and Monitoring of RCM. The Parties shall support and monitor the
performance and progress of the RCM in the following ways:
• Meet at regular intervals to assess RCM progress.
• Seek support of the Puget Sound Energy RCM Support Services program. Each
Party must provide data and application materials to Bremerton if necessary to apply
for grant funds in connection with the PSE program.
• Establish a performance evaluation process for the RCM.
• Provide access of all owner-occupied facilities to RCM.
• Provide access to RCM of all utility bills, statements, and data.
• Facilitate meetings between RCM and facilities managers, and RCM and other
appropriate staff.
8. Term. This agreement shall only take effect after the Grant is approved, and thereafter shall
continue in force and effect for the duration of the two-year funding period for the WSU grant
program. Extension of the terms of this agreement beyond the initial two-year grant period
may be effected by written agreement of the parties.
9. Termination. Any Party may terminate its participation in this Interlocal Agreement, or its
receipt of RCM services, at any time for any reason by providing at least sixty (60) days
advance notice of termination in writing to the other Parties. Prior to issuing a termination
notice, the requesting Party agrees to notify the other Parties of its intentions. Once notified, the
Parties agree to meet to try to resolve any issues raised by the requesting Party and to consider a
reallocation of partnership shares and reimbursement responsibilities as a result of the potential
withdrawal of the requesting Party. If no new agreement can be reached, the Party requesting
termination must continue to reimburse Bremerton pursuant to Section 3 of this Agreement
10. Modi�cation. This Agreement may be modified by further written agreement upon mutual
acceptance by all Parties.
1 L Hold Harmless. Each party to this Agreement shall defend, indemnify and hold the other party,
its appointed and elected officers and employees, harmless from claims, actions, injuries,
damages, losses or suits including attorney fees, arising or alleged to have arisen directly or
INTERLOCAL AGREEMENT —RCM SERVICES
Page - 3 -
indirectly out of or in consequence of the performance of this Agreement to the extent caused
by the fault or negligence of the indemnitor, its appointed or elected officials, employees,
officers, agents, assigns, volunteers or representatives.
12. Applicable Law and Venue. This Agreement shall be construed and interpreted in accordance
with the laws of the State of Washington. In the event of a dispute, such dispute shall be
litigated in the Superior Court of Kitsap County, Washington.
13. Non-Discrimivation. Parties shall not discriminate in any maruler related to this Agreement on
the basis of race, color, nationaI origin, sex, religion, age, marital status or disability in
employment or the provision of services.
14. Severability. If any provision of the Agreement shall be held invalid, the remainder of this
Agreement shall not be affected thereby if such remainder would then continue to serve the
purposes and objectives of all parties.
15. Entire Agreement. This Agreement constitutes the entire agreement between the parties. Any
modifications or amendments to this Agreement shall be in writing and shall be signed by each
party.
16. Compliance with RCW 39.34.040. Pursuant to RCW 39.34.040, this agreement shall be filed
with the Kitsap County Auditor or alternatively, listed by subject on the public web site of the
parties hereto or on other electronically retrievable public source.
DATED this day of 2010.
CITY OF BREMERTON CITY OF POULSBO
Patty Lent, Mayor Name, Mayor
ATTEST: ATTEST:
Carol Etgen, City Clerk Name, City Clerk
APPROVED AS TO FORM: APPROVED AS TO FORM:
Roger Lubovich, City Attorney Name, City Attorney
INTERLOCAL AGREEMENT —RCM SERVICES
Page - 4 -
CITY OF BAINBRIDGE ISLAND PORT OF BREMERTON
Name, Mayor Name, Chief Executive Officer
ATTEST: ATTEST: �
Name, City Clerk Name, Port Attorney
APPROVED AS TO FORM: APPROVED AS TO FORM:
Name, City Attorney Name, City Attorney
INTERLOCAL AGREEMENT —RCM SERVICES
Page - 5 -
Bremerton/Kitsap Shared RCM Program
Assumptions
Descrfption year 1 Year 2 Year 3
Shared RCM Budget $100,000 $102,000 $104,400
WSU Grant $50,000 $25,000 $0
PSE Grant $21,000 $21,000 $21,000
Notes
Utility expenses are based on year 2008 in this analysis. Partner contributions are based on each partners percentage
of total utility costs reported - excluding swimming pool and golf course.
Experience with RCM programs has shown an average of 5% savings (and often more) can be expected after start-
up year. First-year savings are conservatively projected at 2%. The "Monthly Projected Benefits" column is based on
those percentages. The "Cumulative Net BenefiY' shows projected benefits-to-date after contributions.
• wia, wsu s,
PSE
Particfpatlon
RCM funded b rant $ 71,000
ount funded b artners $ 29,000
RCM funded b rant $ 46 000
ount funded b artners $ 56,000
RCM funded b rant $ 21 000
oun un e y pa ers
PARTNERSHIP FUND/NG SCENAR/OS
YEAR 1-With WSU 8 PSE Total Util"ity Partner Monthy ProJected CumulaUve
contributlons. Expense Partnership Corrtributlon Contributlon Monthly Net Benef'rt
Share Amount Payment Beneflt
Ci of Bainbrid e Island $ 795 992 20% $ 5,800 $483 $ 1 326 $ 10112
Ci of Bremerton 2 194,802 60°0 17,400 $1,450 3,658 26,496
Ci of Poulsbo $ 485,925 10% $ 2,900 $242 $ 810 $ 6,820
Port of Bremerton $ 380,497 10% $ 2 861 $238 $ 634 $ 4 747
0% $ - $0 $ - $ -
0 $ - $0 - $ -
Totals 3,857,216 100°� 29,000 2,413 - 48,175
YEAR 2-With WSU 8 PSE Total Utllity F'aRner Monthly Projected Cumulative
Partnershlp Contrlbutlon Contrlbutlon Monthly
contrfbutlons. Expense Share Amount Payment Beneflt Net Bene£rt
Ci of Bainbrid e Island $ 795,992 20% $ 11,200 $933 $ 3,317 $ 38 712
Ci of Bremerton $ 2194,802 60% $ 33 600 $2,800 $ 9,145 $ 102 636
Ci of Poulsbo $ 485,925 10°� $ 5 600 $467 $ 2 025 $ 25 516
Port of Bremerton $ 380,497 10% $ 5 524 $460 $ 1 585 $ 18 248
0% $ - $0 $ - $ -
0°l0 $ - $0 $ - $ -
Totals 3,857,216 100°� 56,000 4,660 16,072 185,112
Partner Monthly Projected
YEAR 3-With PSE Total Utllity Cumulative
contributlon only. Expense PaRnershlp Contribution Contribution Monthly Net Benefit
Share Amount Payment Benef'R
Ci of Bainbrid e Island $ 795,992 20% $ 16 680 $1 390 $ 3 317 $ 61 831
Ci of Bremerton $ 2,194 802 60% $ 50 040 $4 170 $ 9 145 $ 162 336
Ci of Poulsbo $ 485 925 10% $ 8 340 $695 $ 2 025 $ 41 473
Port of Bremerton $ 380 497 10°� $ 8,227 $686 $ 1 585 $ 29 046
0% $ - $0 $ - $ -
0 0 $ - $0 - $ -
otals 3,857,216 100 83,400 6,941 6,072 294,686
' PUGET SOUND ENERGY Puget Sound Energy
Energy Efficiency Services
The Energy To Do Great Things P.O. Box 90868 EST-10W
Beilevue, WA 98009-0868
Puget Sound Energy
P.O. Box 90868
Believue, WA 98009-0868
PSE.com
February 16, 2010
RE: RCM Grant Agreement for the Cities of Bremerton, Poulsbo, and Bainbridge Island and the Port of
Bremerton
Dear Colleagues, ,
I have reviewed your individual applications for Puget Sound Energy's Resource Conservation Manager
program and am pleased to announce that PSE is able to offer tentative support for a shared RCM grant
agreement with the Cities of Bremerton, Poulsbo, and Bainbridge Island and the Port of Bremerton.
This support is contingent upon the adoption of an acceptable Inter-local agreement by all participating
agencies and the signing of an Energy Conservation Grant for Resource Consenration Manager Services
by the lead agency.
I look forward to working with you on reducing resource consumption and costs. Please feel free to contact
me with any questions. I can be reached at 425-456-2936 or 425-466-0036.
Sincerely,
( G----
Ben Rupert
Program Manager, RCM Support Services
Puget Sound Energy
DATE SUB
MITTED: 02/04/2010 � �
AGENDA BILL
CITY OF BREMERTON
CITY COUNCIL
■������������������������������������������������o��������������������������������������
SUBJECT: Fire Department Consolidation Committee Meeting Date: February 10, 2010
��� S�"'J_ �;�- COUNCIL MEETING Date: February 17, 2010
v7v�
Department: Fire
�� �-- � �� �'�'�' Presenter: Ken Bagwell
Phone: 473-2345
SUMMARY: A committee comprised of Council members Cecil McConnell and Adam Brockus as
well as Rob Ashmore, IAFF Local #437, Ken Bagwell, Assistant City Attorney, and Al Duke have
been reviewing the question of whether the City of Bremerton should consider a plan to consolidate
its Fire Department with a local fire district. The Committee was presented with two plans. One from
South Kitsap Fire and Rescue and another from Central Kitsap Fire and Rescue. The Committee
wishes to present its recommendation to the City Council and ask for further direction.
ATTACHMENTS: F;1^� l��tt�'�1�1�" �� Sa (i o�q f j a✓� Co vhVn i�_ le-�r�
Q�►'l � I�C.v N1✓1�t.�°J�to��rb � l't�qa'' 7 a b
FISCAL IMPACTS (Include Budgeted Amount): None
APPROVALS:
DEPARTMENT DIRECTOR:
CITY ATTORNEY:
FINANCE DIRECTOR: �/A
MAYOR: ,� O
COMMITTEE CHAIR N /
COUNCIL PRESIDENT: CONSENT AGENDA ❑
GENERAL BUSINESS
PUBLIC HEARING ❑
RECOMMENDED MOTION: Move to authorize the City of Bremerton's administration to initiate
a six (6) month analysis in cooperation with $ K� 12 to ascertain the
feasibility of re-establishing the Regional Fire Authority.
COUNCIL ACTION: (� Approve n Denv n Table n Continue n No Action�
. Fire Department Consolidation
Com�nittee Report and Recommendation
Februar_y 2010
...
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Fire Department Consolidation Committee Report
Fire Department Consolidation Committee
Report and Recommendation
I. INTRODUCTION
The City of Bremerton has been engaged in discussion for many years regarding the idea of
consolidating its fire department with another local fire jurisdiction. Efforts have ranged from
informal discussions between elected officials to the formal process of establishing a regional
fire authority. To this point, however, all efforts, while not in vain, have proven to be
unsuccessful.
The largest effort at consolidation began in 2006. That year, the Bremerton Fire Department, in
cooperation with Central Kitsap Fire and Rescue (CKFR) and South Kitsap Fire and Rescue
(SKFR) began participating in a Cooperative Services Feasibility Study. � T'he report, issued in
June 2007, concluded that the consolidation of all three departments was not only possible, but
should be considered as the preferable means of doing business. The in-depth analysis provided
the jump offpoint by which all three agencies agreed to initiate a regional fire authority and
begin the process of legal consolidation. In October of 2007, the West Sound Fire and Rescue
planning committee began holding formal meetings. The goal was the eventual regionalization
of fire protection services for the citizens of South and Central Kitsap as well as the citizens of
the City of Bremerton.
Due to several unforeseen issues, however, the task of consolidating all three jurisdictions into
one fire department proved to be too large. In September of 2009 the West Sound Fire and
Rescue planning committee determined that continued efforts at consolidating all three
departments at the same time were not practicable. Consec�uently, the legislative bodies of all
three jurisdictions withdrew from the planning committee.
However, all three jurisdictions recognized the importance of continued efforts to look for ways
to provide better service to their citizens, yet be more efficient with the use of their tax payers'
money. Toward this end, it was determined that a phased approach to consolidation might make
the most sense. With only two jurisdictions initially working towards consolidation, the effort, it
was thought, might be less complicated and provide a better chance at success. Because of
Bremerton's location between CKFR and SKFR, it was determined that Bremerton's
participation was critical to a successful consolidation. Accordingly, it was recommended that
Bremerton select one of the two agencies to continue working towazds consolidation. However,
the ultimate goal would be to have the three agencies consolidated sometime in the future.
� This lengthy report, prepazed by ESCi can be found on the City of Bremerton's Fire Department's web site.
Z It should be noted that the ESCi study specifically mentioned that efforts this large some times take many years of
work.
1
Fire Department Consolidation Committee Report
II . THE PROCESS
In November of 2009, the City of Bremerton began the process of determining how best to
continue working towards consolidation. A committee, comprised of City Council members
Adam Brockus, Cecil McConnell, and Brad Gering as well as Fire Chief A1 Duke, Rob
Ashmore, IAFF Local #437 and Ken Bagwell, Assistant City Attorney, was tasked with
returning a recommendation to the Bremerton City Council regarding whether the City of
Bremerton should work towazds consolidation with SKFR or CKFR.
This committee immediately began this task and asked that both CKFR and SKFR provide
proposals to the City of Bremerton for a consolidation of the fire departments The departments
were asked to provide information regarding the following:
1. Their preferred option of bringing the two entities together as well as a projected
timeline.
2. An identification of the possible stakeholder groups.
3. Whether the department believed that an outside facilitator would be necessary.
4. An explanation of the financial model being proposed.
5. The needs and opportunities the department would be able to address through
consolidation.
6. An identification of the specific efficiencies that would be met and the positive
impact they would have for the citizens.
7. A description of the departmental/cultural similarities and differences between the
Bremerton Fire Department and their department.
8. A description of the proposed organizational model from years 1— 5.
9. Information regarding the current labor/management relationship in their department
as well an outline of the proposed labor/management arrangement.
10. Whether a formal dispute resolution process would be part of any plan to consolidate.
11. How to consider further expansion.
12. An explanation of the communication plan.
13. Any other considerations that the department thought important.
On December 15, 2009, CKFR provided their proposal to the committee. A meeting between
several of the CKFR stakeholders and the committee was held to allow CKFR to explain their �
proposal and answer any questions from the committee
3 Copies of the two proposals have been attached to this document.
4 0f significance in the CKFR proposal was the role the Chief Duke would play under the CKFR proposal. The
committee was informed that the CKFR Fire Chief was retiring and that CKFR would like Chief Duke to act as
Chief for both departments during the process of consolidation. CKFR believed that this would have a significant
impact on the process, allowing Chief Duke to work with both departments towards consolidation as well as provide
an immediate efficiency.
This proposal, however, had an unforeseen consequence. To avoid the appearance of any conflict, Chief Duke had
to remove himself from the decision making process of the committee. While he made himself available to provide
information, Chief Duke never offered his opinion regarding the best option for the Ciry of Bremerton
2
Fire Department Consolidation Committee Report
Two days after CKFR provided their proposal, the committee met with SKFR and was provided
with the SKFR proposal. The same process was followed. A meeting was held and committee
members were allowed to ask questions of SKFR's representatives.
After receiving the two proposals, the committee held three meetings over the course of
December and January. In addition to the three committee meetings, there were several other
meetings by other members of the committee. Ken Bagwell and Rob Ashmore met two times
and Chief Duke and Ken Bagwell held a meeting with the IAFF Local #437. There were also
two additional meetings, one with the SKFR Chief, Wayne Senter and another with CKFR's
Chief, Ken Burdette. All meetings were productive and helped to guide the committee in its
decision.
III. COMMITTEE CONSIDERATIONS
The committee quickly determined that without the input from a participating jurisdiction, it was
going to be very difficult to provide answers to some, if not all, of the considerable issues that
the City of Bremerton would need to address to benefit from a successful consolidation For
example, to azrive at the answers provided in the ESCi report referenced earlier took months of
work by all three jurisdictions. Even the two year effort by the West Sound Fire and Rescue
planning committee ended without the answers to several important issues.
The difficulty of answering many of the complex questions involved in a consolidation without
the input from another agency changed the committee's focus. The committee's direction turned
towards identifying which department provided the City of Bremerton with the best opportunity
for answering those questions and eventually, a successful consolidation.
To do this, the committee attempted to identify a number of best predictors for success. Initially,
the committee identified five areas of focus. They were:
1. Finances
2. Operational/Organizational Compatibility
3. Cultural Similarities
4. Labor Agreement/Negotiation Similarities
5. Governance
By comparing each jurisdictions proposal as well as considering some outside factors the
committee believed that it would be able to arrive at an answer that would provide helpful
direction to the City Council. The best predictors for success would act as a guide in the
committee's deliberations.
Even determining answers to the best predictors for success proved difficult, however. For
example, determining a financial model that provides the City of Bremerton and its citizens the
5 The committee identified several issues that would need to be addressed with the input of the participating
jurisdiction. First, the financial model reyuired to complete a successful consolidation would take considerable
effort by both jurisdiction, working to identify efficiencies, etc. Finances, of course, are dependant upon the
organizations structure as well as its operational plan. These can not be determined without the participation of the
other jurisdiction.
3
Fire Department Consolidation Committee Report
same or better fire service for no additional cost to the tax payers is nearly impossible without
further in-depth discussions with another department.
There were some answers, however, that were able to be determined. For instance, regarding
operation/organizational compatibility, the committee was able to determine that there aze shift
similarities between SKFR and the Bremerton Fire Department. There is also a long history of
the Bremerton Fire Department successfully working with SKFR to meet operational needs.
While the brand of equipment that we use might be difFerent, SKFR and Bremerton both have
ladder trucks, providing assurance that the City would always have access to a ladder truck.
The committee also quickly determined that the best model of governance for a future
consolidated fire department was a regional fire authority. The regional fire authority model
provides better representation for the citizens of the City of Bremerton by immediately allowing
members of the City Council to participate on the planning committee. T'he regional fire
authority process also provides flexibility to handle the unforeseen issues that often arise in a
consolidation. The regional fire authority model allows the planning committee to address these
issues in a work plan that is eventually voted on by the public. The opportunity to customize a
work plan that meets the needs of the particulaz departments involved offers a tremendous
benefit to the departments and the citizens they serve.
The committee's preference for the regional fire authority governance model was communicated
to both CKFR and SKFR. Both jurisdictions indicated that they were willing to agree to work
under the regional fire authority model.
When it came time to determine the cultural similarities between the agencies, the committee
determined that the people best suited to make that determination were the firefighters
themselves. As was mentioned earlier, Chief Duke and Ken Bagwell met with the union to
discuss the work of the committee. It was explained to the union that the committee's work was
to do nothing more than advise the City Council on which agency the City should continue to
work with to determine whether a consolidation was feasible. However, to fully determine
whether a consolidation was possible would take union support. Accordingly, the union was
asked to vote on two issues. First, whether they thought the City of Bremerton should even
consider consolidation and second, if the City chose to continue working towazds consolidation,
which department would the union prefer to work with.
The results of the vote revealed to the committee two points. The union split in its decision, 27
votes to 27 votes, on whether the City should continue down the path of consolidation. This vote
clearly established for the committee that there is further opportunity to answer some of the
union's questions regarding consolidation. However, the union overwhelmingly voted (40 votes
to 10 votes) that their preference was to work with SKFR, should the City choose to continue
working towards consolidation. This decision by the union shows a comfort level with SKFR.
Whether that comfort level is a result of cultural similarities or just a reflection of time spent
' together, the union's preference should carry considerable weight. Eventually, any new
organization will be required to negotiate a new contract with its firefighters. Unless the
firefighters feel that their voice has been heard and their questions answered, it is unlikely that
any consolidation will be successful.
4
Fire Department Consolidation Committee Report
This preference also plays an important role in the determination regarding labor agreement
similarities. The committee found that none of the agreements currently in effect are particularly
alike. However, the unions from SKFR have expressed their desire towards working with the
Bremerton Fire Department's firefighters as well as a desire to see a successful consolidation.
These facts indicate that there is an opportunity for successful negotiations with the SKFR and
Bremerton unions.
IV. CONCLUSION/RECOMMENDATION
One fact became abundantly cleaz to the committee. To fully know whether a consolidation of
the Bremerton Fire Department with another jurisdiction is feasible requires an in-depth analysis
by the two agencies investigating the possibility of consolidation.
Accordingly, the committee first recommends that the City of Bremerton administration initiate a
6 month analysis to determine the feasibility of re-establishing a regional fire authority. This
time period should be used to fully answer any outstanding questions regazding a regional fire
authority. Much of the work done previously for the West Sound Fire and Rescue planning
committee will be beneficial to this analysis. However, there is a need to definitively answer
some outstanding issues. These include, but are not limited to, the following:
1. Does a consolidation make financial sense for the City of Bremerton and its citizens
as well as the citizens of any new fire district?
2. What would the new organization look like from a personnel perspective?
3. How would the new organization operate?
4. Would the citizens realize better service?
Again, these questions and others can only be answered with the cooperation of the jurisdiction
with whom the Bremerton Fire Department would potentially consolidate. After the 6 month
review, the City would then have enough information to know whether or not the City should re-
establish the regional fire authority. If the answers to the necessary questions have been
provided, the ground work will have been laid for the work plan of a new regional fire authority.
The City will then be able to move quickly towards asking the voters to approve a new fire
district.
The question remains then, who should the City of Bremerton work with during this 6 month
period of time? The committee believes that both CKFR and SKFR are extremely well run fire
districts. They both offer benefits and challenges to the City of Bremerton in a consolidation
process. However, the committee believes that SKFR offers the City of Bremerton the best
possibility for working together towards a successful consolidation.
SKFR and the City of Bremerton have a long history of working together to provide fire
protection services to their respective citizens. SKFR also has shown through outreach of its
unions as well as its command staff that they are willing to work with the City as a partner to
answer all the necessary yuestions surrounding a consolidation. These facts, and others, when
looked at in light of the Bremerton Fire Department's union's overwhelming choice to work with
SKFR, provided support for the committee's decision.
5
Fire Department Consolidation Committee Report
Accordingly, the committee recommends that the City should immediately begin the 6 month
process of analysis with SKFR to determine the potential success of a regional fire authority. If
at the end of 6 months it appeazs that the City should re-establish the regional fire authority with
SKFR, a resolution will be brought to City Council for approval of the establishment of a new
regional fire authority planning committee. The planning committee would then adopt a work
plan which would then be returned to the City Council for approval. The question of the new
regional fire authority would then be submitted to the voters.
There is still a great deal of work to be done before the City will know whether a consolidation
of its Fire Department with SKFR is practicable. However, it is an important issue that needs to
be addressed and the City administration, including Mayor Lent and Chief Duke support the
continued process.
6
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Bremerton Fi�e Department �
and Central Kitsap Fire & Rescue
�
� December 15, 2009 , � =
. . �
Bremerton Fire- CKFR Consolldatbn Proposal
� Intr �
A oonsolidation of Bremerton Fire Department (BFD) and Central Kitsap Fire & Re�ue (CICFR) would positively
affe�t service delivery in our combined communities. Dur departments have synergies that support a suooessful
merger of these two departments into one. .
The purpose that has been present throughout the previous feasibility studies and wtas identified as the mutual
overall goal during the Regional Fre Authority (RFA) process remains in the forefront of our discussions and
intendons:
"To pro�ide the highest qua/ity eme�gency fire and EMS services
fo� the members of our c�ommunities with the �esources available. "
� Historkal "merger" committee discussions between CKFR and BFD in 2000-2Q01
ESGi Cooperative Services Feasibility Study initiated by CKFR and BFD and completed June 2007
1997 contraeted shared stafffng at Station 3
ii/is/a9 �
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_ - �. ` � "�" �
eremerton Fire- CKFR ConsoNdation Proposal
R,esponse to Q,uestions -
1. There are a number of ways two departments can come together. Clearly state your preferred
opfiion of bringing the two entities together in a proposai. What is your projected timeline for
completion of this project?
This effort is not about trying to create a bigger Central Kitsap Fire & Rescue ar Bremertan Fire Department. It's about building a new
departrnent that meets the needs of the members of ou� combined cornmunities, utilizing current �esources in the most effertive way. The
efficiencies being identified are merely stepping stones in developing this new, unified fire service organization.
After reviewing the options presented both by the ESCI study and during the RFA process, Central Kitsap Fire & Rescue proposes to enter into
an inter-local agreement (IlA) with Bremerton to pravide a short-term avenue for functional consolidation of services/joint operations. With
the upcoming retirement of CKFR's Fire Chief, we propose thls ILA be in p{ace by June 1, 2010, with Bremerton Fire Chief Af Duke assuming the
Fire Chief roke for both agencies in May 2010. CKFR and Bremerton would work jointly in seeking voter approval of annexing the Bremerton
Fire Department into CKFR in August 2011.
We are aware of a number of cities that have successfully annexed their fire departments into fire disuicu, e.g. Poulsbo, Gig Harbor, Puyallup,
Shoreline, and Federal Way fire departments. Buflding upon the successes of other.s, this method would work well for both the city and the
Fire District, and provide a number of advantages for both agencies:
. The Bremerton Fire Department would receive more stable and direct funding through Central Kitsap Fire & Rescue's funding
mechanisms. This removes the competition with other city departments for limited dallars, and focuses funding on delivery of
emergency services.
o Combined resources provide strategic backup to cover multiple, simultaneous requests fo� service.
12/15/09
� „ � c � #`~~ t {
-.�.-- I
Bremerton Fire- CKFR ConsoQdation Proposal
e Any future city �rowth would automatically annex into the new organization, instead of eroding Central Kitsap Fire & Rescue's funding
base if separate organizations. Annexation effarts won't affect service boundaries, and there would be no oppositian to city growth by
the Fire Dlstrict. '
A number af cities have also contracted services with fire districts, which we believe is a viable starting point toward the end result of
combining departments by way of annexing Bremerton Fire Department into Central Kitsap Fire & Rescue.
2. Identify all stakeholder groups in your proposal.
s Elected officials- CKFR's Board of Fire Commissioners and Bremerton City Council
• Chief Offiicers and Division Heads- Operations, Support Services, Admin Support, Finance, Human Resources, Life Safety, Trainin�
e Labor Unio�s of both agencies for represented personnel
e CKFR Volunteers
Ultimately, the members of both Bremerton and Central Kitsap communities are the stakeholders of the outcome. To keep open
communications with the public, we recommend that we would jointly hold forums, presentations, and events at key milestones afong the
way. How we accomplish that would be de#ermined jointly.
3. Are you considering outside assistance such as a facilitator or consultant?
We do not propose utilizing any outside assistance at this point in time. The ESCi study and RFA documentation contain a significant amount
of information that is stiil applicable to the process to consolidate Bremerton Fire and Central Kitsap Fire & Rescue. We do foresee some costs
assoclated with preparing legai documents, and perhaps updating the proprietary funding model for use in this scenario.
i�/isloe
- 1 '
, �� '- : y �
Bremerton Fire- CKFR Cor�olidatbn Proposal
4. Clearly explain the financial model you are proposing in as much detail as possibie.
The financial feasibility of joining our two departments together is a key component to a viable consolidation. 'E'he responsibility to the,
members of our communities carries with it the obligation and the expectation that the cost-sharing and level of services provided are fair and
equitabie to both jurisdictions, based on geographical designators, e.g. urban, suburban, rural, and wildland. While the financial component
has been addressed in previous cliscussions and during the RFA process, the wark was never fully completed. The state of the economy in both
instances was a contributing factor. Disparities in funding need to be fully identified, addressed, and reconciled. This can only be
accomplished through colfaboration of both departments.
Experience has shown that cost-savings and efficiencies are not necessarily gained at the outset, but rather realized over a period of time. At
the core of financial discussions is the need to clearly quantify the combined labor costs and immediate financial impacts associated with
compteting the consolidation. Experience has also shown us that as the organizations' stakeholders farmatize the design of combining their
respective responsibility areas, they will also be able to help identify any added costs associated with their proposed models, and provide input
on how to best mitigate and prioritize these costs for the near and long-term.
In the current economic downturn, we each face the challenge of negotiating the impacts of reduced revenues and increased overhead costs.
CKFR has made significant budget cuts and delayed implementation of important elements of our strategic plan, as we anticipate additional
revenue shortFalls in the near term. CKFR Board has directed s4ff to explore the benefit service charge as an altemative funding mechanism
in the future. With CKFR voter approval, a benefit service charge could potentially de in pface as early as January 2011.
iz/is/o�
� ��-
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Bremerton Fire- CKFR Cor�olidation Proposal
5. Identify the needs of your department and potential opportunities your organization hopes to
address with this proposal.
The ESCi Feasibility Study and the RFA documents have atready identifled some of the needs and potential opportunities of both organizations.
Some areas of interest to CKFR include, but are not limited to:
e The need for improving response times into horder regions with Bremerton is worth striving for through consolidation, and represents
a potential opportunity.
e Closest unit response wiN improve service to the members of our community.
e Availability of a ladder for response within both jurisdictions, and the WSRB credits associated with that resou�ce.
e Marine response-- Station i has rapid accessibiltty to moorage at the Bremerton Ma�ina. This location is strategically important, as
many waterways are accessibte from this (ocation, e.g. Dyes Inlet, INahee, Sincfair Iniet, Port Washington Narrows. CKFR has a vessel
that would meet the operationai needs of a marine program, if based at the Bremerton Marina.
� Revising and improving standards of response. .
e Eliminating the negative impact of annexation by the city on the fire district.
s Opportunity to consolidate technical rescue pe�sonnel from CKFR and BFD to improve capahility.
o Consolidation of the SCBA program to one facility with t�ained personnel.
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Bremerton Fire- CKFR Consolidation Proposal
6. Identify specific efficiencies within your proposal that will have a positive impact on Fire/EMS
delivery for the �itizens of our respective jurisdictions.
Some of the opportunities presented tn previous documentation, and in Question 5 above, also provide potential efficiencies:
e The close proximity of Statians 3 and 45 is redundant and inefficient. Opportunity to reassign staffing and equipment resources to
mitigate increased call volume within the city limits.
. e Dropping borders (closest unit dispatch)
• Retirements and some vacancies not being filled wili eventually �esult in more firefighter positions.
o Consolidation of ambulance billing functions- both currently utilize Systems Design. Evaluate possible savings if brought in-house.
• Qevelopmenfi of common deployment strategy based on the Decran software program.
o Special resources—Public Information/Education Officer, Rehab Unit, EMS Bike Team, Tech Rescue, Marine Response
7. Describe department/cultural similarities and differences between your organization and the
Bremerton Fire Department as you see them.
Deqartment Similarities:
o Close proximity of area and cititens we serve
• Plew apparatus
• Funding issue
o Bargaining unit representatlon
o Number of trained/qualified personne{
• Dispatch/radio systems
• Similar day-to-day operations
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Bremerton Flre- CKFR Cor�solidation Proposal
o Uniforms
e 1ab functions
• Response and coverage �
o Ambulance billing
o Equipment
• Training curriculum/defivery
Cultural Differences
s A number of administrative functions handled in-house versus by the city.
e In-house versus city mechanics
• Volunteer program
• Funding mechanisms
e EMS transports
e WSRB rating
o Age of department
o Calor/make of apparatus
• I.adder availability
o Size and makeup of service delivery a�ea
� � Governance
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Bremerton Fire- CKFR ConsoUdation Proposa) _
8. From your perspective what would the organizational model look like from year 1 to 5?
See Appendix A- BFD/CKFR loint Organizational Chart .
The organizational chart provided depicts the personnel resources and basic configuratlon of our agencies as they exist today, and can be
utilized as a starting point. As a result of the ILA and subsequent annexation vote, no employees hom Bremerton or CKFR would be
terminated. However, natural attrition, including a number of retirements over the next five years will create many opportunities for
consolidating positions and streamlining the administrative functions of the combined organization. Until we get the stakeholders to work
mutuaUy on the design of the department, any attempt to provide an organizational model beyond year 1 is premature. We believe it is
impartant to maintain flexibility as the new organizatlonal model is developed and implemented.
9. Describe your current Labor/Management relationship and oufiline the proposed
Labor/Management arrangement.
As with any labor/Mana�ement cofiabo�ation, there are certainly occasions for disagreement and differences oE opinion. CKFR Labor and
Management have been able to face any such issues and work those out to successful resolutions agreeable to both g�oups. Attaining a
- blended contract and establishing a process for deaUng with labor/Management issues as soon as possible would be a high priority.
Bcemerton's labar cantract ends 2011 and CKFR's in 201Q. As an interim step, our agencies could continue to work in parallel, based on
working agreements in place and col{aborative efforts. We suggest looking at options, and jointly outline the collaborative labor/Management
issues to be addressed and resolved. CKFR's management and iabor leade�s have been involved in collaborative processes with Bremerton's
�re leaders, and have already established a successful relationship, e.g. Loca{ 437 supports the annual Kids Day event; Local 2819 assisted with
EMS levy; contracting for services and sharing personnei.
10. Are you proposing any formaf dispute resolution process in the plan?
Central Kitsap Fire & Rescue is not proposing any formal dispute resolution process, but we are open to discussion and working on such a
process together, if deemed necessary.
ix/is/o9
, �F ;�. _ ; �
BremeROn Pire- CKPR Conwlidation Proposal
11. Consideration should be made to allow for future expansion to include neighboring
departments.
Centrai Kitsap Fire & Rescue has clearly demonstrated the wfllingness and commitment to incfude neighboring departments in future
expansions, as evidenced by its composition resulting from multfple, p�evious cansolidations/mergers (i.e., former Districts 1,9,11,12,13, 15,
and 16}.
We are open to considering any of our neighbo�ing districts after successful compietion of this process.
12. Expiain your communication plan for this proposai.
See Appendix B- Oraft Communication Plan
13. Anything else you would like us to consider?
In the long term, Centraf Kitsap Fire & Rescue believes it Is in the best lnterest of the members of our community to consolidafie the two
departments. We have started on this path a couple of times in the past The timing is oppartune today with potential retirements, starting
with the retirement of Central Kitsap Fire & Rescue's Fire Chtef Ken Burdette and the proposed ILA to have Chief Ai Duke assume the Fire Chief
rote for both agencies. Once commltted, the elected officials need to develop a policy statement to that effect.
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Bremerton Fire- qCFR ConsoUdation Proposai
14. Summary
Through a caoperative effort by both Central Kitsap Fire & Rescue and Bremerton Fire Department, a new consolidated department can meet
the future needs of the combined communities. A functional consolidation, starting with an llA, offe�s an opportunity to begin improving our
level of service immediatety. Through control of cosCs and utilization of current resources, better service can be provided over a period of time
for the same doliars. This can begin with the assumption of the leadership role by Chief Al Duke in 2010. His experience and knowkedge af
both departments, along with the valuable information gained through the Regional Fire Authority discussions, provides a foundation.
Consolidation is not new to members of Centra) Kitsap Fire and Rescue, and it is recognized forming a new department presents both
opportunities and challenges. We are cammitted to working through them together. An ILA is a stepping stone to "seeking voter approval of �
annexation of Bremerton Fire Department into Central Kitsap Fire & Rescue, so together they can efficientiy and effectively provide the highest
level of service available to all members of aur communities.
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Appendix A
BFD / CKFR Joint Organizational Chart
FIRE CHI�� ,
Blue - BFD Staff FIftE GHIEF
Red - CKFR Staff
Black = Co-staffed
.�
ASST CHIErS - (2) FY�
ASSTCHIEFS-,(1} FTE
��
__.-. --,
Epui$ . AO.MIN SERVIC.�S OPEFATIONS ,VOL'UNTHEFtS• TRAtN1NG
BATT 1. SYATIA�lS � DIV CF11[F -(1) FTE
BATf•GHIEF-(0.5)'FTE �QHtIFl,SE,RV MGR -�(i? �� ( , t 9? �� 42: 4�, fi2,.f+3 55.64..65 ATi'CHI@F� (0,5)'FT
CriE'TAIN -(1) F7C �HR MANAGEI'i -(1j�FTE LIEUTE+�IANT -(11 FTE
iVACANT) � STAF� ASST - (6j F�E (VACAi�tT)
aF.F10E ASST �(1). FTE I�UTEEYA�J7 -(1,) Fi'
STATIONS t, 2, 3 •AP.�'I�OX•(5�} �(VAGANl�
BA1T CHIEFS -.(3) �
CAPTAINB - �9j
l�Et1TEPlqN'fS = (2)
FII�EF1C�iiTERS' ...(3Q}
----'- BATfa1 ' P70t�t•COMBA'(`-{10),
HEALTHISAFETY • P�iEVENTiON1PU8 ED t7�}�F(`E SUPPOR7
VEHICLE MAIM'
. �
tJIV �CHIEF -(1) F7E STATIQNS 47: 45. 51. 5fi
nATT CHIEF- (0;5); FT£ 'CAP7AlN -(1) FTE _ FACiLiTIE�- (1) FTE
OATf GHtEF -(0 :'i) FT� II�iSPECi'O�i,-;(2} FT� SUAPLY -(9) FCE
ItJSPECT�R = (1) fT� P+IECHANIC.SUPERVlSOFi
• (VAb.INTy (1)'FI;E , . .��
PIOJPUB �D-.(U FT�� MECHANIC 2 - (2),F'I'�
�MECI�iANIC 1 -{1) FfE
MECHANIG FFS- (3�
{COUN7ED IN FF FT'�j�.
12-04-09
. �
�reme�#on �ire Departrnent and Central I�Citsap �ire ar�d I�escue
.
Draft Cornmunication Plan
Any Communication Plan created and adopted in a Bremerton Fire Department and Centra) Kitsap Fire and Rescue joint
venture requires input and ownership ftom both departmenfis at both the leades�ship and membership levels.
A joint Communication Plan used by BFD and CKFR is to serve as a blueprirrt for providing transparency, credibility and
accountability to #he communities we serve and to our members in a timely and cansistent manner. Some of the key
elements in developing a communication plan might be:
"� fnvodv� Others
Involve members and get them excited about the challenging opportunity of winning peopfe's hearts and minds and
creating an exceptionai organiza�ion through positive, honest, open communications. Creafie a Communication Committee
comprised of inembers from both Bremerton Fire Departrnent and CKFR to provide ideas, feedbadc and to share tasks.
Allow members to have owr�ership in the project and let them take a fot of the credit for it. The more members feel they
have a role in the communications the more the organization wifl succeed.
Above all else, ensure elected oificials and management from both BFD and CKFR are committed to the Communication
Plan through involvement in its implementation as much as possibfe. Communication is the primary tool for the
organization's leadership to successfully promote the organization.
Create Compelling Communication
Attract the community's and members' attention and arouse their interest and anticipation by creating competling and
highly creative communication in all formats. Comrnunications may occur in regular executive briefings with elected �
officials, assembly presentafiions with rank- and file members and public forums writh the community, newsletters to the
community, the creation of a"rumor cor►trol" document for intemal use, infoRnal lunchroom presentatians, focus groups to
address specfic concerns, and marketing through joint media articles including press releases, BKAT interview, etc.
APPENDiX B - 12.09.09 � 1
Adapbed in part trom HwrraNext
Create Credible Communication
Create a consistent communication that has input and review from both BFD and CKFR stakeholders. Keep the
goal of credibility in sight at all times. No amount of creativity can sustain a message that has no credibility. The
commun'iiy�looks to the fire service to keep the best interest of the residents in mind at alt times. During the consolidation
process the community will look to BFD and CKFR to be transparent, open and responsive in explaining the benefits and
drawbacks of forming a joint department.
Stay on Course �
Strive to stay true to the goat of creating a joint fire department that best senres the needs of the communiiy. Tactics may
need to adapt as situations arise. The key communication objectives, corresponding to the consotidation, should remain
constarrt throughout the consolidation process as well as after its completion. One way to keep on course is to create a
communications matrix outlining tasks that need completed, when those tasks should occur, how they occur, how often
they take place, and who is responsible. This rnatrix can then be used in compiling reports and in verifying that regular
communications are taking place. (See sample matrix)
Corr�rnunacation Plan 1'a�ks
A. Extemal Contacts (Chiefs, Pl� and )
1) Create a detailed list of people, businesses, organizations, etc. affected by a BFD/CKFR conso{idation
2) Prioritize the list
3} Identify the level of information each group needs to receive in a timely manner
4) Identify if there are requirements or desires to receive feedback-input #rom each group
5) Identify dissemination and feedback collection methods (i.e. website, newsletters, press releases, public forums,
one-on-one meetings)
6) Identify those who are curren�y receiving information
7) Identify those who sti{I need to be contacted
A►PPENDIX B - '12.09.09 � � . 2
Adapted in part frnm HumaNext
B. Intemal Contacts (Chiefs, P!O and )
1) Create a defailed list of intemal stakeholders within BFD and CKFR
2) Pcioritize the list � � �
3) Develop a"Rumor Control" document and pracess for getting accurate, consistent information to alt intemal
stakeholders. Disseminate identical documents promp�ly to members of both departments in an effort to keep
everyone in the loop and everyone hearing the same information (i.e., via email or posted to departmen#at i�fiemal
website) �
4) Identify the level of information each group needs to receive in a timely manner
5} fdentify those who are currentiy receiving information
6) Identify those who stifl need information or additional information
C. BKAT (PIU)
1) Identify how to involve BKAT in posfively presenting ir�formation about a BFD/CKFR consolidation
2) ldentify costs and time commitments�
3) Schedule BKAT interviews/filming a
D. Website (Pl0 and )
1). ldentify how to t�est use BFD and CKFR websites to optimize communications with the community in a consistent
manner (i.e., identicat postings to both sites)
2) Develop a means of receiving and answering questions received through the website/email. �
E. Press Releases (PIO and ) �
1) Identify a process for developing joint press releases
2) Identify the process for dissemination of joint press releases
3) ldentify benchmarks noteworthy of getting information to the community via media �
4) Identify the legal meeting notice process
APPENDfX B -12.09.08 � 3
Adapted Fn part fr�m HumaNent
.
F. Communications Reports (Chiefs)
1) Detiver a standard monthly report to elected officials and stakeholders outlining progress of an Inter Local
/�greement - oonsolidation process. �
Co�municataon Plan Mat�ig
' � � . T�sk � . � � � � ' `. � T�meline��_ ��-� � :.� � . ::� � fi��et� � . � � . ' �elav�r� iViei�iod _ Delivery . � � Who
im . �
_ _ . . _. . . : , . � . . . .. . . � . � ' A�t�iene�(sj .. .. . � � . : . . . ... �� �� �'�requency . R�sponsibie�
Rumor Control IDocu�.ent . January 2010 Internal BFD & Rumor Control Q 8t A template Initiaily and PIO
CKFR members e-mailed to all BFD and CKFR as requested
members
Itamor Control Responses January 2010 Internal BFD & Answers to incoming questions Weekly Clue£s
CKFR members posted on internal departmental
websites
Awareness-Building Focue January 2010 - Internal BFD & Focus groups Hold sessions Cluefs/I.abor
Groaps CKFR members XX:X times a Leaders
Inform members of "�'� �� �
BFD/CKFR, listen to member
concems, gather information, covered
discuss inupacts, etc.
APPENDIX � -12.09.09 � 4
Adapted In parf from NtunBNext
Brem�rton Fire� Departrnent and Central IEitsap Fire and R�scue
Rumor Control Document
2010 �
]�� Question R�sponse
Is Station 4S going to be closed if the The closing of any station at this time is premature speculation. Both
fire departments consolidafie? BFD and CKFR aim to provide the best possible service to the
community with the resources available. A reaflocation of current
personnel may be possible.
APPEPIDIX B -12.09.09 � 5
Adapted in part from HumaNext
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TABLE OF CONTENTS
_ . ,�Q� �9�
Cover Letter .............................................................................................................. 2
Introduction .............................................................................................................. 3
Question 1 Response ............................................................................................. 3
- Question #2 Response ........ ..................................................................................... 4
Question Response ............................................................................................. 5
Question Response ............................................................................................. 5
' • Question #5 Response .................................. . ....................................................... 6
� Question #6 Response ...................................................................:.......:................. 7
� Quesfion #7 Response ............................................................................................. 7
� Question #8 Response ............................................................................................. 8
Question Resportse .........................,................................................................... 10
Question Response ............................................................................................ 12
Question Response ............................................................................................ 12
� Question #12 Response ............................................................................................ 13
Question Response ............................................................................................ 13
.� Executive Summary ................................................................................................... 15
�
Appendix A— Invitation Letter from �ty of Bremerton ........................................... 16
� Appendix 6— Questions Received from Cty of Bremerton ..................................... 17
Appendix C— Cansolidation Success Factor from ESC ............................................ 18
Appendix D— 2010 Combined Revenue / Expense Projecaons ............................... 19
APPendix E— Needs and 4pportunities .................................................................... 21
APpendix F— EM5/Fre Efficiencies ........................................................................... 23
_. Appendix G— Future Fxpansion of WSFR ................................................................. 27
Appendix Fi — BFD/SKFR Consolidation Communications Plan .................................. 28
� - December 17, 2009 1
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Sou�th Kitsap -
J � 1 � �
� Commissioners: Dave Gelsleicirter • Paul Golmk • Dada Hartley • Qecald Preuss • IAisty Wiley �� "�• ,
. . � � � C.��, ;.
. Flre Chief: Wayne Ser►ter �, � 4�
Rescue ���- �-� r.�°
December 17, 2409
� To: Mayor Patly Lent
� , Fre Chief AI Duke
� City of Bremerton
Re: Proposal for Consolidation with SKFR
Dear Mayor Lent and Chief Duke,
Thank you for the apportunity to present this proposal for your review. We share yoar-
excitement for creating efficiencies through consolidation. During these hard economic times
our citizens demand that we look for new ways to provide the highest level of essential pubUc
� safety services with the precious resources already provided.
. We think the good work that was accomplished through the initiaf West Sound Fire
Rescue regional fire authority planning effort remains vaiid with this new phased approach.
Much of what this proposal offers is a condensed version of that work to synchronize with the
� new direction.
The greatest challenge we share is increasing the number of response personnel who
.� actually answer emergency fire and EMS calis. Together we can accomplish what
independently we could not. Providing our cit�zens "better service with the same resources" is
very much an attainable goal. �
� It is clear our citizens share a rich culture, visian and coilecfive wisdom here in Kitsap
County and we look forward to rolling up our sleeves and creating solutions that serve our
shared interests.
� Sincerely, '
�d!�����-�-r--�
Geraid Preuss, Board Vice-Chair Wayne Sen r Fire Chief
De�rr�ber v, zo09 2
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This proposal outlines our thoughts in wri�ng regarding a phased approach for the eventual
consolidation of three fire agendes within Kitsap County: Bremerton Fire Department, Central IGtsap
Fre and Rescue, and South Kitsap Fre and Rescue (5KFR). In order for any consolida�on bo be
-- effecdve and efficient, there must be a set of shared values and interests that each agency
ac�cnawledges and works collecctivvely to meet as if the others interest were its own. From that
perspective, tfiis proposal inciudes SKFR's inte�ests but does not contain the vital shared interest from
the �ty of Bremerton, which will be added to this information once the city selects SKFR as the initial
step in our phased approach. It is our true desire to make the first phase of a consolation successful
between the Bremerton Fire Department and �uth �tsap Fire and Rescue. If that opportunity does
present itself, then the dty's interests will be specifically identfied and addr�sed at that Ume.
To assist the reader, SKFR has taken each question asked in your letter dated November 18`", and
- provided specific measurabie responses which were developed by SKFR staf� responsible for these
areas. All reference examples are in an alpha appendix format in the back of the document. Much of
what was developed through the collaborative efforts for the West Sound Fire and Rescue planning
` committee process remains relative to a phased approach, and rather than starting from scratch, we
built upon that good work and tailored it to the phased approac#� concep� We look forward to meeting
with yau on the evening of December 17"' to ou�ine this proposal and bo answer any quesstions you
may have regarding this proposal. (See Appendix A& B)
Question #1 _
• The�e are a nurriber of ways two departments can come together. Clearly state
your preferred option of bringing the finro entitles together in a proposal. What -
is your projected timeline for completlon of this project.
SlCFR Resoonse:
There are tfiree methods available for consolidating BFD and SKFR. Each has its advantages and
disadvan�ges and there is a solution that maximizes each option positive and neutralizes each option
negaave. Other details on the recommended method, such as flnancing, are addressed in that speaflc
question later in this proposal. The three methods for a fire district and city fire deparcment to
consolidate are: Contract for servlce through an Interlocal Agreement (ILA); Annexation of the BFD
� (nto SKFR; and Regional Fre Protection Services Authority (RFA).
The advantage to an ILA, as author�zed by RCUV 39.34, is that it is quick. It only requires a rnajority
vote of the SKFR Board of Commissioners and the Bremerton City Council. The dlsadvantages are that
�� the cfizens do not have an opportunity to vote on the issue and it is not a permanent solution. During
. the WSFR planning process al) three agencies involved were open about the fact our proces.s to
consolidate wouid indude a vote of the public. Consolida�on through an ILA afone could be seen as a
violation of that promise. The lack of permanency also weakens commltrnent intemally and extemally
to ensuring the decision is implemented with the spirit in which the e{ected officials intended. An ILA
� could end through canceilation with a change in leadership from either agency. It is clear from our past
experience that buy-in is critica) to manage the change any consolidation effort will produce.
The advantage to Annexation, as authorized by RCW 52.04, is that this metfiod has been used in
Kitsap C�unty, most recenthr by the Gty of Port Orchard annexing irrt� SKFR, then doing business as
Kitsap Fire District #7. Mnexation only requires a simple majority of the citfzens in each jurisdiction to
pass. The disadvantages are that annexation allows no provision for the city to have a formal
govemance role over their fire and EMS services. Annexation tums that authority over to the e�dstlng
SKFR Board of Fire Commissioners. Post annexation, cfizens from the city, however, may run for
positions on the SKFR Board of Fre Commissioners. Another disadvaritage is that the citizen vote could
Detember 17, 2009 3
�
be split with one jurisdiction approving it and the other disapprovtng it. This could cause some �
embarrassment and perhaps detay or thwart what is otherwise a very beneficial measure that was not ��
yet understood by one jurisdictions voters.
��
The advantages of an RFA, as authorized by RCW 52.26, are that it requires both agencies to come
to the table on an equitable basis to form the plan and it aUows the dty to have a formal role of � [
governance over the newly formed RFA. An RFA requires a vote of the ci�zens within the newly formed
jurisdicbion. The vote then would be a collective "pass" or "no pass" situa�on which would not �
iltuminate one jur�diction over the other should it not pass. The disadvantages to an RFA are that the
planning meeting made up of elected officials requires additlonal meetings. This can pose difficulties for �
busy schedules in reaching a quorum. The additional RFA pianning meetings and the supporting staff �:
required for that process can prove inefficient.
' .
The best optlon in our mind would be to direct the Fre Chiefs from each jurisdiction to complete a ,
• pian for �consideration by each respec�ive elected group within the normai course of conducting its �� ;
business. Once the consoiida�on plan is acceptable to both jurisdictlons, then an RFA Planning
Committee would be formed for the purpose of finalizing the consolidation plan and starting the RFA �;
election process. The first year of the plan would include an ILA for funding as a bridge to taxes being �--,
• assessed in the new service boundary and received by the new RFA. SKFR believes thls effort could be
ready for a ballot issue as early as November 2010.
� .
Question #2. � .;
• Identify all stakeholde� groups in your proposal. �_;
�KFR Res�onse: �- �
The stakehofders for a consotidation effort would mirror what was construcbed for the WSFR i._�
stakeholder groups. It is essentiai this group be representative of both organizations and any future �- �;
predictable partne�s that may arise. Our stakeholder groups would indude ci�zens, elected officials,
labor groups, administrafive personnel, support personnei, volunteer members, and surrounding fire I
departments.
f -��,
The elected offiaals are charged with representing the citlzen's intere.sts. To assist in aligning that
representation prior to finalizing the consolidation pian, and before the issue is approved to go before (. ,
the voters, a series of �eighborhood meetings, titizen group presentatlons, and other communications
would be employed to actively engage and gather feedback from thfs important st�keholder graapr �_.�
�tizen feedback received to date from the WSFR projed was pasitive, as long as service efficiencies
within the present normal funding levels of each �urisdichon could be demonstrated. Du�ing the recent ���•�
RFA work, without a comprehensive plan to share with the c�izens, it under utilized d�zen input and L
critique. An example of this is the lack of participation from this stakeholder group at the WSFR
steering rnmmittee level. Ultimateiy, the citizens have ti�e flnal say at election on their support or lack �
thereof for the consfllidation plan. IYs tfierefore cri�cal that tl�ey be engaged in a meaningfui fashion at .
every significant step in the process. �
The next primary stakeholder group is labor. iVearfy every member of both organizations ls part of �
a represented labor group. Each one of these labor groups has collective bargaining agreements. The J
vast majority of employees have binding arbitraation. Aside from the legal and philosophical reasons to �--;
treat our employees with respect and dignFty, this arrangement daes allow for the labor group to make �
or break such a consolidatlon effort. �thout their support, a consolidafion efFort will fa11; therefore,
they must be at �e table in a meaningful way. Curren�y, the greatest need for both departments is to �
inueasQ emergency service staffing levels which are represented by the same labor group. Separately
December 17, 2009 4 L..'
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we see two Firefighter Locals, Bremerton IAFF L.ocal 437 and SK iAFF Laal 2876. We cuRently have
one SK Chfefs Local 3817, one coilective bargaining group for SK support personnel within IAFF Local
2876, and one or two union members with other bargaining groups in the city. These groups also
represent the largest part of our an�ual expenses at approximabely 859io for SKFR.
Additional primary stakeholde�s would inc{ude administrative personnel not represented by a labor
group, and volunteers from SKFR. Both these groups are cri�cal and have much to offer now and in the
future to any substa�ially career fire department. Neighboring fire departments are secondary
stakeholders, with the exception of CKFlt. They would fiave special interest as a poten�af future
stakeholder and are speciflcally addressed below in response to question 11.
Questlon #3
• Are ycu considering outside assistance such as a facilftator or consultant'T
` �KFR Respon�e:
Leading up to and during the WSFR planning process, the largest expense incurred was for outside
consultants. These consulqnts were used for feasibility studies, benefit servfce charge studies, legai
�' advice, and other miscellaneous services. The decision to use outside experts was wise to do before
committing each organization to spend precious staff time to develop the RFA plan. It was also one of
die most criticized acqons we took, being characterized as governments' answer to effiaency: to hire a
consultant to tell them what they already knew.
It is SKFR's opinion that both BFD and SKFR have exceptional staff fully capable of putting a
consolidation plan together wi�out the aid of consultants other than a minimal amount of specific RFA
legal advice to supplement existing legal resources in both jurisdicdons. In this economic time, now
would be the worst time to try and use consultants when it has a strong probability of creafing a
negative extemal pubiic rela�on with the same group we need to inftuence to approve the
consolidation pian.
That having been said, it wili be important that we leam from past attempts by carefully looking at
areas as detined in the feasibflity study as success factors: Command, Communication, Control, and
Culture. The most successful effort will be basQd more on the ability for the two departments to
demonstrate cooperation rather than intentions to do so in the future. (See Appendix C)
Qu�tion #4 --
� Clearly explain the financial model you are proposing in as much detail as
possible.
SKFR Resqonse:
The flnancial maie! SKFR suggests revolves around �►e premise #hat infially the money now
funded by both agencies separatety provldes a very good tevel of �ire and EMS services for each of ou�
respective communifiles. Likewise, if that same level of money was put into one pot, then together, it
would continue to provide, at a minimum, the same level of s�nrice provided separately. Assuming
that operational efficiencies will be a predictable outcome from a oonsolida�on, then the goal of
"providing better fire and EMS senrice with the same resources" wili have been mefi.
Dec�nber 17, 2009 5
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The recommended finan+cial model for a 8FD and SKRt consolidatlon is that both the city and the �
district contribute the current funding levels towa�d the new consolidated department, The city can �—
reduce some SFD budget line items such as inter-department fund transfers for IT, equipment rental
and repair, external professional services, SIQA, ambulance biliing, Drop Borders Now, pubtic safety (—
bond, and LEOFF liability. Tf��ese feductions would be off-set by e�enses for FTE's to ensure current
service levels. The addition of a half-�me mechanic, half-time facility/grounds, half-dme Tf, and a full- � �!
time dericai woutd be adequate to ensure that goal. The net result is a reduction in the BFD budget �.
and the oppartunity to hire an additional three Freflghte�s as an immediate resuit of consalidation.
The proposed retirement af the BFD Assistant Flre Chief, Medical Officer, and Training Offcer add �
another opportunity to mesh our needs, hire an assistant to training, and an additional three !—
Flrefighters. All of these efficiencies inctude the continua�on o# the plan to have the Captains be
reciasslfled as Battalion Chiefs.
�. .
. Because the city has such a low AV, even with the reductions of the budget mentioned above, after ��,
SKFR's fire levy �ate of $1.17 is applied onto the city, there will be more expenses than income. We
estimate that amount to be appro�amately two million. This amount would be paid to the newly formed r^
consolidated fire department not to exceed what is cuRently being paid in 2010. Once the newly
. foRned fire department passes its joint fire levy funding issue in 2012 that payment wouid cease. (See �~
Appendix D for debils.) � -
guestion #5 �
• Identify the needs of your department and potential opportunities your ���
organlzation hopes to address with this proposal.
r^
SKFR Resuo�se:
c�.
SKFR's needs remain e.ssentially the same as when we were acdvely engaged with the WSFR
process. Through many meetings with our internal stakeholders we developed seven goais. They wiN �----
help guide us through the phased approach with a consalidation as well. Those goals are: �
i) Cit�zens' infierests in emergenry flre and medical r�ponse needs should be �
consider�i flrst.
2) Find ways to provide betber emergency fire and medi�cal service (i.e., through �'
redeploymen! of existing personnel and funding for addi#ional response personnel).
3) Find effidendes through economy of scale. �-- ��
4) Maintain and improve firefighfier safety.
5) Some support staff may be re-assigned or reduaed through att�ition to gain �--
response efticiencies. �—
6) Re�i�e with certainty the threat of Bremerton's future annexations into SKFR's
response area.
7) Maintain good working structure and relationships betvveen volunteers and career �'
members. �
Potential opportunities for SKFR include improved response times for both ini�al and fvll alann �,
assignments for all p�iority emergency calis for service. The collective wisdom of BFD with SKFR will ,
produce better ideas and ways to meet our shared vision of improved response services through �
refiable funding that only goes to fire and EMS delivery services. �
�
Dec�nber 17, 2009 6 � ._.�
�__
Support functions such as prevention, clerical, ambulance biliing, IT, maintenance, faciti�es and
grounds are all areas where we can show effictencies. These efficiencies wiif go toward additional
response personnel who directly deliver emergency services. Our shared focus has been and will
continue to be improved response senrice levels.
SKFR has a long history of investlng every doilar into improved operational response through
_ additional Firefighters who actvally re.spond to calls and provide for service. It is our intent to continue
this same practice as a newly consolidated fire department. We believe that our past actions are the
best indicator of future performance. (See Appendix E for details)
Question #6
- • Identify spec�c efflciencies within your proposal that will have a posftive
impact on FireIEMS delivery for the citizens of our respective jurisdictions.
` SKFR Resoonse•
An overall guiding principle is to maintain equitable or better service. If the two departments come
together into one, each brings with it an established service baseline. This proposal and the efficiencies
. ` detailed as a result of consolidation maicitain and improve these service level baselines.
A consoltdated department will enjoy a number of efficiencies that result from economtes of scale,
eliminatian of duplication, and macro-service delivery strategies. Operationally the two departments
currently provide an acceptable level of emergency service with respect to industry standards and -
publlc expectations.
The two jurisdictions currentiy have many cammon practices that will allow operations bo function
effectively though the initial transition period. The common 24-hour shift schedule, county training
manual, 1TAC procedures, EMS system with aasQ station hospital, consolidated dispatch center, and
strong Chiefs and Labor arganizadons aA contribute to this positive environment.
Speafically, the consolidabed fire department will allow for the addition of six addibional Frefighters,
one haif-�me mechanic, one half-time facility/grounds, one half-tlme IT, and one full-�me clerical
position. The clerica) position could be filled by the existing BFD clerical position. The others would
most likely be new positions.
As the new organization becomes estabiished, each partiupating departmenfis opera�ng prac�ces,.
policies, and procedures will need to be evaluated and combined to serve the new organizations
interest. Input from each jurisdiction, labor, and management will be incorporated into tfie
establishment of thess new practices. (See Appendix F for detalls.)
Question #7
• Describe departmentaUcuitural similarities and differences between you�
organ�ation and the Breme�ton Fire Department as you see them.
SKFR Re�onse:
South Kitsap and Bremerton share a common culture that Is driven by where their respecctivve
cfizens wo�ic and live. Most of the economic engine in our respecdve areas is driven by the shipyard,
retired military, and other govemmental services. The communities of Bremerton and Port Orchard are
� wnnected through the shared community make-up and values of these individuals, entities, and .
Deeember 17, 2009 7
�
services. Both are considered solid working class communifies where tax resources are prectous and �
commercial development is on the verge of growkh. I
In SKFR's service area there is more developable land than any other area in �tsap County. With {�
the new Tacocna Narrows span now in place, that undevetoped land is prime for residential and �._.
comme�cial build out. This creates a tremendous opportunity for increased revenues, balancing the I�
commerciallresidenbial development, and continuing to improve support for ui�cal public safety
��„��. r
SKFR and the BFD have many examples where they have demonstrated the abifity ta work together ��
through contracts, training, administration, and services. Exampies of contracts are SK?A, Mutual Aid, �
Autamatic Aid, and Drop Borde�s Now. These coltaborative associafions have been very productive and
successful. Examples of shared training initiatives are the Moodle program, pump classes, leadership (� �
classes, TRT, MCD, EVIP, Kitsap Training Center, ]MG, and the JATC program. An example of �_.
• administrative similarities are our records management system, where working together we save time
and money on records and reports. Exampfes of other similarities include Kitsap Physician Services and
shared Fire Prevention servlces. Opera�onal services are neariy identical, mainly due to the extensive � i
joint training we conduct
�:
The key to all of these successes is the willingness to be reasonabie and work out issues at the �": ;
lowest level. Any consolidation study or report wili point to these successes as indicators for a full
consolidation success. { ;
Some examples of where we differ include service area characteristics and department �;
characteristics. SKFR's service area covers a population of 79,723: 127 square miles of urban, sub- �_,_:
urban, and ru�a! communities that produce approximately 9,000 emergency calis fo� senrice each year.
Our community enjoys a class 4 WSRB fire insurance rating. SKFR is a substantially ca�eer combination �--,
department with 102 futl �me members and about 60 volunteers. We have 84 members assigned to ��-�
24-hour shift work and 18 assigned to day shift supporting that mission. Even though we share these i� ���
differences, we have shown we work well together and will continue to do so at a heightened level
through consolidation. � . ;
Quesdon #s L;
• From your prospective what would the organizationat model took tike from �.�
year 1 to 5.
. -- (�
SKFR Res uonse: '
�__.:
SKFR's organiza�on chart is shown below. Because ali three agencies should be consolidated vv�thin L_ :
the next five years, the five-year pian for the consolidated fire department should be similar to that
developed by ifie WSFR pianning committee. Our proposed five-year organiza�onal chart is similar to �;
what we collectively agreed through the WSFR planning process and is pres�nted below. . �
�.�
It wouid be presumptive for SKFR to identify what the transi�on from two separate organizations ,
through five years might took like. We believe success is dependent on a collaborative effort to design �.-�
a transitional organization chart. SKFR commits to be(ng reasonable and focused on completing the �
task in a manner that wiil rationally gain support from all stakehoiders and, uitimately, our citizens
through a public efection. �
�
L
D�ember 17, 2009 8
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� 5outh Ki#sap Fir� and Rescue
Organizational Chart - 2009
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pecember 17, 2009 9
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Qu��tlon #9
�._. ,
• Desc�be your cuRent Labor/Management relationship and outllne the
proposed Labor/Management arrangement. L_�
�KFR Res�onse: �-�-=�
South IGtsap Fire Rescue recognizes that labor relations are a vibl and healthy part of iis �-��
organization. The working relationship fostered with its labor organizations has been a collaborat�re
effort between labor leaders, the administra�on, and elected cammissioners. It is a proacfive (`�� '
relatlonship built on trust, openness, and transparent communication. Meaningful invoNement, respect, �:
and a mutual desire to provide a high level of service to its citizens draws this group together. This
relationship has been built over many years and is valued as one of the greatest assets the [
organization passesses.
�__�
Management recognizes labor as a major stakehoider, even in those matters that are dearly ��;
"management's rights". In addition to the monthly Labor/Management meeting, Labor leaders or their
representatives have a seat, vo(ce, and vote, at the table in almost every committee or meeting. These �
seats inciude:
�
• Senior StafF Meeting
• Chief Officer Meeting {_._.
• Safety Meeting
f._
beeember 17, 20Q9 iQ
� ..._
� Wellness
• Training Development
• JATC
• Health Care Committee
• Budget Development
This involvement of Labar at al) levels has built trust and ea�iy communication into the strategic
pianning process that allows ideas and concems to be addressed early and effectively. Likewise, it has
. empowered Labor as a stakeholder to take a responsible role in the decision making process that
aliows the organization to avoid unnecessary conflicfis and grievances.
Evidence of this positive Labor/Management �elationship is demonstrated in several ways. First, it
occurs through contract negotiations. Since 1990, the�e have been 12 co{IecGve bargaining agreements
negotiated between the labar groups and South IGtsap Fre and Res�ue. During this tlme frame, only
one was setded in mediation and. one in arbitratlon. Both the.se cases were based upon defining
` comparable information only and had no ill afFect on the labor management relationship. In fact, since
2000, all collecbve bargaining agr�eements have been agreed upon pursuant fia a relaiively quidc and
smooth proce.ss. The most recent agreement was reached in three short meetings. The Fire Chief,
Commissione�s, and Labor leaders have worked hard aver the years to provide a positive environment
� in the negotiations process. This type of co{laborative and open process has been a result of trust
between the Fre Chief, Commissioners, and Labar Leaders.
Another measurement of the success enjoyed by positive Labor Management has been the ladc of_
� grievances and unfair labor practices �iled by labor against the district. In the past 10 years their have -
� been no grievances and only one ULP filed by the Union which was resolved very early in the process,
� This is not to say there have not been disagreements or differences in opinions. Rather, the desire by
each side to be available for cruciai conversations has allowed probtems to be solved at the fowest
level. Once again, open and transparent communications has been the tocus and key to avoiding an
escalation of issues. ,
In addition to the above, the open flow of communication befinreen Labor and Management taices
�� piace in several formats. The Fre Chfef puts out a weekly upda#e that addresses the latest issues at
� hand. This update is received by all members and is follawed up with a quarterly meeting by the Fre
� Chief with all duty crews. This is alsfl dupticated by Labor in the form of a monthly update that
�� addresses current issues at hand from the Local's perspective. This is sent to senior staff for their
information. All of this is in addition to regularly hetd monthly Labor/Management meetings.
In a consolidation of Sremerton Fire Department and South Ktsap Fire Rescue, the proposed
Labor/Management arrangement should focus on a structure similar to fihat noted above. 7aning two
organizations is complex by its nature. Emphasis in the following areas wiil create the best chance of
maintaining a heaithy and productive Labor/Management relationship.
• Communicatlon: LaborJManagement meetings should most likely increase in frequency to assist
in creafiing a high ievel of trust between ali parties as weil as an open flow of informadon. This
would require both Labor and Management to work in an open door co�cept to help establish �
productive relationships and understanding of all the new players in leadership pos+�ons.
• Particin�tion: Continued participation by Labor in the above committees and meetings would be
essen�a! in collaboratively crea�ng the face of the new organizadon. The.se meetings would
serve nat only as a tooi in the planning proce.ss of the organization, but also as effective
communication between varying levels within the organization.
December 17, 2009 il
r ..._.
�
• Plannina: Strategic pianning would be a vital component for a new organization. Labor and �
Management would have to work together with the elected of(icials to provide the highest level ��"
of service for its cltizens with the resources they provide. This is what would drive the long-term �
sustainability of the organizaaon as a whole. ��
South Kitsap Fire and Rescue and its Labor groups have enjoyed the fivits of positive Labor /� i�
Management seeds planted over the years. The entire organization is committed to fastering r ._,
continued growth in this area. Communication and building reladonships are key to caRying this into
the tuture and into the new organiza�on. While challenges and change management are unavoidable, �---
they can be solved quickiy without damaging the relationship when all parties make a rnllaborative
effort using gaod character. South Ki#sap Fire and Rescue looks forwarcl to contlnuing this process fnto ��-�,
the future with Bremertan Fre.
4:T�'
Question #10
+ (..__.
� Are you proposing any formal dispute resolution process in the plan?'
�.�:
�KFR Res�onse:
� :
SKFR believes a dispute resalutlon process that solves probiems at the lowest level provides ��
advantages ta each party. i'he resolution is generally quick and less expensive and, more importan�dy, '
does not seriously elevate the issue inta positioning and predictable relatlonship degradation. In an �
ILA, our legal adviso�s generally suggest a clear p�ocess be included for resolving issues in lieu c�-
cancellation of the agreement. SKFR advocates use of the IGtsap County Dispute Resolution {KCDR) �.;,
process to determine disputes that cannot be resolved by the parties.
�. :
The RFA plan itself would benefit from describing how dif�erences would be resolved. We would �-.
advocate open, honest, and transparent communica�ons as a means to prevent issues from evolving
into problems. If the governance board of the RFA included a mix of aty and district offidals, then that {
body would be charged with resolving issues. The RFA plan could encourage its board to co�sider using
KCDR as one means ta resolving service or administrative issues.
I .J
In the formation of the consotidation plan itself, tMe resolution process should be the intemal (�
stakeholders first. If they do not agree, then options with pros and cons identified should be forwarded .._.,
bo the goveming boards for final decision. If the boards do nat agree, then the issue could be a study (_.;
session for members from each board to consider and resolve, or it could be deferred to the RFA .
planning committee for final recommendation to the two full govemance boarcls. At this point, if th�er� +_-
was not agreement, an outside third party could be considered to heip resolve the issues. Whatever �
the process, ultimate appraval is required by each separate goveming body to put the issue before the
voting public.
�___
Question #11 �,
• Consideration should be made to allow for future expanslon to include �
nelghbori�g departments.
�
SKFR Res�onse: �
Muth ir� the same way WSFR engaged other departments outside of its primary consolidation effort, L �
a future expansion dause should become a part of the consoiidation plan (Appendix G). Specifically,
Central Kitsap Fire and Rescue (CKFR) should be identified as a part of the phased approach foilowing ��
a reasonabie amount of time after a SKFR and BFD consotidation plan is implemented. Surrounding fire
December 17, 2009 12 1--
�-- �-
departments, other than CKFR, would also have a means to engage the new entity if mutual interests
for future consolidation are raised. It wiil be imperative that this process not require the forma�on of a
new RFA planning process unless the goveming board at the time Qlected to do so.
Ou�on #12
• Expiain your communication plan fo� this proposal.
SKFR Response:
A well respected statesman and stholar of pubfic administradon named Cyril Northcote Parkinson
once said, "The void creat�d by the failure to communicate is soon filled with poison, drivel, and
misrepresentation". This wise obsenra�on gives charge to proactive�y communicate with the
understanding that it takes less time and energy to communicate on the front end than to try and
correct talse infoRnation an the badc end. This approach also empowers the woricforce by creating an
` environment for its input earty in the discussion cycle.
One of the principles for effecdve communication is truthfulness, whid� is defined as accurately
reporting past events which eams future trust. Communication then becomes the fuel that drives a
� hea�thy organiza�onal reiationship. There is often "reason" offered why effective oommunication did
not oaur, but it seldom �tands the test of reason when weighed against the negative results that
predictably occur.
� SKFR developed the communicafion plan for WSFR and it was approved unanimously by the WSfR
planning committee. The pian was sound, yet there were several failures in implementing that good
plan. It must be noted that the best plan not implemented in the spirit in which it was intended simply
.. becomes a good tfiought We must activety work to get the correct infoRnatlon aut both internally and
.; extemally. The proposed communication plan for the SKFR and BFD consolidation efFort is attached as
. Appendix H.
Question #13
• • Mything else you would like us to consider?
�' SKFR ResQg�se:
Vo/unt�e� Serv/c�es , . --.
SKFR has an active volunteer program wMich provides support to our substanttally career
department's opera�onai and support missions. This program is managed by our lead volunt�eer,
Battalion Chief Scott Hartley.
Our support program includes Air Support and Tender response. They respond when requested
both inside and out of the district. We have approximately 10 volunteers in the Air 5upport/Tender
"� program. We atso have a Chaplain's Program, Phot�ographers, Home Inspecdon Program, and Ham
Radfo Operabors.
Our response volunteers are assigned to one of three unstaffed stations and stand-by at home for
1 week and then take 2 weeks off. They respond to all major incidents to support the career fire
ground operations. We have appro�amately 30 suppressian voiunteers, 8 of which are EMT's.
December 17, 2009 13
1.�
�ur Valunteers maintain an excellent working relationship with our career staff and they co-sponsor �
many community events and activities with the career staff. Our vvlunbeer leadership works well with i�
all career response members, administra�on, support, and leadership.
f .._..
SKFR's Labor/Management/Volunteer relatfonships work extremely well at al1 levels. Volunteer ,._.�
leadership is actively involved in meaningful ways in the administration of the department. This i.
happens at ou� general and senior staff ineetings where we have an active role in guiding aur districYs
future. r---
Annexa�ion ��`
ry�:
Annexation of Rocky Point and Navy Yard �ty has been the toplc of discussion for many years. The _�
state law for growth management, the city's desire to annex and the county's desire to ailow �. ;
annexation ali create a need to plan for this eventuai outrnme. SKFR's primary interests in�lude
` ensuring that EMS and fire services continue to meet and exceed the current leveis of service. �.^
The fact that one of SKFR's Fre Cornmissioners live in Rocky Point causes concem for anneuation, �°
in �at such a move without consolidatlon would in fact make this person ineligible for senrice as a (""�
� SKFR �ire Commissioner. We believe that the best option would indude a consolidafion of SKFR and '"
BFD to allow a sound transition in govemance and emergency service delivery in the entire servfce ��.,
area. J
�
Once SKFR and BFD farm a consolidated fire department it does ailow considera�on for a �-;
cooperative effort for such annexation through state law, including a recent law that provides for
consideration of service levels, employee protection, and asset transfer.
(,:�.
I . ..:
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December 17, 2009 14
� - �--
� �__ .
Execu#ive Summary
The first phase for consolidation, involving BFD and one of the Districts, is aitical to the overall
success of the eventual consolidafion of three agencies. If the flrst phase fails or is otherwise
protracted fram aeating a succes.s, then the second phase of this consolidation will most likeiy fail as
well. The greatest predictor of future success is the ability of any two organizations tio demonstrate the
ability to do business together on discretionary business subjects. Gearly, SKFR and 8FD have many
. copaborative efForts that have been in place and working wefi for a long time.
Another predictor of succes.s is similarities in culture and labor management relatlons. SKfR and the
BFD members collabora#e on-duty and off-duty. Thei� shared values serve as a catalyst for social and
professional development efforts outside of work. Our citlzens shate similar values and principles and
our labor management relationships reflect that same posidve and respectfvl leade�ship perspective.
. �
Now, and for the immediate future, SKFR is perhaps the strongest it has ever been. Because we
have fncused on being frugal prior to the economic downtum, we are well posifioned for two to three
more years before the economy rebounds. During this time, we will continue to experience revenue
. grawth with all of that resource dedicated toward building up emergency response staffing. We have
eamed our communifies trust by keeping funding and service promises and have enjoyed success for
funding elections even duriflg a time when most departments were scaling badc. A conso!ldated SKFR
and BFD would can�nue to see those strategies prove suaessful.
A consolidated SKFR and BFD would enjoy the benefits of accreditatton and all of the advantages of
. federal grants, citizen trust, and business efficienaes that flow from that designation. These efficiencies
.. equate to federal dollars that do not significantly impact local tax payers and build synergy in election
; support.
�� The consolidafion of SKFR and the BFD will immediately result in additional Rreflghters who provide
the core senrice our citi2ens value the most. We wili demonstrate govemments' ability to truly provide
more with the same resources. This wiil resonate with our ci�zens to the point tha# our relationships
��� wlth the electorate wiN improve and provide additional opportuni�es even outside of our direct fire
� service detivery.
The Board and staff of SKFR want to thank the City of Bremerton for consldering this proposal and
we want you to know that we appreciate and resped the important decision before you. We want to
stress our commitment of working together to devefop the details of consolidation. Lastiy, we hope that
you will accept this proposal with the spirit in which we intend it to be reoeived.
December 17, 2009 15
i . ..
Appendix A �~ �
i �
Invitation L.etter from City of Bremerton �_�
�.
��+;:;�r���;.=-���^%='��;� � �j , ,
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�y;,"` -' {� �. • g i .
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��.+aas�a�.awr ,. �.._ .
� y
` � � +..._.,
Nov�amber 18, Z0� '
South Ki�ap Flre � Rescue �~'
1974 Fi1Cx�eet Drive &E
' PortOrchard, WA 383� �`._~
De�r ChE� 3ertter and Flro Commiasioner� , .
� On Septernb� 15. 2a0� the Gty af enernerton formaity vrlthdrew ftatn tlte West Sound , .
Flre and Resae Reg[onad Fire AutFrorii�r plarmin8 ef�ort TMs aomp�er�►e prooess ; .
revealed what preseMly appea� to be ir�sunfio�urRable fb�ar�l, adhual, 8nd other _
agan�l irroomPadb�ea betnreen tha three a�s to cor�nue w�h !
�aHans. However� wqfi that bektg setd. tt� C'ity of ererr�on s6'A be&eves our i
r.#imer�s cauld berier be served by sane type oi co�otidation belureen bced flro serNOe !
a9e�es- I. . .
The Cfiy ot Btemerton � Comm�ed to coMinuing to wait wtth one ar bottt of ate bnrohred �.. _
� b provide the best opfion(s) ior fMe and emer9ency medfeal seMee delNery. �--- -
We beqeve �at some fiam o# �on wvuld prort�oie gr�ter effldennies In
s�MB. e4�pment acqui�al. arxf use. t�e� In �rvice ov�erlap and �dundartcy �.._.
and oraetgR seMoe delivery enhanoeme�s to b�i� the cRhoet�s o/ Bromerton end KHsap ,.
CamtY• • �. _ . .
W�h the obJe�ive af �i�flon k� mMd we havs prepared e Bst of ques�ns on !he
attached p�gs tl�at w�e re4� Y� � PrePare �nses for dis�wsslon at a rne�ng I
sortte�ne clurt� the �ys of Dece�nber 15,18 or 1T''. H arry of these dabes are
c�etdent t� you. please cor�ad Cide� Didte � anange a tbne. If tlds week is -,
isx�+ver�� ot it yau e�ee4 mwe dme i0 cott�ose Y'ow �es. P� let us know. �._�
IF yoa treve any w�7tMn docx�menSa ready prbr b�e meet�g Ecr our review. please heve -- � .
th�n b Chlet Dufce by D�nber 11 If you han�a �►y Queatlo�� p�e contad Chiet 1......
Duke. � ..
We bdc brward bo worlc�g wlth you, artd aq P�Y Involved entltisa. in fhe fuaus.
�....
s�noe�y;
, � �.�..
!� �
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CecA AAcConn � Nkayor ProTem Al�son Duke III, Fire Chlet
�.___
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. � -- �
December 17, 2009 16
I �---
Append'nc B
Questions Received from City of Bremerton
� • There are a number of ways two departments can come together. Cieariy state
your preferred option of bringing the two entities together in a proposal. What is
your projected timeline for completion of this project.
• Identify ail stakeholder groups in your proposal.
• Are you considering outside assistance such as a faalitator or consultant?
• Clearly explain the financial model you are proposing in as much detail as
.
possible.
• Identify the needs of your department and potential opportunities your
organization hopes to address with this proposal.
• Identify speafic efficiencies within your proposal that will have a positive impact
on Fire/EMS delivery #or the dtizens of our respective jurisdictions.
• Describe departmentaUcultural similarities and differences between your _
organization and the Bremerton Fire Department as you see them.
� • From your prospective what would the organizational model look like from year 1
� to 5.
�- • Describe your, current Labor/Management relationship and outline the proposed
LaborlManagement a�rangement.
• Are you proposing any formal dispute resolution process in the plan?
• Consideration should be made to allow for future expansion to include
. neighboring departments.
• Explain your �mmunication plan for this proposal. r�
• Anything else you would like us to consider? _
Deoanber 17, 2009 17
f�
f:
Appendix C ,�
�
Consolidation Success Factor from ESCi '�
f�
� Comm nd - � —
Undertaking any form of partnership requires effe�tive leadership be demonstrated consiste�rtiy at all �
leveis. Policymakers and administrators must guide their respective agenGes; yet, at the same Gme, �
they must cooperate with part�er organizatlons. Diffe�ing leadership styles may cause repressed friction !.. .;
at best and open cor�tiict at worst Problems with sharing control and making deasions sends the wrong �---�
i .r
message to the members of the organizatlon, which can lead to an unraveling of even the best proposal.
�
�ommunlcation
. ..
Sitence or limited infonnation from leaders to everyone irrvolved throughout the process about poten�al
or upcoming partnerships breeds fear, mistnrst, and misinformatlon among affected persons. The 1, .,
leadership of collaborating organizations must agree to communicate actively, consistently, openly, and
� oftet► w(th att affected groups. Everyone must be provided the same info�mation at the same time. Most I .
importan�y, leaders musWemonstrate two-way communication skills by carefutly listening to (and acting ��
on) the concems of ali consfituents. � �
Controi
i:.:�
FrequenUy, the strategic restructuring process is compared to a marriage. As the saying goes, °Merriage
� . _.
fs when two people become as orie; the trouble starts when they fry to declde whlch one.'� As in
mariiage, strategic restructuring often fails because of organiza�onai or personal ego issues. I �°'
� : _.
The tenets of ieadership require that someone be in charge; but in the interest of greater good, some of I
those in leadership positions must agree to yield power. Some who are used to operafing in a position of �`�'
cor�trol may have trouble adjus6ng to naw roles that require more collaboration. Personal sacriflce in the �;
inte�est of cvmmunity good may not always win out. �
��
Culture � —� � � J.;
Two schools of thought exist regarding organizadonal cuiture. The first camp views culture as impiiat in -�
i___.�
socia{ life, naturaliy emerging as individuafs transform themselves into soGa! groups (tribes,
organizations, communi�es, and nations). The second camp offers that culture is comprised of dis�nct 1�...
observable forms (language, use of symbols, customs, methods oi problem solving, and design of work t
L�i
settings) that people create and use to confront the brosder sociai environment 1'�is secand view is
most widely used in the evaluatio� and management of arganizationa! culture, but the first is no less L.�i
important when considering bringing two d+screte organizations into a closer rela�onship. �
,
�
L �
�
L�
December 17, 2(m9 18
L�.
Appendix D
201� Combined Revenue / Expense Projections
� To help understand how the flnances might work through consolidation, here is some foundation
for the preferred option of an RFA, as we understand it. When a city, which can othervvise collect
" property taxes up to $3.375/1000 assessed value (A1� annexes into a fire district, its levy rate
increases to $3.60/1000 AV, less the amount tfie fire district collects (RCW 52.04.081). Thus, a city can
collect up to $2.60/1000 AV without having to fund a fire department. This annexation math does not
apply the same way for an RFA. In an RFA, the (ower tfie fire levy rate, the easier it is on the city
residents' properry tax burclen. The city would have available $3.375/1000 AV minus what the RFA and
other junior ta�dng districts, like the (ibrary district, collect.
.
. The Benefit Service Charge study we join�y funded through the WSFR planning process indicated
there were some benefits to considering such a funding mechanism. Since SKFR is weil below the
$1.50/1000 AV maximum, does not have a high percentage of commercial properties and has many
. undevefoped properties, a benefit service charge is not an advantage at this time. Within the next
seven yea�s when development occurs in South Kitsap, a benefit charge would balance revenue
generat�on more equitably �han property taxes alone and it wou{d retain Iow property tax collecfion in
the dty. Even if the commerciai and developed property balance supporteti it, going for a beneft
service charge in this economic ciimate would likely puncture the delicate aalance of funding needs and—
long term community trust. This option may be preferred as a funding option to consider as early as
2012.
� Because SKFR is well below the $1.50 fire fevy maximum, it is positioned very strongly for several
� more years of AV reductions, which means its increases wili continue to average approximately 4%
� annually. SKFR's fire levy has two prongs. There is a permanent levy and a temporary levy that expires
__ on ]anuary 1, 2013. This timing will likely cause the low fire levy to creep up with AV reductions. It is
. projected that by 2013, the SKFR fire rate will be near $1.35/1000 AV, well below the $1.50/1000 AV
maximum. The renewai in 2012, for 2013, would allow for consideration of up to a$.15/1000 increase.
. SKFR's slow and steady funding strategy has been quite successful over the last few yea►s.
South Kitsap Flre and Rescue
Revenue fot Years 2008 - 2010
s+�.aooaoo
t+�aouaro — — - -- - ---- �►_""= =� ----�
s+�.000,000 ! - '" - .
s+ae�o.000
� i
Y.oao.ea
i0.000.000
M.o�Aap '� _.. �-_-__ __._. __ _ __ _. _.__ —
3'l.00CJI00 - _ - - - - - - --' " - � — ' =- - _-
�' `_�.' �� _ -" _-.___ �� _.. I .,, _ '_� —. � - � � _- � �
s�wao.rie � au.r�..�+ s+� s+ana+m T s,un.rie
becember 17, 2009 19
�
5KFR has an AV of approximateiy $7 billion and Bremerton has an approximate assessed value of �
$3 billion. SKFR's annual revenue exceeds its annual expenses for 2010 by $4,454,362. If we apply !^
SKFR's 2010 fire levy rate of $1.17/1000 AV on the AV of the City of Bremerton and add that with
BFD's 2Q10 funding projections, it resuits in more expenses than revenue or a funding shortfall of �
$2,829,423. If xhe city reduced its 2010 BFD operat3ng budget by eliminadng inter-department fund
transfers, retained the LEOFF liability, reduoes extemal professional services, 1T senrices, equipment � �^
repair/rental, and retains the public safety bond debt, it would reduce the city's shortfali. The sharlfafl
represents the side payment amount the city would pay to the RFA once fortned. This payment would �
be eliminated upon passage of the funding issue in 2012 for 2013 and would likely reduce witl� annual �
revenue increases prior to 2013. The foilowing is an example of revenue and expenses for 2010.
I ---
SKFR I .±:
. Banked Capacity $ 586,735 r
2009 Carryover $ 3,750,000
2010 Revenue $ 14.481,738 �
Toial Availabfe Revenue $ 18,818,473
�~
2010 Tota1 Expense - $ ,�,4.364,111 � ;
2010 Total Availabte Revenue $ 4,454,362
� :
� 2010 AV $ 7,020,453,879 _ �
i _:
2010 EMS Levy $ 3,510,503 ,
2010 Fre Levy $ 8,104,012 � . �
2010 Ambulance Billing $ 1,865,f18
2010 Other Revenue � $ 1"002.105 �-- � i
2010 Total Revenue $ 14,481,738 '
�_:
.
`. ,
Bremerton Fire Department
�,
2010 Total Revenue $ 5,314,577
2Q10 Total Expenses - $ 8.144.000* � �
Shortfall {$ 2,829,423) -_— L ---;
2010 AV $ 2,913,313,759
{ _.
2010 EMS Levy (@ $.50} $ 1,458,000 � �
2010 Ffre Levy (@$1.17) $ 3,408,577
2010 Ambulance Billing $ 438,Q00 �_;
2010 Other Revenue $ 10,000
2010 Tota! Revenue $ 5,314,577 �
* After deducting the following expenses from the 2010 BFD operating budget, the city would pay to �--�
the new consolidated en�ty that a�'�nount that remained as a shortfail. �
A. City Retains LEOFF Liability {,;
6. City Retains Bond Debt
C. Deduct ap Inter- department fund transfers from 2010 BFD Operating Budget (�_
� __
Deoember 17, 2009 20
� --- �-
Appendix E
Needs and Opportunities
Consalida�6n of 8FD and SKFR creates a number of efficiencies that would have a positive impact
fior both agencies and the citizens they serve. The first advantage is accredited status through the
Commission of Flre Accreditafion Internaaanaf {CFAn whith is part of the Center for Public Safety
Excellence (CPSE).
Through best management practices derived from CFAI, SKFR has developed an effective and
eflicient arganiza�on that directs avaifable funding into operafional staffing needs first. Historically,
� SKFR has limited the amount of resources directed to administrative and support staffing which ailows
additianai r�ources to be directed to increase response staffing. The basis for aareditatlon is
wntinual organizational improvement as measured by industry and natlonally recognized standards.
. �
CFAI requires specific perFormance indicators, goals and objectives, strategic planning, risk
. assessment, and specific emergency service delivery measurements referred to as a Standards af
Cover. This process takes �me and effort to manage effectively, but the dividends are well worth the
" et�ort.
SKFR was the first fire district in Washington to eam accredited status and has retained that status
since 2001. In our case, CFAI would extend SKFR's accredited status to the new conso(idated agency�
That would generate a review of cuRent service levels and the establishment of a new Standards of -
Cover for the new agency. Concurrentiy, the development of performance measurements, strategic
planning, and goals/objectives would begin.
_. � The consolida�on would institutionalize the "Drop Borders Now and SIQA" agreements into a
. permanent response system. Agreements currentiy in place between SKFR and the BFD could be
"fixed" into common operationaf practice for the new agency. Service areas currendy exisk in both
jurisdictions that require service delivery from the adjatent agency for the clasest and most appropriate
response. These agreements have served both agencies and our community's welf, by placing service
�• delivery before jurtsdicGional turf or boundary lines. As one agency, service to all areas within the new
��� jurisdicdon would fall under a common response standard. Units dispatched to any event type would
' be reflected under a common CAD set up.
The cansolidation wili create a macro scale fo� staffing and responses for signiflcant and resourc�.
intensive events. In their current configurations, both agencies maintain a minimum staffing level that
meets the average daily service demands, yet often leaves units stretched, covering other divisions or
station areas. Each agency has a flre environment that reflects similar levels of risk in the residentlai
low to moderate risk category. BFD serves a slightly highe� concentration of commercial or business
type properties. �th these similar risk levels comes the need for flre ground criticai tasking to provlde
�� both safe and effective fire ground opera�ons. Currentiy, each agency has oaasional challenges with
daily operations based on unit service demands and resource intensive events. Operationally SKFR and
the BFD as a combined resource would be an equalizing effect on the macro scaie due to a
combination of shared staffing and response units.
On any given day within each organizafion,line staffing may vary due to employee leave use that is
beyond the agency's managerial control. On a larger scale with a combined workforce, current
personnel staffing would bfend together into a common staH'ing matrix that would aid in covering these
vacanaes and maintain minimum staffing levels. When addressing the critical staffing numbers
required for safe and effective flre grou�d operafions, this combining of available units opera�ng under .
,�,
December 17, 2009 21
(:_.,
a common CAD system and response plan would also provide broader depth of service to all �
communities served. � ^
� :
The consolidation wili create a single focus funding and govemance organization. All of the district ( T '
funds are directed at EMS and flre servfces; and in the case of SKFR, these funds are directed toward __.�
increasing response personnel. Efficiencies that would benefit a new agency created under a R�A � �.
concept would mirror that of SKFR to include single purpose govemance and funding. As a stand alone �--;
govemmental agency with the sale irrtent of providing fire and emergency medical services to the
communities served, funding and agency leadership would have the ability to be focused on agency r--
specific operational needs. This "mission clarity" has proven suaes,sf�i in many applicat�ons i� both
public and prfvate endeavors. The transferring of governance for a major portion of dty opera4ons to a �
stand alone agency would also help lighten the demands on city officials and services while maintaining
this critical part of community public safety. (^,
. The consolidation will allow the continued development and incorporation of shared systems within (��
both agencies. Several common operations currently exist between both SKFR and BFD. Both agencies
use the same records management system through Emergency Reportlng System (ERS) which provides �
a common area of operations and the ability to utilize cuRent reporting programs for data coliection �—`
. and analysis. Both agencies are also leaders in the use and development of the web based training
program "Moodle". Future program development and shared efforts in these areas have a tremendous
amount of efficient producttvity potential in the years ahead. ��:
I
These are just a few examples of the advantages of cansolidation that all share one theme:--- ��
working smarter to produce efficiencfes to continuaily improve emergency response services. The �,_,
possibilities are nearly endless when we appty the natural law of synergy toward two agencies working _._,
as one. � � �
� _
�_..:
�
Ls
,
L_..
. ,. �
{.
�_
�
�;
�
. �
�
�
.. -- �.:::_
December 17, 2009 22
L�
Appendix F
EMS/Fire Efficiencies
Initial considerations shauid be directed to the following areas for potentiai operationai efficiencies
early within the new organization. We have ranked the foliowing rec4mmendations as high, medium,
and low in pr�ority for potential implementation: high being considered for the initial start or within the
first six months of operation; recommendations at the medium level being given sbudy and
considerafion within the first yea� or two of operafion; and recommendations receiving �w status
being a direction to be studied, considered, and developed as the agency evolves and establishes itseff.
• Ladder Trucks Utilization. The staffing of aerial apparatus and its regular opera�onat use
incorporated into fite ground tacdcal decisions are a poten�a{ efficiency and improvement with
� consalidatlon. As the community served continues to grow with light industrial, commercial, and
mid-rise construction, the need for aerial apparatus response and �ncorporation into fire ground
practices also grows. SKFR has purchased a Quint aerial apparatus with the assistance of an
AFG grant. This apparatus will be in service in early 2010 and is planned to operate as a squad
• staffed Quint located at station 31. Currently BFD has a similar apparatus located at station 1
operating in a cross staffed configuration. The poten�al to utilize these two modem aerial
apparatus to autom�tically cover the Gty of Bremerton and Port Orchard urban centers is an
operational concept to consider right away. (High)
• Common Com��r_�ded Dispatcfi (CAD) Criteria. Currentiy the two agencies respond in
a similar but not identital dispatch configuration through CAD recommendations. Determining
� response levets and CAD recommendations for the new agency wilf offer efficiencies. Concepts
: like closest unit response and critical tasking for fire ground operations should be addressed.
�� � Focus must be kept on the strategic goal of maintaining tfie current leveis ar improving service
� to the citizens. (High)
• Droo Borders Now. The formation of the new agency will end the need for the Drop 8orders
.� Now agreement currently in piace between SKFR and BFD. Station �esponse areas will need to
. be studied to assure the closest and proper units are in the CAD system for ail areas. The
- concepts achieved by the Drop Borders Now agreement will become permanent by the creation
�- of the new agency. (High)
� • Bremerton Fire Deuartmerrt Caotains. Currently bath agencies operate with a command
officer supervising each shift. South Kitsap has these supervising officers at the rank of
Battalion Chief, with the City of Bremerton filling this position at the Captain rank. With tl�e
. common work load and supervisory responsibilities, it is recommended the three BFD Captains
be reclassified to the rank of Battalion Chief at the start of any consolidation. This would create
two response dis�ricts within the new consolidated agency. {High)
- • Bremer�on Fire Qe�artment� ,Su�or�ss9on A�sfanment of Support Duties�. South Kitsap
has a faalities and fleet division that oversees portivns of the departmenYs logis�cs. These
� divisions are responsibfe for central supply, uniforms, tumout gear, and related items as well as
vehicle maintenance and repair. The Cily of Bremerton has managed these department needs
through use of the city shop or line personnel overseeing specific areas while on shift or with
overtime compensation. Once formed, the new agency should have the exisdng #ac+lities and
fleet divisions expand to indude services to the Bremerton personnel. (High)
December 17, 2009 23
�
•�pg. Within the Operat+ons Division, several efficiencies are possible at the Administrative r �
level. The administrative dupiication of efforts within the Operations, Training, EMS, and Safety
areas will likely lead to reassignment of personnel into different positions resutting in more f �:
efficient use of time and improved operational performance. Reduction of stafF or administrative ��
posi�ons over time wiil allow redirection of funds to the suppression budget to support senrice �.__
delivery.(High) � � .
■ r ti — Currently, two chief officers oversee this area in each department. In a ��
consolidated department, this workload could be managed with one officer.
� �'
• Trainina/Safetv — The current training p�itions should be reviewed for potential downsizing.
An analysis of the types of personnel needed w�th the T�aining D'+vision will be needed. We �' _�
envision that line officers, and possibly FF/PM's, wouid be beneficial to p�oviding on-going (� .:
training and program development working under a chief level officer.
. ( �. ',
• E�IS — Currently, two officers oversee this area in each department. In a consolidated
department, this workload could be managed with one officer. ��
. u ort — The national average of support personnet to operationa! personnel is 17%. f.
■ Following reorganization in 2005, SKFR leveled the ratio from 27% to 18% and, as a result,
has not lost any in priority work. Support personnel in a fire department is much �'
lilce wealth, it never seems like there is enough. As such, it is easy to justify hiring more (.:
support personne�, especially s+nce it cost less to hire support positions when compared bo e--
firefighter position. The problem is that this practice is counter productive to what our i
stakeholders, the citizens, really care abaut the most — emergency response. Below is a
graph of SKFR's history of support staff. In tfiis case, support is defined as all personnei not �..�
assigned to 24-hour emergency response shift. The reduction of support personnel allowed �-:
resources to hire four addiqonal response personnei. This voluntary move gained traction
fo� support of our subsequent fire levy. �
�_.�
South Kitsap Fire and Rescue �
Total Suppart Persa�nei ,
% io Relation to Total Operations Personnsl ��
� - -- - -- - --- -- - --- - - - ..
ss -m _ zsx� -�'_ _� _- - _ - •, l.'.�:
� 1 ^ so �c zox � f
ex � x �. . ....
15
10 I
1 J
5 -- _. _ --- __-_-_ �,���� ( ''
�---�
01 -� � � I � ` -� � � ( � - � I t
i......�
a� �� �a �a �a te �a
�
The result of good community re{ationship building and shifting af support resaurces has ��'
allowed SKFR to continuously grow in the area of its greatest need, operational response.
The graph below cleariy demonstrates that pasitive track record which continues at the �
same pace. -
�.....
December 17, 2009 24
��...�
South Kitsap Fire and Rescue
Total Unfform Peraonne! on Shtft
eo - - - -
�
......
� --� _ _. __ _ �� _ __- ���
�o �_--�� __ -- . - �. �a -= i
�
so - '
so
�o
�
� . _ _ - - �. _� - . _ �,,�_... _.� _----• -� �__ __ -
. •
�o . _ . . __ - _._. ._ _ .�_.�_._.._. —
o - - - -- - - -
saa 2ooa sooe zoo� �ooe mo� swo
eo sz n rl n e� a!
. SKFR's sound financial model which allows for a steady growlfi of additional fireftghters
being added over the last few years, ailows for the guaranteed minimum staffing to have a
correlating growth over the last six years.
South Kitsap Fire and Rescue
Minimum Stafflng 2004 - 2010
so
' .�.,,,,� �
16 - - - -
10 - - "-- ---- - - —
� �
6 --
. '
i
I
0
�04 2008 2008 TC07 2000 2008 2010
13 10 16 11 17 17 19
• inforn�a�ion Tec�nol�(�. Currendy each agency manages IT in a different manor.
The City of Bremerton has the city IT department manage iks computers and related hardware,
and has a shift suppressfon member manage the departrnent cellular phone program. South
Kitsap has a fufl time � tech who reports to an administrative BC as the program manager.
With consolidation, we should study work loads and personnel utilization to place this work
under one office managed by administrative staff. (Medium/High)
� �cember 17, 2009 25
�.. __
. Medical Transoorts. Currentty South Kitsap provides both ALS and BLS transports within iLs i~
jurisdiction. The �ty of Bremerton provides ALS transports for the city. A study should be ��.-�..
oonducted to determine the impact of implementing a common transport configuration acxoss '�
the new agency. Considerations will need to address: funding/revenue generation or loss, �� ��'
reliabilit�r of units, staffing, apparatus requirements, and the physical and ftnanciai impact to the y ..�,
citizens. During the time needed to complete any study, the cument u�tiza�on of resflurces � ,. '
could be maintained as is currentiy provided. This change would �ot oaur without support from ---,
labor groups afFected. (Medium) � � �
• Tedmical Rescue. Curren�y, all Kitsap County Fre agencies have members involved in tfie r `
Region 2 Technical Rescue program. These members are intended to be the training and �"��
technical Ilaisons batk to their home department and to act as advisors to the tncfdent
commanders for inudents in their jurisdiction as the fuli team responds. In joining the two ��
organizations, the new agency wiil have a larger pool of these trafned rescue personnel to allow
. the formation of a staffed rescue engine company. Consolidation of these trained rescue team l~�
members into a common locat[on with equipment to support both the local and regional
response would produce tangible benefits in several areas. (Medium) i�
�...__,
. • Water R�e. The new jurisdicaon wiil have significant Puget Sound share iines within its `�
boundaries. A marine program that covers both fresh water lakes and salt water areas should +��
be evaluated. With the central location of the Bremerton Marina, consideration should be given '
ta a future program that provldes a rescue boat, cross staffed with station 1 crews at this ?�'
loca�on; with the impacts an staffing and woNcload being evaluat�ed. Current ice artd-
freshwater rescue programs should also be evaluated and adjusted to cover all areas within the (�_�;
new agency. (Medium)
� V ,
• Bike Teams. Currentty SKFR maintains a Bicycle Medic Program for use at community events. ,�� -�
Once formed, the new agency could expand the team's membership to include interested '-'
members from throughout the newiy formed deparlment. Utifizing the curcent team equipment, ���
this service couid be expanded to the benefit of all communifies covered by the new agency.
(Medium) ( .. .
• Hvdrant Maintenance. Hydrant maintenance is required yeariy for fire hydrants within each �___,
jurisdiction. CuRently each deparlment is managing this issue in a different fashion with varying
levels of success. SKFR utilizes duty crews to annually service hydrants and has had good �.. .
success with the end qual'rty of the product at a rela�vely low expense of time and materials. 1
The Bremerton Fire Department has delegated or released this detail to the Water Company or
AHJ for the water system. This has resulted in a mixed review of quality for the end product in 1
the areas of required records for WSRB ratings, maintenance of the hydrants and road markers,
and the annual trimming of brush and grass around the hydrants. Once formed, the new ��
agency could study and develop a summer youth work program similar to programs curren�y
uutilized by the county road departrnent. Water companies have a view of hydrants and their (����
obitgation to them that is different from that of the fire agencies that utilize them. It will be in �
the fire agenaes' best interest that an effective and cost effitient program be developed for tfiis L,;
area of department operations. (Low) �
(�
�.__
�._
4 �
� S_ ..
December 17, 2�9 26
` --� -
Append'a G
WSFR Work Plan Section 9- Future Expansion of WSFR
The prospective future expansion of West Sound Fre and Rescue shali consider the benefia of
- service delivery for WSFR and the merging agency. The goveming board of WSFR shall have
the author+ty negotiate w�th a prospective merger organization on ail of the elements of a
proposed merger. Future mergers shall use the process outlined for fire districts except as
.. otherwise moditied by the RFPSA law and this work pian.
� (See fu/l five page committee neport in dhe WSFR draft work p/an f�or detai/s)
.
_.;
. . Decembeer 17, zo09 v
1 .^
Appendix H �
BFD/SKFR Consolidation Corr�munications Plan �
f
�.
- �--
�l�e: ti�oi�� c�e�tc�� �y tke fzt�ilure. to c�omfnirnica�te �--�
is soon filled �x�it�i �oison, ds�vel, anr� f
t�1rsrej�resenratiori. �;
—C�. fYORTHCOTE.PARRIfJS4N f .. , ;
. l. . _,
Purpose of this Document �
• This document provides practical suggestions for fire service leaders and managers to ensure sufficient �
communications within their departments and with extema( stakehotders. �..�
Goals of the Communication Plan �'
_ �
�_�
• Ensure the elected officials are an activve and integral part of the overall Communication Plan.
• Improve communication to and from atizens, businesses, and organizations. �^
• Improve two-way communication witfiin the two participating jurisdictions. ��:
• Enhance and improve community and media relations.
• Breakdown feelings of "us vs. them" 6etween two participat�ng jurisdictions. l_ �:
• Increase awareness, interest, and pardcipation of employees in the goals and activities of the �
consolidation. C ''
• Buitd organizational pride among employees and positive identification with consolidation. �'
Develop a Basic Commur�ications Plan f�� �
- -- 1 . .
• What key messages do we want to convey?
• To what key stakeholders do we want to convey the key message.s? �,
• What`s the best approach to reach each key stakeholder, including who/how should the message
be conveyed? �� - -
• How will we know if you're reaching these sbkeho(ders or not? �;
Commun'�cation Obiedives �
�
• All Audiences
• Intemal Audiences: All Membe�s of BFD and SKFR �
• Internal Audiences: Targeted Leadership
• Extemal Communications: Stakeholders L '
• External Communications: Public/Media (_„
�_..
Detember 17, 2009 28
l�
What �e Consolidation Team must communicafie
. The team must comrnunicate about the status, details, and decisions regarding the development of the
consolidatlon wark plan. The team must communicate the following:
� • The process for developing the work plan.
� • The progress made in developing the work plan.
.- � The details of the work plan before dec�ions are made.
• The funding issues regarding the implementation of the consolidation wo�1c pian.
-� • The net benefits of implementing the rnnsoiidation work plan.
All audiences
` • Communicate key meeting dates.
� • Communicate what the law requires.
• Communicate issues being considered by the team.
.• Communicate decisions made by the team.
• Communicate benefits and risks of the consolida�on work plan.
Inte�nal audience.s
• C4mmunicate all consolidation meetings (dabe.s/times/IocaGon).
� Communicate policies, procedures, and key issues that may impact staff.
. • Educate staff on the process of developing a consolidation work plan.
� • Educate staff on the strategic objectives of each project task within the oonsolidation work plan.
_ Ext�ernal audlenaes
• Communicate a!I consolidation mee�ngs (dates/times/location} wtth general public.
�� • Communicate all consolidatlon meetings (date.s/tlmes/location} with neighboring fire departments.
__�: • Communicate key issues and decisions that may impact the general public.
� � � Key Essentials -.._
• ISgy Messaaes: Key me.ssages will be developed by the consolidation team.
� Truthfulness: One of the paramount principles of communicatfon will be acturately reporting past
� events to eam future trust.
• Resuonsibilitv: Each jurisdictlon's fire chief is responsible to disseminate information and inform
their intemal and extemal publics.
�. •�onsi_, stencv: To maintain a consistent message, staff from the two participating jurisdictions wili '
receive assignments to develop joint press releases that wiii be deltvered by tl�e locat flre chief.
i
'
- December 17, 2009 "" j
i
�
�
;
�
r::: :
• Frea uena: Communicatlon will occur proactively rather than waitlng for problems to a�ise and then �
communicating. This will require regular cammunications. j�`
•��pec „tlons: All flre department leaders must ensure our citizens and members �eceive timely, ��
retevant and reliabie informa�on regarding the cansotida�on work plan.
{�
Communication Milestones �
• Monthiy Reports on Progress to the Executive Board of the KCFCr4 �
• Quarte�y Reparts on Progress to the general KCFCA meetings �
• Monthty Reports on Progress to the btsap County Fire Commissioners
• Monthty Reparts on Progress to the Executive Board of the KCFCA ��:
• Weekly updates for SKFR and BFD members and worlcgroup leade�s from Fre Chiefs
. � �.�:
Quarteriy updates for WFC/WSCFF/WFCA/WSFFA
• Develop Joint Press Releases Announcing Key dates, process and advantages �
• Target Audlences � �
� - -,
Identified intemal target audiences include: �_
• BFD and SKFR Elected Officials -
• BFD and SKFR Chiefs `�� �'
• BFD and SKFR Labor leaders �.�'
� SKFR Volunteer Leaders f ;
• BFD and SKFR Ofiicers/Managers/Department heads
• BFD and SKFR uniform members �:
• BFD and SKFR non-unifonn members
• sKFR volunteer members �. ;
Identified extemal ta�get audiences include: �—'
� _.
• CK�R I . .
• Neighboring Fre District Leaders "�—"
• Harrison Hospital i
• Olympic Ambulance
• Local Healthcare providers �..__.
• Busin�s Community
• Community Leaders/Clubs L--
• Kitsap Regiona( Coordinating Council � - -.
• Kitsap Elected Officials (any outside of the two fire departrnents) ,
• Genera! PublicJMedia �---%
. W� �
• WFCq �
• WSCFF L,._;
• Kitsap DEM i
• lGtsap CenCom �---�
� '�
December 17, 2009 3p �
�..._, i
�
�
• KC50, POPD and BPD leade�sh�p
� • Kltsap Rre Commissioners and Chiefs Assflciation
Communication Prooess
• Methods: The primary methods used to disseminate information and/or educate:
• Electronic Communication: This indudes but is not limited to such communication vehides as
targeted emails, web sites, newsletter, intemal mail iists, Chiefs updates, labor newsletters,
volunteer newsletters, surveys, weekly Friday updates, and other means �of rapid information
dissemination.
- • Printed Communication: This includes printed or copied documents as needed to fulfiA the
• communications objectives. These include talking points, fact sheets, program newsletters, news
release.s, newsletber articles for partner and assoaation newsietter, progress reports, brochures,
training materials, booklets, and other items as necessary.
• Verbal Communication: This includes speaking engagements, presentations, and formal training
dasses (n a variety of forms including classroom style, videotaped, videoconferencing and computer
based train�ng, and computer conference style education. Meetings may include execudve level
briefings, team briefings, offiice or unit staff meetings, customer meetings, partner meeting�
provider meetings, and stakeholder briefings. This can also include word of mouth from members
to citizens.
. • yjsual Communication: Often this will indude materials to be used in presentations, speaking, or
training. These include PowerPoints, videotapes, and otfier visual charts, graphs, posters, and
pictures.
Communica�ons Strategies
-� Consolidation communication strategies will be multi-faceted and tarried out using a variety of
. communication methods. Key str�ategies include:
• Information Onlv: DeteRnine if the communication is "information only." Once determined, that will
drive the types of communication methods needed — relying more on utilizing the tradi�onal
_. electronic communicatlons channels (email, emaii newsletters, weekly updates, etc.).
• Seekinq Feedbadc: Determine if the communicafion is seeking feedback. If so, the means of
communicating that (nformation is more comptex and should involve activvely engaging staff efther
through a conversation, mee�ting, task, class, or activity. This is to ensure that the informafion
. exchange is effective.
• Manaaers as Key Communicators: Rely on management and member leader groups at all levels b�
. help communicate key messages and receive feedback. It will be critical to be strategic on who,
how, and how often these managers will be used to help carry messages.
. Deoember 17, 2004 31
t .
• yideo C',�onferencina and BKAT. �
;
• Getti�na�,Sta�s Atter►tion: Rely on various staff meetlngs to heip communicate cri�cal issues and I
decisions. In order to get stafPs attention on major changes, tt�ey need to hear it from their own ��
managers in their own meetings. �kewise the community needs to hear from their Fre Chief, not a �-�
staff support person or other jurisdictians Fre Chief. Support staff plays a key role for the Fre i �
Chiefs by developing the desired communication. �:
Communicadon Tactics ��
� --�
i. IMvrmation and Awareness — All Audiences I:
A. Informa�on
Meet with peers and subordinates on a regularly scheduled basis.
. �-.-.
Frequency: Monthly
Responsibility: Fire Chiefs �:
� Track questions and foilow up issues. (`
Frequency: As identified by the Fire Chiefs j'
Responsibility: �re Chiefs
� .
; _.,
B. Devefop Fad Sheets on Critical Issues � �
� Develop fact sheets to be used with extemal aud'+ences on critical issues. 'fiese will be �'
developed on an as needed basis. �..�.:
Frequency: As identified by the Fre Chiefs
Responsibility: Flre Chiefs �' � `
f:
C. Feedback.
Review and make suggestions for improvements to key issues in the work plan as defined: �- •
- Press Releases
- intemai / Extemal Surveys l _�
- Key Pre,Sentatian materials (� ..
Frequency: Monthfy ,
Responsibility: Consolidatlon Communication Team � �
�.
2. Internal communications: All BFD and SKFR Members
A. Consolidation CommunECation Team's message i��
At the team's discretion, include information that reinforces the importance of the work plan
and what it means to citizens and members of the two jurisdictions. Help them ���'
understand how it affects them. �__:
Frequency: Monthly ;
Responsibility: Consolidation Communication Team ��-`'
�_:
B. Flre Department News letters
Periodic articies provided to membe�s of the two flre departments (electronic employee �-- �
newsletter) on featured consolida�on activities. '
L -_. -J
t�ember 17, 2009 32 { �
� . _,
Frequenty: Depending on existlng publication/circulation ames
-� Responsibility: Fre Chie�s
C. Member Feedbadc loop
� Maintain and publicize a member feedbadc loop where quesdons can be posed and
answered through regular email messages, web site, or other means. Treck questions /
� answers.
. Frequency: On-going
Responsibility: Fre Chiefs
3. Intemal communications: Targeted Managers/Staff/Committees
A. Manager Meetlngs
� Meet as needed with managers or department-wide committees to share important
' information. Identify issues that they need to communicate. Send critical reminders and
info to managers pertaining to consfllidation issues on an as needed basis.
. . Frequency: On-going
. Responsibility: Fre Chiefs
4. Extemal Communications: Stakeholders
A. Stakehalder presentations
� Present consolidation updates in formal mee�ngs of organizations such as the Chamber o
Commerce, Rotary, ' and others. Determine stakeholder groups applicable, build
- schedute.
Frequency: Dependent on meeting dates
� Responsibility: Fire Chiefs
� B. Communication witf� other fire agenc�es
, Identify a point of contact for other fire agencies on consolidaaon issues. Share successes
�� on a regular basis; aiso good way to determine barometer on new ideas, approaches,
�- Faus on CKFR more regula�iy as a phase two consolidation agency by providing their
�� chief and commissioners regular . updates on progress especially with their transitlon
� � language.
� Frequency: Morrthly --
Responsibility: Fre Chiefs
. , C. Statewlde Conference Participatian
Participate in sqtewide conferences, sympos(ums, and summits. Communicate successes
and failures.
Frequency: On-going
� Responsibility: Consolidation Communication Team
� 5. Extemal communications: Public/media
�� � A. Consolidation related news reieases
.. Work wi� support staff to deve{op message as directed by the Consolidation
Communication Team.
- - Deaember 17, 2009 33
�. �.
Frequency: Ongoing � `1
Responsibility: Fire Chief� or designee ;'
,`. ...:
B. Consolidafion fact sheets �
Create fact sheets on issues or d�isions as needed for use with the public and/or news !���
media.
Frequency:On-going � �
Responsibility: Fre Chiefs
}_. .
C. Media Response � �
Be available to respond to media inquiries relating to consolidation as needed. AI! membe�s �;
of each participating department and the members of the Consolidation Communication
Team agree that a centrai point of contact for the media is necessary. The point of
` contact will be tfie two �ire Chiefs. �� ��'
Frequency: On-going �^.:
Responsibility: Fre Chiefs
{. _._
D. Legislative/elected officiai response j�'
Be available to respond to legislative and elected official inquires relating bo consolidation as ,..
needed. � - �
Frequency: On-going -
Responsibility: Fire Chiefs � �
�. . _.
� .
� :
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C.�
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Viotion to approve the proposed settlement in matter of Cit�� v. Sc�sko by
1) Accepting payment of $290,000 in satisfactiun of jud�ment;
2) Reducing balance of stormwater tees ot subject p�•operty to �0;
3) Accepting grant ofutility easement to City at defendant's Gorst
property;
And authorize City Attorney to prepare and sign settlement documents and
pleadings to tinalize the settlement.
>