HomeMy WebLinkAboutPACKET JAN 20 2004 poll
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City of Beaurnont
REGULAR MEETING OF THE CITY COUNCIL
COUNCIL CHAMBERS JANUARY 20, 2004 1:30 P.M.
AGENDA
CALL TO ORDER
* Invocation Pledge Roll Call
Presentations and Recognition
* Public Comment: Persons may speak on scheduled agenda items 1-5/Consent
Agenda
* Consent Agenda
GENERAL BUSINESS
1. Consider approving a contract for the roof replacement at the Art Museum of
Southeast Texas
2. Consider approving an agreement with the Texas Department of Transportation
(TxDOT) to use toll revenue expenditures as credits toward the non-federal
matching share for the purchase of twenty(20) alternative fuel buses
3. Consider approving a contract for a comprehensive risk management study of
Beaumont Fire/Rescue Services
4. Consider approving the participation of the City of Beaumont with other Entergy
Gulf States, Inc. service area cities before the Public Utilities Commission of Texas
for the calendar year 2004
5. Consider amending Appendix D of the International Fire Code, 2003 Edition,
changing the pavement width in cul-de-sacs to reflect the current requirements in
the Subdivision Regulations
COMMENTS
* Councilmembers/City Manager comment on various matters
* Public Comment (Persons are limited to 3 minutes)
Persons with disabilities who plan to attend this meeting and who may need auxiliary aids
or services are requested to contact Pat Buehrle at 880-3725 a day prior to the meeting.
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January 20, 2004
Consider approving a contract for the roof replacement at the Art Museum of Southeast Texas
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City of Beaumont
•�• Council Agenda Item
TO: City Council
FROM: Kyle Hayes, City Manager
PREPARED BY: Kirby Richard, Central Services Director
MEETING DATE: January 20, 2004
AGENDA MEMO DATE: January 14, 2004
REQUESTED ACTION: Council consider award of a contract for the roof replacement at the
Art Museum of Southeast Texas.
RECOMMENDATION
ATION
Administration recommends awarding a contract to Brazos Roofing International,Inc.,in the amount
of$343,888, for replacing the roof system at the Art Museum of Southeast Texas,
BACKGROUND
In 1986,the City entered into a development agreement with the Beaumont Art Museum,now known
as the Art Museum of Southeast Texas(AMSET), under which the museum agreed to acquire real
property and construct an art museum of approximately 15,000 square feet. The agreement provided
that after the property was acquired, the City would accept it as a donation to be leased to the
organization for the operation of the completed facility.
Upon acquisition of the real property,it was donated to the City and a lease agreement was executed
between the two parties. AMSET completed construction of the new building during July 1987,and
began promoting the arts and other related artistic activities from the downtown facility.
Since the structure was built,AMSET has experienced problems with water penetration. For the past
several years, crews from the City's Building Services Division have worked to assist the museum
in repairing deteriorated roof components to stop the water infiltration. Water intrusion has become
such a problem that AMSET will no longer pass the accreditation process by the American
Association of Museums(AAM). This evaluation process assures museums and their constituents
that they are following established professional policies and procedures as set forth by AAM.
Art Museum of Southeast Texas Roof Replacement
January 14, 2004
Page 2
In September 2002, City Council authorized the City Manager to amend the lease agreement with
AMSET to provide for the roof replacement project. The City agreed to the one time replacement
of the roof system since AMSET was in poor financial condition and unable to fund such an extensive
endeavor. Prior to the amendment, AMSET was contractually responsible for all maintenance and
repair of the facility.
The City contracted with LaBiche Architectural Group,Inc.to provide a comprehensive roof system
replacement plan for the project. After an evaluation of the building's roof system was conducted
by the architect and a roofing consulting firm, it was determined that a complete roof system
replacement was required. This included the replacement of thru-wall flashing on the upper levels,
which was not originally thought to be defective. Plans and specifications were then developed to
define the scope of the roofing project.
On December 18, 2003, six (6) companies submitted bids for a roof system replacement at the
museum building. Attached is a tabulation of the bids received.
The apparent low bidder,Amerimark Industries,Inc.,made an error submitting pricing for Alternate
No. 1. Acceptance of this alternate provides for fully adhering the specified roofing membrane to the
roof deck in lieu of mechanical fastening, and is strongly recommended by the architect. Due to the
bidding error, their bid was disqualified.
The lowest bid meeting all of the project's specifications is Brazos Roofing International,Inc.in the
amount of$343,888. This price includes the addition of Alternate No. 1,totaling$7,000. The bid
includes furnishing all labor, material and equipment to construct a comprehensive roof system
replacement for the museum building.
The project includes the removal and disposal of the old coal tar built-up roof system,including roof
deck insulation, flashing and certain sections of the exterior insulated finish system (EIFS). Bid
specifications require the installation of new insulation over the metal roof deck, followed by the
application of a Thermoplastic Roof System. This type of roof system was recommended because
of its cost effectiveness and durability on this type of roofing application. A 20-year"No-Dollar-
Limit" system warranty from the roofing material manufacturer covering full replacement of all
materials and labor is provided. Work is scheduled to be completed within 120 calendar days of the
issuance of the Notice to Proceed.
The architect has worked with Brazos Roofing International on other projects and concurs with the
recommended award.
All of the construction work is to be performed by the contractor without the utilization of
subcontractors. The roofing contractor will comply with the City's Minority Business Utilization
Commitment by providing its Affirmative Action Plan to the City.
Art Museum of Southeast Texas Roof Replacement
January 14, 2004
Page 3
BUDGETARY IMPACT
Total project cost is estimated to be$380,000 and will be funded in the General Improvements Fund.
Initial project estimates were$150,000. There are savings in the General Improvements Fund from
other projects, such as the Julie Rogers Theatre Fire Alarm Replacement Project($70,000)that will
be reallocated to the museum roof replacement project.
PREVIOUS ACTION
None.
SUBSEQUENT ACTION
None.
RECOMMENDED BY
City Manager and Central Services Director.
Roof System Replacement at the Art Museum of Southeast Texas BID TAB
BID OPENING DATE: Thursday, December 18,2003 @ 2 PM
BID NUMBER: BF1104-09
Vendor Amerimark Industries, Inc Brazos Roofing International Marsh Waterproofing
City/State Houston,TX Waco,TX Vidor,TX
Base Bid $335,000.00
Materials $336,888.00 $340,000.00
Labor $224,300.00 $227,678.00 $204,000.00
$110,700.00 $109,210.00 $136,000.00
Alternate No. 1 Add/Deduct $330,000.00 $7,000.00 $6,700.00
Materials $219,300.00 $6,880.00 $4,020.00
Labor $110,700.00 $120.00 $2,680.00
Completion Time 30 da s 120 days 60 da s
Vendor Cleveco Construction Gulf Star Roofing and Sheetmetal Bruce's General Construction
City/State Lumberton TX Houston TX Beaumont,TX
Base Bid $375,000.00 $385,658.00 $386,900.00
Materials $251,250.00 $127,267.00 $154,760.00
Labor $123,750.00 $258,391.00 $232,140.00
Alternate No. 1 Add/Deduct $23,500.00 $18,987.00 $12,750.00
Materials $14,500.00 $6,265.00 $5,100.00
Labor $9,000.00 $12,722.00 $7,650.00
Completion Time 120 days 90 da s 90 days
2
January 20, 2004
Consider approving an agreement with the Texas Department of Transportation(TxDOT)to use
toll revenue expenditures as credits toward the non-federal matching share for the purchase of
twenty(20) alternative fuel buses
11 y7011 Cat of Beaumont
Council Agenda Item
TO: City Council
FROM: Kyle Hayes, City Manager
PREPARED BY: Mark Horelica, Transportation Manager
MEETING DATE: January 20, 2004
AGENDA MEMO DATE: January 13, 2004
REQUESTED ACTION: Council consider a resolution authorizing the City Manager to enter
into an agreement with the Texas Department of Transportation
(TxDOT), to use toll revenue expenditures as credits toward the
non-federal matching share for the purchase of twenty (20)
alternative fuel buses.
RECOMMENDATION
Administration recommends authorizing the City Manager to enter into an agreement with TxDOT
for the purpose of applying toll credit funds toward the purchase of twenty (20) alternative fuel
buses.
BACKGROUND
TxDOT has received authorization to use toll revenue expenditures generated and used by public,
quasi-public and private agencies, for Transportation Capital Project investment. These toll
credits, totaling $1,550,000, will be applied toward the non-federal matching share of a
Congestion Mitigation Air Quality (CMAQ) project aimed at the purchase of twenty (20)
alternatively fueled buses to replace the aging Beaumont Municipal Transit bus fleet. The total
cost of the CMAQ bus purchase project is projected to total $6,200,000.
BUDGETARY IMPACT
None. This agreement allows the use of toll credits totaling $1,550,000 toward the non-federal
matching share of a CMAQ bus purchase project which totals $6,200,000.
PREVIOUS ACTION
None.
SUBSEQUENT ACTION
None.
RECOMMENDED BY
City Manager, Public Works Director, City Engineer and Transportation Manager.
CMAQ0104.wpd
3
January 20,2004
Consider approving a contract for a comprehensive risk management study of Beaumont
Fire/Rescue Services
V~ City of Beaumont
Council Agenda Item
TO: City Council
FROM: Kyle Hayes, City Manager
PREPARED BY: Kirby Richard, Central Services Director
MEETING DATE: January 20, 2004
AGENDA MEMO DATE: January 15, 2004
REQUESTED ACTION: Council consider award of a contract for a comprehensive risk
management study of Beaumont Fire/Rescue Services.
RECOMMENDATION
Administration recommends the award of a contract to Emergency Services Consulting Group,
Inc. for a comprehensive risk management study of Beaumont Fire/Rescue Services.
BACKGROUND
Six(6)companies submitted proposals on Thursday,December 11,2003,for providing consulting
services. The proposals were evaluated by a committee consisting of firefighters and
representatives of the International Association of Firefighters, Local 399.
The proposals were ranked based on their background experience, responsiveness to the request
for proposal, their methodology and cost. The three (3) highest ranking companies' references
were contacted and a phone interview with the firm's principal was conducted. The final ranking
order was established, with Emergency Services Consulting Group, Inc. receiving the highest
overall score.
The purpose of this study is to assist the City of Beaumont in developing solutions for the long-
term fire and emergency services needs of the community and its citizens. The study will evaluate
management effectiveness, current services and workloads, project future fire and life safety
demands, and develop options and strategies for the City to address and implement necessary
improvements or modifications where needed. The study is scheduled to be completed in 150
days.
The cost of the study is $36,330 plus expenses not to exceed $5,005 for a total cost of$41,335.
The Federal Emergency Management Agency(FEMA)FY 2002 Assistance to Firefighters Grant
Program for Fire Operation and Firefighter Safety will provide 70% of the cost with a required
match of 30% to be funded by the City.
Comprehensive Risk Management Study
January 7, 2004
Page 2
BUDGETARY IMPACT
Funds are available in the amount of$28,934.50 through the FEMA grant. The City's share of
$12,400 will be funded by a contribution from the IAFF, Local 399 union.
PREVIOUS ACTION
None.
SUBSEQUENT ACTION
None.
RECOMMENDED BY
City Manager, Central Services Director and Fire Chief.
FROM FAX NO. : 8353856 Jan. 06 2004 10:40PM P2
13EA U IONT PROFESSIONAL
F�RFIGI��'TER,S Lt�C�`AL 35�� .. ..,,.
1307 Wall Street + � �
Beaumont, Texas 77701
Telephone (409) 838-6500 • Fax (409) 838-6501 ��-�'
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The Beaumont Professional Fire Fighters agree to pay the city's part for hiring a
consultant to evaluate the City of Beaumont Fire Department This consultant will be in
compliance with the FEMA Fire Act.Grant received by the city in 2002. The total
amount of the donation will be$12,400.
en Key
President,Bcaum fessional Fire Fighters Local 399
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Emergency Services Consulting inc.
Personal Services Contract
This agreement made this day of , 2004, by and
between the City of Beaumont and Emergency Services Consulting inc. (ESO), doing
business as a corporation in York, Pennsylvania, hereinafter called Emergency Services
Consulting inc..
Witnesseth:
That for and in consideration of the payment and agreements hereinafter mentioned and
attached to be made and performed by the above City and ESO, hereby agree to
commence and complete the consultation and to provide the work described and comply
with the terms of the contract documents for the:
Comprehensive Risk Management Study of the Beaumont Fire/Rescue Services
Hereafter called the "project" for the sum of $36,330.00 plus expenses not to exceed
$5,005.00. Expenses are anticipated to include travel, lodging, and meals.
Total bid for services, not to exceed: $41,335.00.
ESCi will furnish all labor and other services necessary to complete the work relating to
and including the development and administration of the study. ESO hereby agrees to
perform the work as specified by the City as outlined in the attached scope of work.
The City shall pay ESCi:
• 25%payment due upon contract signing
• 25%payment due upon receipt of draft report(Tasks I and 11)
• 25%payment due upon receipt of Strategic Plan Draft(Task III)
• 2$%payment due upon receipt of invoice, final report and completion of project
(oral presentation).
This agreement shall be binding upon all parties hereto and their respective heirs,
executors, administrators, successors, and assigns.
The laws of the state of Texas shall govern this agreement.
This agreement is an integrated writing, executed by the parties after negotiation and
discussions of all material provisions. Either party has relied upon no inducements,
concessions or representations of the fact, except as set forth in this agreement and the_
ESCi proposal.
IN WITNESS WHEREOF, the parties hereto have executed, or caused to be executed by
their duly authorized officials, the agreement is two (2) copies, each of which shall be
deemed an original, on the first date written above.
City of Beaumont,Texas Emergency Services Consulting inc
By: By;
Signature Jack W. Snook,President
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Emergency Services Consulting inc.
Scope of Work
The following steps, activities and analysis will be accomplished to produce the final
report and recommendations. This methodology has been developed specifically for the
Beaumont Fire/Rescue Services based on our understanding of your expectations.
However, it utilizes approaches, tools, and techniques proven through experience to
provide the kind and quality of information needed to make objective, informed
decisions.
Task No. 1: Development of Project Work Plan
Activity: ESCi will meet with and refine the proposed work plan with the project's
management team to gain a comprehensive understanding of the project's
background, goals, and expectations. This action plan shall be developed
identifying:
A. Primary tasks to be performed
B. Person(s)responsible for each task
C. Time table for each objective to be complete
D. Method of evaluating results
E. Resources to be utilized
F. Possible obstacles or problem areas associated with the accomplishment of
each task
This meeting will also help to establish working relationships, make logistical
arrangements, determine line of communications, and finalize contractual arrangements.
Other agenda items to be discussed includes data collection approach, finalize interview
plan and tentative schedule, interim milestones, meetings, deliverables, and to obtain
pertinent reports and background material.
Task No. 2: Review of Background Information
Activity: Review and evaluate documents and information relevant to this project
including:
A. General plan of the municipality or community
B. Existing community growth management plans
C. Current and proposed land use plans
D. Zoning maps and zoning code
E. Current comprehensive planning documents
F. City building codes and ordinances
G. Local census statistics -
H. Physical facilities
I. Incident data, service practices, current service delivery objectives and
targets, and other relevant information
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Emergency Services Consulting inc.
Task No. 3: Stakeholders Input
Activity: Conduct interviews with and gather information from key personnel
including:
A. City Manager
B. Finance function managers
C. Fire Department managers and other staff
D. Labor representatives
E. City planning staff
F. Building officials
G. Others as they may contribute to this project
The project team will interview key stakeholders of any organization associated with this
study. At a minimum, members of the project team will interview elected officials, fire
agency officials, labor representatives and, as appropriate, representatives that the agency
deems necessary.
From these interviews ESCi will obtain additional perspective on operational, economics,
and policy issues facing the agency. In addition, the project team will learn more about
availability of data necessary to meet projected goals.
Task No. 4: Community Risk analysis
Activity: Conduct a complete and thorough analysis of the community fire, rescue, and
hazardous materials risk The purpose of this phase of the project is to
quantify, as accurately as possible, in what areas, and to what degree, the
community is at risk of fire or disaster, created by both man and nature.
Objective 1: Workload Analysis - An overview of the organization's historical
incident workload shall be developed evaluating:
A. Incident volume by type
B. Incident volume by land use
C. Incident volume by demographics
D. Incident volume temporal analysis
E. Incident volume by resource
F. Other historical workload data as may be appropriate
Objective 2: Geographic Risk Analysis— A fire incident risk analysis of all areas of
the municipality will be completed and presented in graphic format and
will include consideration of
A. Occupancy risk classification
B. Quantification of occupancy risk type by zoning or land use classification
C. Quantification of occupancy risk type density
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Emergency Services Consulting inc.
D. Development of relative risk scoring for zoning or land use classes
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Emergency Services Consulting inc.
Objective 3: Target Hazard Analysis- The community's target hazards shall be
identified and mapped, including:
A. Occupancy-sensitive hazard locations
B. High-hazard materials and processes
C. Transportation corridors with elevated hazard
D. Sensitive government or community function hazards
Task No. 5: Fire Department Agency Analysis
Activity: Conduct a complete and thorough organizational analysis of the agency based
on the elements included in the following ten objectives. The purpose of this
phase of the project is to quantify the efficiency, effectiveness, and
capabilities of the department in relation to the community's risks as
identified in Task No. 4. This phase can be an excellent foundation for the
preparation of the agency for accreditation by providing a third-party,
independent and systematic examination of the inner workings of all aspects
of the operation.
Objective 1: Organization Overview - An overview of the organization shall be
developed evaluating:
A. Responsibilities and line of authority
B. Attributes of successful organizations
C. History,formation,and general description of the Fire/Rescue Services today
D. Chain of command
E. Organizational structure
F. Operating budget, funding, fees,taxation,and financial resources
G. Cost recovery efforts
H. Current description of the fire suppression infrastructure
Objective 2. Management Component-Areas to be evaluated include:
A. Mission, vision, strategic planning, goals and objectives
B. Adequacy of SOGs, rules and regulations, policies
C. Financial controls
D. Critical issues
E. Challenges of the future
F. Internal and external communications
G. Decision making process
H. Document control
I. Security
I Reporting and records
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Emergency Services Consulting inc.
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Emergency Services Consulting inc.
Objective 3: Planning for Fire Protection- The agency's planning process shall be
identified and reviewed. Key components include:
A. Organizing for the planning process
B. Review and evaluate the adequacy of the current planning process
C. Identifying critical issues and analyzing current and future services
D. Review elements of tactical planning within the organization
E. Review elements of operational planning within the organization
F. Review elements of master planning within the organization
G. Make recommendations relative to future planning efforts
Objective 4. Risk Management — Review and make recommendations on various
elements within the operation of the agency that present or mitigate
risks of civil or legal action, injury, or illness, that would have a
detrimental effect on the organization, including:
A Compliance programs for regulations and standards
B. Analysis of risk management strategy
C. Analyze risks associated with current employment practices
D. Analyze risks associated with current termination practices
E. Analyze risks associated with current training practices
F. Review safety policies,practices and programs
G. Review job-related injury processes
H. Liability insurance programs
I. Property insurance programs
Objective S: Personnel Management - Personnel management program shall be
reviewed, focusing on:
A. Policies, rules, regulations, manuals, and handbooks
B. Reports and records
C. Compensation
D. Labor-management relationship and issues
E. Certifications and licensing
F. Disciplinary process
G. Counseling services
H. The application and recruitment process
I. Testing, measuring, and promotion-processes
J. Health and wellness programs
Objective 6. Staffing-Review the staffing levels of the Fire Department. Ateas to
be considered include:
A. Review and evaluate administration and support staffing levels
B. Review and evaluate operations staffing levels
C. Review staff allocation to various functions and divisions
D. Analyze current staffing performance for incidents
E. Review operational staff distribution
F. Review distribution of responsibilities and activity levels of personnel
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Emergency Services Consulting inc.
Objective 7. Capital Assets and Capital Improvement Programs - Review status
of current major capital assets (facilities and apparatus) and analyze
future needs relative to the purchase of necessary capital improvement
items including:
A Facilities - Tour and make recommendations in areas critical of current station
location and condition. Items to be contained in the report include:
• Location • Code compliance
• Age, condition, serviceability • Efficiency of design
• Staffing capability • Environmental issues
• Construction • Safety
B. Apparatus/vehicles - Review and make recommendations regarding inventory
of apparatus and equipment. Items to be reviewed include:
• Age, condition, and serviceability
• Distribution and deployment
• Maintenance
• Regulations compliance
• Future needs
C. Support equipment
D. Methods of financing capital needs
Objective 8: Delivery Systems: Suppression, Rescue, and IlazMat — Review and
make recommendations in areas specifically involved in, or affecting,
service levels and performance. Areas to be reviewed shall include,
but not necessarily be limited to:
A Alarm systems and communications
B. Dispatch capabilities and methods
C. Current response time performance levels and capabilities, analyzed through
Geographical Information Systems software
D. Facility deployment strategies, analyzed through Geographical Information
Systems software as appropriate
E. Resource deployment strategies, analyzed through Geographical Information
Systems software as appropriate
F. Suppression, rescue, hazmat, and other specialized programs scope of
delivery
G. Incident control and management practices
H. Standard response deployment practices
I. Mutual aid, automatic aid
• plans and agreements
• frequency and type of use
• methods of communication
• inter-department training
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Emergency Services Consulting inc.
Objective 9: Training Program - Review and make overall recommendations in
critical areas involving training. Items to be reviewed include:
A. General training competencies
B. Training administration
C. Training schedule
D. Training facilities
E. Training program goals and objectives
F. Training procedures and manuals
G. Record keeping
H. Clerical support
Objective 10: Fire Prevention/Public Education Program - review the department's
efforts toward fire injury prevention and public education programs.
Elements to be evaluated include:
A Code enforcement activities
B. New construction inspection and involvement
C. General inspection program
D. Fire and injury public education programs
E. Fire investigations
F. Pre-incident planning
G. Statistical Collection and Analysis
Task No. 6: Customer Centered Strategic Planning Process
Activity: Customer Input Opportunity- ESCi will assist the Fire/Rescue Services in
identifying external customers/key members of the community who will be
invited to participate as the Citizen's Advisory Group for this portion of the
process. Once identified, invitations will be mailed and ESCi facilitators will
convene this Citizen's Advisory Group for the purpose of gaining a realistic
view of external customer needs and expectations of their Department,
including:
1. How customers prioritize the services provided by the Department.
2. Areas of customer concern about the Department.
3. Customer expectations of the Department.
4. Positive attributes of the Department as identified_by.external customers.
The meeting will be organized after normal working hours to accommodate various-work
schedules. At a minimum, we recommend the representatives of this Citizen's Advisory-
Group include but not be limited to:
• Business owners.
• Chamber of Commerce representative.
• Prominent citizens in the community.
• Members of civic organizations.
• Media representative.
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Emergency Services Consulting inc.
• Multiple citizens who have been actual recipients of the
Department's services.
• Representatives of neighborhood organizations.
• Representative(s) of non-profit organizations.
• Representatives of local industry.
ESCi personnel will facilitate this group meeting. This step is critical, as it makes certain
that customer needs and concerns are incorporated into the strategic plan. It ensures that
the Department recognizes the public concerns and incorporates them into the long-range
strategic planning process and provides the public with important background
information about their Fire/Rescue Services that they might not have been exposed to
under normal circumstances.
Activity: Strategic Planning Workshop- ESCi will facilitate a two-day strategic
planning workshop that will fully integrate all phases of this study project, as well as the
customer's input, in order to clearly articulate a vision for the future of the agency and to
identify realistic and achievable goals and objectives that will lead the agency toward this
vision over the next five years.
Successful achievement of this objective requires the formation of a Department Strategic
Planning Group. The composition of this group should include representative members
from all ranks, divisions, and shifts of the Department. As stated in the RFP, it is
important that representatives from Local 399 IAFF, fire administration and other
constituencies fully participate in this process. These members shall become liaisons
between the planning group and their respective shifts, divisions and workgroups
throughout the development and implementation of the plan. They will need to meet
regularly with their respective workgroups, shifts, divisions and sections to disseminate
information on the various steps of the planning process as it progresses, and obtain
valuable feedback and input from the other members of the Department at large to put
back into the planning process. This two-way exchange of information ensures that
everyone in the Department who chooses to have a voice in the process has one. These
communication conduits are integral, and vital to the success of the strategic planning
process.
Objective 1: Mission, Vision, Values- The Strategic Planning Group will be
guided through the process of development and/or review of
meaningful vision, mission, and values for the organization:
1. Vision statements describe the way the Department views itself in the future.
2. Mission statement describes the purpose for which the Department exists.
3. Values enumerate the principles, tenets or ideas that are important to the
members.
Participative, collaborative development of the mission and vision statements and
the values of the Beaumont Fire/Rescue Services. are pivotal to ensure that there is
Department-wide"buy-in" and support for the plan(s)and their development.
ESCi will facilitate discussions that ensure participation by all present, to stimulate
challenging thought process, prevent tangential discussion, and to move the group
to consensus.
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Objective 2: Internal and External Assessment- Identification or review of both
internal and external needs and issues(SWOT Analysis):
1. Strengths of the organization.
2. Weaknesses of the organization.
3. Opportunities for the organization.
4. Threats to the organization.
The importance of the internal customers of the organization lending their full
participation to the strategic planning process cannot be overemphasized. The
members who compose the Beaumont Fire/Rescue Department are the primary
internal customers of both the Department and of each other. Their participation,
involvement, and interaction with the strategic planning group, particularly at this
point in the process, are critical to the vitality and overall success of the resultant
plans. Analyzing the strengths, weaknesses, opportunities for, and the threats to the
organization is the next critical step in the strategic planning process, and the
participation of the internal customers is crucial to the success of the plan at this
point.
Strengths are important as areas of the organization to be built upon, and
weaknesses are areas to be identified as potential spots for improvement.
Opportunities are extremely important to the organization as areas to be viewed as
positive prospects. Threats must be identified and dealt with if plausible, but at the
very least they will be known to the organization. The strategic planning group
may identify other critical issues facing the Department either currently or in the
future at this point as well. These may include issues that the strategic planning
group identifies as critical to the health and success of the organization.
This activity will intensely utilize the previous agency evaluation portion of this
study project as a foundation for identification and analysis of strength and
weaknesses,
Objective 3: Goals, Objectives, Tasks, and Performance Measures- The
Strategic Planning Group will be guided through the process of
identification and articulation of the primary goals necessary to
achieve its future vision, as well as the development of achievable
and realistic objectives, tasks, and timelines for accomplishment and
methods for measuring this accomplishment: This process will
include:
1. Establishment of organizational goals that address the concerns identified
by the internal and external customers. Goals will be achievable, realistic,
and measurable and will be specific enough to provide organizational
movement toward the articulated vision of the agency
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2. For each goal, the development of one or more measurable objectives that
are written in such a manner that describes the criteria judging the
outcome as complete or successful, and the time frame expected to reach
the desired outcome.
3. Development of associated tasks for each goal and objective utilizing the
format of identified measurable criteria.
4. Development of performance measures for ongoing assessment of
Department's performance based on current and anticipated service
demands.
The establishment of realistic goals and objectives will demonstrate attainment of
this objective for the Department at this stage of the process. In order to meet the
mission of the Department, the establishment of these goals is essential to providing
the Department and the individual members with a clear direction.
The goals and objectives established during this process will become management
tools and should be updated on a continuous basis as priorities change and as
specific goals and/or objectives are achieved. The goals and objectives can then be
used to identify what has been achieved and to denote changes within the
community and the organization.
Task No. 7: Development and Review of Draft Project Report
Activity: ESO will develop and produce an adequate quantity of publication-quality,
bound, draft versions of the written report for review by the client. Client
feedback is a critical part of this project and adequate opportunity will be
provided for review and discussion of the draft report prior to finalization. The
report will include:
A An Executive Summary describing the nature of the report, the methods of
analysis,the primary findings, and critical recommendations.
B. Detailed narrative analysis of each report component, structure in easy-to-
read sections and accompanied by explanatory support to encourage
understanding by both staff and civilian readers.
C. Clearly designated recommendations, highlighted for easy reference and
catalogued as necessary in a report appendix.
D. Supportive charts, graphs, and diagrams,where appropriate.
E. Supportive maps, utilizing Geographical Information Systems analysis as
necessary.
12
Emergency Services Consulting inc.
Task No. 8: Delivery and Presentation of Final Project Report
Activity: ESCi will complete any necessary revisions of the draft and produce the
specified quantity of publication-quality, bound, final versions of the written
report. Formal presentations of the project report will be made by ESCi
project team member(s) to staff, elected officials, or the general public and
will include the following:
A. Conduct a complete and thorough organizational analysis of the agency a
summary of the nature of the report, the methods of analysis, the primary
findings, and critical recommendations.
B. Supportive audio-visual presentation
C. Review and explanation of primary supportive charts, graphs, diagrams,
and maps, where appropriate.
D. Opportunity for questions and answers, as needed.
Deliverables
ESCi will be responsible for the following specific deliverables in keeping with the
schedule described below:
1. Work plan.
2. Collection'and review of organization documentation.
3. Identification and coordination of stakeholders and sessions involving
stakeholders.
4. Weekly status reports and debriefings after each on-site session.
5. Two(2)copies of the draft reports will be delivered for review of accuracy of
obtained information.
6. Ten(10) professionally bound copies of the final report.
13
4
January 20, 2004
Consider approving the participation of the City of Beaumont with other Entergy Gulf States, Inc.
service area cities before the Public Utilities Commission of Texas for the calendar year 2004
V~,! City of Beaumont
qw_
Council Agenda Item
TO: City Council
FROM: Kyle Hayes, City Manager
PREPARED BY: Lane Nichols, City Attorney
MEETING DATE: January 20, 2004
AGENDA MEMO DATE: January 15, 2004
REQUESTED ACTION: Council consider a resolution authorizing the participation of the
City of Beaumont with other Entergy Gulf States, Inc. service area
cities before the Public Utilities Commission of Texas for the
calendar year 2004.
RECOMMENDATION
Administration recommends the adoption of a resolution authorizing the participation of the City
of Beaumont with other Entergy Gulf States, Inc. service area cities before the Public Utilities
Commission of Texas for the calendar year 2004.
BACKGROUND
For many years, the City of Beaumont has joined other cities in the Entergy Gulf States service
area in participating before the Public Utilities Commission of Texas in various rate and fuel
matters filed by the company. We adopted a similar resolution to the one proposed today in 2002
and 2003 and have participated in those various cases since that time. The purpose of this
resolution is to authorize for this calendar year that the City of Beaumont participate with other
cities in intervening in the various cases that the company might file concerning fuel, rate and
deregulation matters before the Public Utilities Commission of Texas. It is also expected that the
company will file a fuel reconciliation proceeding covering the past three years of fuel cost. This
will be a very important case because it will deal with the accuracy of the fuel cost which have
previously been surcharged to the customers by the company.
BUDGETARYIMPACT
The expenses associated with these cases will be reimbursable by the company as they have been
in the past.
PREVIOUS ACTION
The City has authorized similar resolutions for the calendar years 2002 and 2003.
SUBSEQUENT ACTION
At this present time it is not anticipated that the council will be required to take any subsequent
action.
RECOMMENDED BY
City Manager, City Attorney
CMAQO]04.wpd
RESOLUTION NO.
WHEREAS, Entergy Gulf States' (EGSI) implementation of customer choice has
been delayed due to lack of competition; lack of independent market structures and
organizations in its service territory to implement fair competition; and because EGSI's
ability to control the market in its region has not been evaluated; and,
WHEREAS, EGSI is scheduled to file various proceedings at the Public Utility
Commission in 2004 related to readiness to begin competition; an evaluation of EGSI's
market power; an evaluation of an independent transmission system; and for approval of
various market structures necessary for the implementation of fair competition; and,
WHEREAS, EGSI is scheduled to file a fuel factor proceeding at the Public Utility
Commission in March and September 2004, and may file other fuel proceedings during
2004 to reconcile fuel, to surcharge or refund fuel charges, and to change the fuel
mechanism; and,
WHEREAS, Cities have a duty to set fair and reasonable rates for both the
Company and ratepayers within Cities; and,
WHEREAS, Cities have original jurisdiction over rates, operations, and services of
an electric utility in areas in the municipality pursuant to Tex. Util. Code §33.001; and,
WHEREAS, Cities have standing in each case before the Public Utility Commission
of Texas that relates to an electric utility providing service in the municipality pursuant to
Tex. Util. Code §33.025; and,
WHEREAS, Cities are entitled to reimbursement of their reasonable rate case
expenses to participate in cases that are deemed rate proceedings pursuant to Tex. Util.
Code §33.023.
NOW, THEREFORE, BE IT RESOLVED BY THE
CITY COUNCIL OF THE CITY OF BEAUMONT:
SECTION 1.
The City of Beaumont shall participate with other Cities to intervene in EGSI's
various fuel reconciliation(s), fuel factor and fuel surcharge/refund cases filed at the Public
Utility Commission in 2004 seeking appropriate regulatory scrutiny.
The City of Beaumont shall participate with other Cities to intervene in proceedings
at the Public Utility Commission filed in 2004 concerning EGSI's readiness for competition,
market power, organizations and structures to assure fair competition to all customer
classes, and rates and charges under competition or price caps.
All such actions shall be taken pursuant to the direction of the Cities' Steering
Committee. Cities' Steering Committee shall have authority to retain rate consultants and
lawyers. Cities' Steering Committee shall direct the actions of Cities' representatives in
the above proceedings. The Steering Committee is directed to obtain reimbursement from
EGSI of all reasonable expenses associated with participation in said proceedings.
SECTION 2.
This resolution shall be effective from and after the date of its passage.
PASSED BY THE CITY COUNCIL of the City of Beaumont this the 20th day of
January, 2004.
- Mayor Evelyn M. Lord -
5
January 20,2004
Consider amending Appendix D of the International Fire Code, 2003 Edition, changing the
pavement width in cul-de-sacs to reflect the current requirements in the Subdivision Regulations
City of
�'
Council Agenda Item
'M EL TO: City Council
FROM: Kyle Hayes, City Manager
PREPARED BY: Tom Warner, Public Works Director
MEETING DATE: January 20, 2004
AGENDA MEMO DATE: January 14, 2004
REQUESTED ACTION: Council consider amending Appendix D of the International Fire
Code, 2003 Edition, changing the pavement width in cul-de-sacs to
reflect the current requirements in the Subdivision Regulations.
RECOMMENDATION
Administration recommends amending Appendix D of the International Fire Code, 2003 Edition
relating to the pavement width in cul-de-sacs.
BACKGROUND
On October 7,2003,the City Council passed an ordinance adopting the International Fire Code,2003
Edition. Included in Appendix D of the Fire Code were provisions for the minimum pavement widths
in cul-de-sacs. Currently the Subdivision Regulations require a minimum pavement width of sixty-six
(66)feet. Appendix D of the Fire Code requires a minimum width of ninety-six(96)feet. When the
Fire Code was adopted,the ordinance included language repealing any provisions that were in conflict
with the new Fire Code. As a result,the requirements in the Fire Code take legal precedence over
the Subdivision Regulations. The adoption of the International Fire Code was not intended to
supercede existing Subdivision Regulations.
BUDGETARY IMPACT
None.
PREVIOUS ACTION
The International Fire Code, 2003 Edition was adopted by City Council on October 7, 2003.
SUBSEQUENT ACTION
None.
RECOMMENDED BY
City Manager, Fire Chief, and Public Works Director.
FireCodeAppendDDu1DeSacs.wpd
ORDINANCE NO.
ENTITLED AN ORDINANCE AMENDING APPENDIX D OF THE
INTERNATIONAL FIRE CODE, 2003 EDITION TO CHANGE THE
PAVEMENTWIDTH IN CUL-DE-SACSTO REFLECT THE CURRENT
REQUIREMENTS IN THE SUBDIVISION REGULATIONS;
PROVIDING FOR SEVERABILITY; PROVIDING FOR REPEAL; AND
PROVIDING A PENALTY.
WHEREAS,on October 7th,2003,the City Council passed an ordinance adopting the
International Fire Code, 2003 Edition, including Appendix D; and,
WHEREAS, Appendix D provided a minimum pavement width in cul-de-sacs of
ninety-six (96) feet; and,
WHEREAS, the Subdivision Regulations currently require a minimum pavement
width of sixty-six (66) feet; and,
WHEREAS, the council desires to amend Appendix D such that the minimum
pavement width of cul-de-sacs under the Fire Code will be sixty-six (66) feet.
NOW, THEREFORE, BE IT ORDAINED BY THE
CITY COUNCIL OF THE CITY OF BEAUMONT:
Section 1.
THAT Appendix D of the International Fire Code, 2003 Edition, as adopted October
7, 2003 be the same and is hereby amended to amend the minimum pavement width in
cul-de-sacs to reflect the current requirements in the Subdivision Regulations of sixty-six
(66) feet.
Section 2.
That if any section, subsection, sentence, clause or phrase of this ordinance, or the
application of same to a particular set of persons or circumstances should for any reason
ordinance, and to such end the various portions and provisions of this ordinance are
declared to be severable.
Section 3.
That any person who violated any provision of this ordinance shall, upon conviction,
be punished as provided in Section 1-8 of the Code of Ordinances of Beaumont, Texas.
PASSED BY THE CITY COUNCIL of the City of Beaumont this the 20th day of
January, 2004.
- Mayor Evelyn M. Lord -
at uDgwt ,
City o ea rnont
REGULAR MEETING OF THE CITY COUNCIL
COUNCIL CHAMBERS JANUARY 20, 2004 1:30 P.M.
CONSENT AGENDA
Approval of minutes
* Confirmation of committee appointments
A) Approve a resolution supporting Stone Way Limited Partnership's efforts to receive a 2004
Allocation from the Texas Department of Housing and Community Affairs
B) Approve a bid for the purchase of one (1) small rubber track excavator
C) Approve a resolution authorizing the settlement of the lawsuit styled Suzanne L. McClelland v
Bradley Richard Beaulieu and City of Beaumont
A
City of Beaumont
ct!-
M 3K, g Council Agenda Item
TO: City Council
FROM: Kyle Hayes, City Manager
PREPARED BY: Janett Blunt, Housing Manager
MEETING DATE: January 20, 2004
AGENDA MEMO DATE: January 12, 2004
REQUESTED ACTION: Council consider a resolution supporting Stone Way Limited
Partnership's efforts to receive a 2004 Allocation from the Texas
Department of Housing and Community Affairs.
RECOMMENDATION
The Administration recommends approval of a resolution supporting Stone Way Limited
Partnership's efforts to receive a 2004 Allocation from the Texas Department of Housing and
Community Affairs.
BACKGROUND
Stone Way Limited Partnership is seeking low income housing tax credits for an apartment
complex it proposes to build at 1650 East Lucas Drive. The development will encompass 15 acres
and will be comprised of a community center, residential activity areas and 104 apartment units.
Stone Way Limited Partnership will be scored by the Texas Department of Housing&Community
Affairs in the 2004 tax credit round for Region 5.
By passing this resolution, the City of Beaumont is showing its support for Stone Way Limited
Partnership's application for low income housing tax credits and its effort to bring affordable
housing to the City.
BUDGETARY IMPACT
None.
Council Agenda Item
Page 2
PREVIOUS ACTION
None.
SUBSEQUENT ACTION
None.
RECOMMENDED BY
City Manager, Public Works Director, Planning Manager, Housing Manager, Grants
Administrator.
RESOLUTION #
RESOLUTION IN SUPPORT OF STONE HEARST APARTMENTS
WHEREAS, Stone Way Limited Partnership, proposes to build Stone Hearst Apartment
Community on approximately 15 acres located at 1650 East Lucas Drive, Beaumont, Texas
WHEREAS, Stone Hearst Apartment Community will be comprised of a community center
building containing on-site management offices, residential activity areas, as well as 104 apartment
units; and
WHEREAS, Stone Hearst Apartment Community will consist of one,two and three bedroom
units, which will be beneficial to families in Beaumont since there is a strong demand for affordable
housing in the area, and
WHEREAS, Stone Hearst Apartment Community will be scored by the Texas Department
of Housing & Community Affairs in the 2004 tax credit round for Region 5 and this resolution of
support will add to the points needed to achieve a higher score and potentially the awarding of the
tax credit allocation for our city of Beaumont.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF
BEAUMONT:
That the City Council finds that R J Collins and Stone Way Limited Partnership have the
historical experience in developing high quality affordable communities for our city.
That the City Council supports the efforts of Stone Hearst Apartment Community, and
especially its application to the Texas Department of Housing and Community Affairs for Low
Income Housing Tax Credits.
APPROVED AND ADOPTED by the City Council of the City of Beaumont held on this
day of , 2004.
Evelyn M. Lord, Mayor
ATTEST:
Cit y of Beaumont
LIE!jCouncil A enda Item
.M K g
TO: City Council
FROM: Kyle Hayes, City Manager
PREPARED BY: Kirby Richard, Central Services Director
MEETING DATE: January 20, 2004
AGENDA MEMO DATE: January 13, 2004
REQUESTED ACTION: Council approval to award a bid for the purchase of one (1)
small rubber track excavator.
RECOMMENDATION
Administration recommends the award of a bid to United Rentals of Beaumont in the amount of
$47,000 for the purchase of one (1) small rubber track excavator for the Public Works
Department, Streets and Drainage Division.
BACKGROUND
The small excavator is used in the installation and repair of storm sewer lines throughout the city,
and is narrow in design for use in residential neighborhoods and other limited space conditions.
Bid notices were provided to twenty-four (24)vendors, with seven(7) responding with bids. The
bids received are as follow:
.................................
Vendor Model Bid Delivery Time Total Amount Bid
Beaumont Tractor Co. Kubota KX161-3R2 90 days $41,975.00
Beaumont, Texas
Bobcat of Beaumont Bobcat 341 31 days $42,272.67
Beaumont, Texas
Dixequip Inc. Mustang ME5002 75 days $45,995.00
Fresno, Texas
United Rentals Takeuchi TB145C 15 days $47000.00
Beaumont, Texas '
Purchase of One(1) Small Rubber Track Excavator
January 13, 2004
Page 2
...............................
Vendor Model Bid Deli very Time Total Amount.Bid
Vermeer Equip/ of Texas Vermeer CX254 60 days $47,969.00
Houston, Texas
CLM Equip. Company, Inc. Kobelco SK45SR-2 15 days $51,000.00
Baytown, Texas
Equipment Support Services Case CX47 90 days $51,000.00
Houston, Texas
The company submitting the lowest bid meeting all specifications is United Rentals. The City
currently has fourteen (14) Takeuchi units in service. In light of this fact, service and parts
compatibility and parts inventory should be considered when purchasing new units.
With regard to the bid performance specifications, the Kubota unit had a 5-inch shorter dump
height, a 24% lower total hydraulic gallon per minute (GPM) flow, and a nominally lower stick
digging force than required. The bucket digging force stated for the Bobcat and Mustang units
were 14% and 30% less than specified, respectively. The Bobcat also did not meet the engine's
cubic inch displacement requirements. The Mustang had a 14% lower total hydraulic GPM flow
than specified.
The unit will be delivered within fifteen days of receipt of order. United Rentals will perform all
warranty work for the one (1) year warranty period.
The new excavator will replace unit 4244, a 1989 John Deere mini excavator. The replaced unit
will be disposed of according to the City's surplus property policies.
BUDGETARY IMPACT
Funds for this expenditure are available in the Capital Reserve Fund.
PREVIOUS ACTION
None.
SUBSEQUENT ACTION
None.
RECOMMENDED BY
City Manager, Central Services Director and Public Works Director.
c
City of Beaumont
Council Agenda Item
A L
TO: City Council
FROM: Kyle Hayes, City Manager
PREPARED BY: Tyrone E. Cooper, First Assistant City Attorney
MEETING DATE: January 20, 2004
AGENDA MEMO DATE: January 15, 2004
REQUESTED ACTION: Consider a resolution authorizing the settlement of the lawsuit styled
Suzanne L. McClelland v Bradley Richard Beaulieu and City of Beaumont.
RECOMMENDATION
Council approval of a resolution authorizing the settlement of a lawsuit styled Suzanne L. McClelland v
Bradley Richard Beaulieu and City of Beaumont.
BACKGROUND
Council discussed the settlement of this lawsuit in Executive Session January 13, 2004.
BUDGETARYIMPACT
There are sufficient funds in the Liability Trust Fund to pay the settlement amount of$7,000.
PREVIOUS ACTION
None.
SUBSEQUENT ACTION
None.
RECOMMENDED BY
City Manager and City Attorney.
S:IAGENDAIAGENDA ITEM MEMOS\McCLELLAND-TC-04.wpd
RESOLUTION NO.
WHEREAS, the lawsuit of Suzanne L. McClelland v Bradley Richard Beaulieu and
City of Beaumont, has been discussed in an Executive Session properly called and held
Tuesday, January 13, 2004; and
WHEREAS, the Council desires to authorize the settlement of the lawsuit;
NOW, THEREFORE, BE IT RESOLVED BY THE
CITY COUNCIL OF THE CITY OF BEAUMONT:
THAT the City Attorney be, and he is hereby, authorized to settle the lawsuit of Suzanne
L. McClelland v Bradley Richard Beaulieu and City of Beaumont, in the amount of$7,000.
PASSED BY THE CITY COUNCIL of the City of Beaumont this the 20th day of
January, 2004.
- Mayor Evelyn M. Lord -