HomeMy WebLinkAboutIR 8361 INFORMAL REPORT TO CITY COUNCIL MEMBERS No. 8361
To the Mayor and Members of the City Council November 13, 2001
Subject: Fire Department Staffing and Other Issues Relating to
Annexations,ISO Grade and Standards and Mandates
BACKGROUND
There are currently three issues related to Fire Department staffing about which City
Council has requested reports: Emergency services response times to areas proposed for
annexation; the Insurance Service Office, Inc. (ISO) grade; and the National Fire
Protection Association(NFPA) standards and State Senate Bill 382 mandates.
Emergency services response times to areas proposed for annexation:
This issue was identified as a result of discussions regarding the pending Charles Tydings
annexation, scheduled for final action by council on November 20. The fire department's
response time to this area by the first responding engine (Engine 35, Alliance Airport) is
nine minutes; the next due engine's response time is 18 minutes. Roanoke Fire
Department, through an agreement with MedStar, provides advanced life support
transport ambulance service to the area, and has a response time similar to the fire
department (assuming the Roanoke ambulance is available). Police records show that
priority one calls in the area during the first nine months of 2001 averaged just over 10
minutes from the time of dispatch; the next officer's response time is estimated at 20
minutes.
Response times to this area are moderately longer than the citywide average; however,
citywide, there are 27 other areas that are similarly situated. The average response time
for our first engine into these newly annexed areas is eight minutes, eleven seconds.
The criteria used to determine the necessary service level is based upon risk and call
volume. Risk is determined by the value of construction in a given area, andlor the
population density (Texas Motor Speedway is a high density population center on race
days; American Airlines Maintenance Facility is a high value property). Based upon
these criteria, current resources are adequate for the proposed annexation. As any area
grows and the risk and call volume increases to the standards of other like areas in the
city, additional fire resources will be recommended in the annual budget process. The
cost to add forty fire fighters and thereby, raise the service standard for all stand-alone
companies would be S2.8million in the first year.
The Insurance Service Office, Inc. (ISO) conducted their assessment of the fire
protection capabilities of the City of Fort Worth during FY 1999-00 and issued a
preliminary report in April of this year. The preliminary grade was 76.28 out of a
possible 106.5. This places the City of Fort Worth in a Public Protection Class 3, an
1,
improvement from our previous grading of Class 4. This improved grade will result in a
ISSUED BY THE CITY MANAGER FORT WORTH,TEXAS
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INFORMAL REPORT TO CITY,COUNCIL MEMBERS No.
To the Mayor and Members of the City Council November 13, 2001
Page 2 of 5
0 Subject:
Fire Department Staffing and Other Issues Relating to
Annexations,ISO Grade and Standards and Mandates
reduction in homeowners' insurance rates of about two percent. Based on information
from the Texas Department of Insurance this equates to an accumulated savings of about
$1.3 million for the residential property owners in Fort Worth,
Because the City's score is close to the threshold for a Class 2 category (a score of 80
would place us in that classification), and because moving to that category could possibly
result in substantial additional insurance savings to our citizens (approximately 8.2
percent) the Fire Department has done an assessment of the potential for improvement in
our fire protection capabilities as viewed by ISO. If improvements are made, a
supplementary grading can be requested from ISO with the probability of moving to a
Class 2 Rating. If this rating were achieved, the result is estimated to be an additional
overall savings of$8.8 million for the residential properties in Fort Worth.
On July 3, 2001, the Fire Department met with ISO,Texas Department of Insurance, Fort
Worth Water Department, the Organizational Analysis Unit of the City Manager's
Office, and the Firefighters' Association to review our classification and potential for
improvement. During the discussion, an error by ISO was discovered in calculating the
water supply portion of the grade. We are anticipating that the corrective action will add
an estimated 1.68 points to our overall grade, which will bring our total to 77.96.
It should be noted that the water supply ISO grade was (comparatively) higher than the
fire department's grade. While the Water Department continues to improve our water
supply, it should be understood that, as long as the city is growing, especially through
annexation of undeveloped or under-developed land, improvements in the ISO grade in
this area would be difficult and expensive. We will continue to seek out cost effective
improvements in this area, but significant increases in the ISO grade through
improvements to the water system don't appear to be cost effective.
After thorough discussion, three areas. were identified that could reasonably be improved
with enough point values to improve our grading; if these are made, the potential to
improve our grade to 81.6 or 82.32 exists, depending on staffing only I I stand-alone fire
companies with four-person crews or staffing all companies at the four-person level. A
grade of 80 is required to achieve a Class 2 Rating. Direction from ISO, however,
indicates that in order to achieve that rating we should be somewhat above the 80 point
grade in order to compensate for any deficiencies that occur between the most current
rating and a supplemental grading, such as new annexations. The total first year cost for
all three improvements is either$3,780,000 or$8,480,000 depending on the number of
ISSUED BY THE CITY MANAGER FORT WORTH,TEXAS
INFORMAL REPORT TO CITY COUNCIL MEMBERS No. 8361
To the Mayor and Members of the City Council November 13, 2001
Page 3 of 5
�o 5
Subject. Fire Department Staffing and Other Issues Relating to
Annexations,ISO Grade and Standards and Mandates
companies staffed at the four-person level. Areas and costs for improvements are:
1. Equipment Carried on Engine Companies.
Because of the manner in which ISO grades engine companies, providing certain
equipment detailed in their standard will add to our grade. Up to now the Fire
Department,has equipped its engines with the equipment and tools necessary to provide
the needed level of service to our citizens based upon their primary mission and, while
the equipment recommended by ISO may enhance the city's grade, it may not necessarily
improve the department's ability to fulfill that mission. The purchase of the additional
equipment will cost$75,000 to $80,000 and will add 1.7 points to our grade.
2. Compressed Air Foam Systems (CAFS)
Compressed Air Foam Systems (CAFS) are considered the new emerging technology in
fire fighting applications and additional credit is given for a department's ability to
provide this feature to their community. To achieve additional ISO points, we would
need to retrofit 20 engine companies in our fleet with this new technology in order to
respond at least one CAFS equipped engine on every structure fire. The cost of this
retrofit is $900,000. This would add 1.5 points to our total score.
3. Staffing
The Fire Department staffing level provided the single greatest deficiency in relation to
the ISO standard. The department scored less than 50 percent in this portion of the grade,
and it will not likely be possible to move to a higher classification without improvement
in this category. Enhancements in staffing will also benefit our ability to meet new
regulatory requirements of the Texas Commission on Fire Protection, and move us
toward compliance with other national standards. Therefore, while this portion of the
plan will be the most expensive, it provides potential improvement on multiple fronts.
We currently have a total of 29 three-person fire companies, of which 11 are stand-alone
companies, i.e., single companies assigned to a fire station, compared to double company
stations in which two fire crews operated two fire apparatus from the same station. The
cost of adding 40 firefighters to the stand-alone companies in order to raise their level to
four-person staffing is $2.8 million in the first year. Increasing all three-person fire crews
to four-person staffing requires 105 additional firefighters at a cost of$7.5 million in the
first year. By increasing staffing to four firefighters on the department's 11 stand-alone
fire companies a much higher level of fire protection, rescue work and emergency
medical service will be attained.
ISSUED BY THE CITY MANAGER FORT WORTH,TEXAS
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INFORMAL REPORT TO CITY COUNCIL MEMBERS No. 8361
To the Mayor and Members of the City Council November 13, 2001
Pa e4of5
0 Subject:
1"3 Fire Department Staffing and Other Issues Relating to
Annexations, ISO Grade and Standards and Mandates
Upgrading the I I stand-alone fire companies to four-person crews would add 0.44 points
to our ISO grade, and upgrading all stand-alone companies would add 1.16 points to the
The National Fire Protection Association (NFPA) standards and State Senate Bill
382 mandates. In 1997, the NFPA adopted a new National Standard on Fire
Department Safety and Health. This standard defines fire department requirements for
personnel safety equipment, training, reporting, operations, health and fitness and other
related items. During the 2001 Texas Legislative Session, Senate Bill 382 was passed
and became law September 1, 2001. The law mandates compliance by Texas fire
departments with certain items in the NFPA Safety and Health Standard, including the "2
in-2 out" rule. The Texas Commission on Fire Protection will enforce this law, with the
potential for penalties accruing to cities that do not comply.
The Fort Worth Fire Department meets all components of this new law, however, one
section is troublesome and will cause operational difficulties. The "2 in 2 out" rule
requires a team of four firefighters be assembled before an interior fire attack on a
building can be made. Emergency rescue activities can still be conducted if there is an
imminent life-threatening situation when immediate action could prevent the loss of life
or serious injury. In the absence of an imminent threat to life, a three-person fire
company must wait until another fire company arrives on the scene before conducting an
interior fire attack. All of our 11 stand-alone three-person fire companies will be affected
to some degree by this regulation, with the outlying stations —those the greatest distance
from another fire station — seeing the most dramatic effects. According to a recent City
ITS report, the second fire unit on the scene of a one-alarm assignment arrives an average
of 2 minutes 31 seconds after the first arriving company. Outlying fire companies
generally have response times much greater for the second arriving unit
In May 2001 the NFPA adopted a .new National Standard for the Organization and
Deployment of Fire Suppression Operations, Emergency Medical Operations, and
Special Operations to the Public by Career Fire Department (NFPA 1710). This Standard
sets the staffing requirements for fire companies at a minimum of 4 and establishes
response time requirements for all career fire departments in the United States. Although
this is a recommended standard, and has not been adopted by Texas as was portions of
the Health and Safety Standard reference above, it can serve as an example of the
direction cities are being led to relative to fire department standards of performance.
ISSUED BY THE CITY MANAGER FORT WORTH,TExAs
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To the Mayor and Members of the City Council November 13, 2 001
Page 5 of 5
ex Subject:
Fire Department Staffing and Other Issues Relating to
Annexations,ISO Grade and Standards and Mandates
As stated above, we currently have a total of 29 three-person fire companies, of which 11
are stand-alone compam'es, i.e., single companies assigned to a fire station, compared to
double company stations in which two fire crews operated two fire apparatus from the
same station. The cost of adding 40 firefighters to the stand-alone companies in order to
raise their level to four-person staffing is $2.8 million in the first year. Increasing all
three-person fire crews to four-person staffing requires 105 additional firefighters at a
cost of$7.5 million in the first year.
Conclusion
In January 2001 the City Council spent a significant amount of time discussing the merits
of four-person staffing; you heard from both the Fire Chief and the Association President.
It was your decision then, and again during the recently concluded budget process, that
there were higher funding priorities for the City. We are currently in the process of
engaging a firm to conduct an analysis of the Fort Worth Fire Department including
current resources and deployment. The full scope of work for that analysis is attached for
your review. It is recommended that the City Council make appropriate resource
adjustments in the Fort Worth Fire Department upon thorough consideration of the
consultant's findings and management's recommendations.
If you would like additional information please don't hesitate to contact Fire Chief Larry
McMillen or Assistant City Manager Libby Watson.
? G/ W. Ja son
Manager
_'C'ity
Attachment
ISSUED BY THE CITY MANAGER FORT WORTH,TEXAS
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INFORMAL REPORT TO CITY COUNCIL MEMBERS No.- 8361
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Fire Department Analysis "
Section
Analysis of the Fire Department
Scope of��orkand Special Contract Provisions
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1, 0 BACKGROUND
The City nfFort Worth has experienced considerable geographic and population growth
io the past several years. We are now developing annexation plans that indicate that Fort
Worth will continue to grow for at least the foreseeable future. With the City's
population and service area expanding, it may not be realistic for the City budget to be
reduced, even if the City were operating at optimal efficiency. It is a realistic goal
however tV attempt tn minimize growth in the City's budget hy using discovered
efficiencies to, io essence,pay the cost nf service expansion driven b« growth.
Otherwise,the budget will be guaranteed to grow substantially each year as the City
responds to growth demands while overlooking any cost-saving opportunities that may
exist io the current budget.
[}o November 3rd and 4 m, 2000'/\nsistootCityMuungcrCborlcxE}oswe\\ renpondedto
two ideas of analysis originating from our City Council. He combined the ideas and
presented a plan for a systematic, long-term strategy to provide the citizens of Fort Worth
with u higher performing city government. The plan encompasses o thorough review Vf
each city department for function, a"sunset"review of the zero-based budgeting
approach and u look ot enhancing the competitiveness Vf City services through
privatization nc streamlining nf in-house services.Ten tasks were identified and approved
by City Council that will drive this systematic review of each department. These tasks
include:
• What activities are mandated?
• What activities can bctermuinutrd7*
• What activities can be assigned towtberm7*
• What additional revenues can bnrnisod?*
• What things can be done more effectively?*
• Wbnrooanlovv- oruo-000tlabocbeused?*
• Where can capital investments be submitted for labor snpe0000?*
• Where can information-gathering methods be installed and ionproved?* '
• Where can demand ho reduced and services radwoed?*
• What policies can help strengthen the economic base and promote economic
development?
*Tasks for which consultant will bc primarily responsible us defined io this RFP
Scope of Work, Section III,paragraph 4.O.
It was decided that the City-wide review would begin with the four largest General Fund
departments io the City� one being the Fire Department. This RFP was prepared tm
secure a consultant tn carry out the tasks for which Council deemed uo external approach
would be appropriate. In addition, there is a desire nu the part wfthe City that u
performance,analysis look at our staffing models io the Fire Department aowell as to
compare the City of Fort Worth to other city governments, in similar situations, for"best
pcuotioe`^information on Fire services. It is our expectation that this RFP will enable the
City tn determine the most appropriate noonultootruuhob0bcihiuemdeavnr.
III-1 �
Fire Department Analysis
2.0 INTRODUCTION
The City requests proposals for an analysis of the FVrFD. The Department,under the
leadership of Chief Larry McMillen, is operating on an adopted 2000-01 total budget of
$58,568,555. In part these monies employ 745 authorized civil service officers and 37
authorized civilian personnel.
The City of Fort Worth requires the consultant, in collaboration with City staff, to
undertake a comprehensive performance review of the Fire Department. One aspect will
analyze the Department based on the strategy and schedule approved by City Council
mentioned in the background above (and detailed in the Scope of Work). A second
aspect will evaluate the validity(efficiency)of the staffing model used in Fire Operations
as well as develop functional staffing models for other areas of the Department. Still a
third aspect will be a Peer Review Process (effectiveness study) that will result in
recommendations and implementation plans that relate to the following:
• Fire Operations
• Prevention Bureau
• Training
• Fire Alarm
3.0 OBJECTIVE
The overall objective of this project is to conduct a comprehensive study of the present
operations within the FVVTD. This includes development of recommendations and
implementation plans to address the ten City Council approved tasks for performance
evaluation, to analyze and improve staffing levels, and to evaluate functions/management
as deemed necessary by other professionals within the field. Each recommendation will
include an analysis of projected costs,savings, and benefits. Prior to the development of
the implementation plan, the City reserves the right to prioritize the recommendations.
The Consultant will make presentations to an oversight committee on a bi-weekly basis
that will include a review of work accomplished during the preceding period and future
work scheduled
4.0 SCOPE OF WORK
Analysis of the following functional areas:
➢ Fire Operations
➢ Prevention Bureau
> Training
➢ Fire Alarm
The analysis of the Fire Department should 'include,but not be limited to:
A. Strategy and Schedule for Performance Review
The City has initiated a strategy and schedule for performance reviews of City
departments that includes ten tasks. The Consultant is responsible to perform
each of the following tasks (where identified) as a part of this study.
Coordination with other identified City departments is necessary to
®r"I" accomplish each task.
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Fire Department Analysis
• TASK 1: What activities are mandated by law(federal, state or local)?
➢ Primary responsibility for review: Department of Law
➢ Other participants: Budget,Fire Staff
• TASK 2: What activities can be terminated (non-mandated activities for
which there is relatively low public support)?
➢ Primary responsibility, for review: External Consulting Firm
> Other participants: Budget, Fire Staff
• TASK 3: What activities can be assigned to others(shifted to other
governmental units, the private sector, contracted out or co-produced with
citizens.at a lower cost)?
➢ Primary responsibility for review: External Consulting Firm
➢ Other participants: Department of Law,Fire Staff
• TASK 4: What additional revenues can be raised(through user fees,
delinquent revenues, more grants or gifts)?
> Primary responsibility for review: External Consulting Firm
> Other participants:Budget,Internal Audit, Fire Staff
• TASK 5: What things can be done more effectively(through changes in
service delivery approaches, organizational structure or new technologies)?
➢ Primary responsibility for review: External Consulting Firm
➢ No other participants
• TASK 6: Where can low-or ho-cost labor be used(through volunteers, more
civilian as opposed to sworn employees or other staffing alternatives which
could be identified through benchmarking)?
➢ Primary responsibility for review: External Consulting Firm
➢ Other participants: Department of Law, Human Resources,Fire Staff
• TASK 7: Where can capital investments be substituted for labor expenses
(labor-savings technologies that provide pay back in personnel costs
savings)?
> Primary responsibility for review: External Consulting Firm
> Other participants: Fire Staff
• TASK 8: Where can information-gathering methods be installed and
improved (through methods like Activity Based Costing to sharpen financial
forecasting)?
➢ Primary responsibility for review: External Consulting Firm
> Other participants: Information Technology Solutions Department,
Budget
• TASK 9: Where can demand be reduced and services rationed(through user
fees for historically free services,more preventative public safety through
stricter codes,or elimination of low-usage hour services or facilities)?
➢ Primary responsibility for review: External Consulting Firm
➢ Other participants: Department of Law, Fire Staff
• TASK 10: What policies can help strengthen the economic base and promote
economic development (objective is to be a community where the private
sector is encouraged to flourish)?
➢ Primary responsibility for review: CMO/Economic Development
➢ Other participants: Fire Staff,External Consulting Firm
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Fire Department Analysis
B. Efficiency/Staffing Models of the functional areas
• Current and future service needs
• Resource allocation
• Analysis of staffing for the future
C. Peer Review Process
• Assessment of current operations
• Assessment of facilities and fire apparatus
• Evaluation of the internal communications and management reporting
systems
• Benchmarking study to compare FWFD to those of similar size and
demographics
• Develop fire apparatus replacement schedule and criteria to determine
replacement
D. Other Considerations
• Identification of evaluation components for the City Council to use to
measure Fire Department effectiveness
• Development of an implementation schedule for study recommendations
4.1 Title of the Program
Analysis of the Fort Worth Fire Department
a
4.2 Materials and services to be provided by the City:
The City will:
4.2.1 Provide any available supporting data or reports that may aid in the
development of work performance measurements/standards, flow charts,
and other desired outcomes of the study.
4.2.2 Provide guidance in the development of all desired outcomes outlined in
the Scope of Work.
4.2.3 Prioritize the recommendations of the consultant prior to development of
implementation plans.
4.3 Services to be provided by the Proposer:
The Proposer will be required to:
4.3.1 Develop and compile all necessary information required to meet desired
outcomes shown in the Scope of Work.
4.3.2 Perform a benchmarking study through a Peer Review Process that will
compare the FWFD with those of similar size and demographics.
4.3.3 Provide a written statistical analysis of all data including tables and
graphics to support analyses where appropriate.
4.3.4 Collect, review and evaluate all data pertaining to the project.
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Fire Department Analysis
4.3.5 Meet with a designated City oversight committee on a bi-weekly basis to
report on work accomplished during the preceding period and future
work scheduled. On a monthly basis, these presentations will require a
typewritten report and a bar chart representing the percentage of
completion of each task.
4.3.6 Prepare a detailed timeline to determine the approximate number of
working days required for completion of the contract.
4.3.7 Prepare a final written report detailing all information gathered, an
outline of the proposed actions needed and an executive summary.
Twenty-five (25)copies of this report are required. This report shall also
be provided on disk using Microsoft Office 97 software.
5.0 PROPOSAL FORMAT
Prefacing the Proposal, the Proposer shall provide an Executive Summary of three (3)
pages or less, which gives in brief, concise terms, a summation of the Proposal. The
Executive Summary shall include a brief statement of intent to perform the services,
qualifications for selection, and signature of an authorized officer of the firm who has
legal authority in such transactions. Unsigned proposals will be rejected
In addition, the Proposer's Executive Summary shall expressly state that, should the
enclosed proposal be accepted, the Proposer agrees to enter into a contract under the
terms and conditions as prescribed by this Request for Proposal. Any and all exceptions
to the RFP must be listed on an item-by-item basis and cross-referenced within the
Executive Summary. If there are no exceptions, the Proposer must expressly state that no
exceptions are taken.
The proposal itself shall be organized in the following format and informational
sequence:
5.1 Part I-Organization
State the full name and address of your organization and identify the
parent company if you are a subsidiary. Specify the branch office or
other subordinate element that will perform, or assist in performing,
work herein. Indicate whether you operate as a partnership, corporation
or individual. Include the state in which you are incorporated or licensed
to operate.
5.2 Part H-System Concept and Solution
Define in detail your understanding of the problem presented in
Paragraph 4.0, Scope of Work, and your system solution. Provide all
details as required in Paragraph 4.0, Scope of Work, in addition to those
facts you deem necessary to evaluate your proposal. Proposers are
required to describe their intended process to achieve each of the
strategy tasks they are primarily responsible for and to detail their
intended use of a Peer Review Committee including a list of who will
comprise it.
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Fire Department Analysis
5.3 Part III-Program
Describe your technical plan for accomplishing the required work.
Include such time-related displays, graphs, and charts as necessary to
show tasks, sub-tasks, milestones, and decision points related to the
Scope of Work and your plan for accomplishment.
Specifically indicate:
5.3.1 A description of work program by tasks. Detail the steps you
will take in proceeding from the first to the final tasks.
5.3.2 The technical factors that will be considered in the Scope of
Work and the depth to which each will be treated,
5.3.3 The degree of definition provided in each technical element of
your plan.
5.3.4 The points at which written, deliverable reports will be
provided.
5.3.5 The amount of progress payments you are requesting at
successful completion of milestones or tasks, deducting ten
percent(10%),which will be paid upon final acceptance by the
City.
5.4 Part IV-Project Management Structure
Provide a general explanation and chart which specifies project
leadership and reporting responsibilities; and interface the team with City
project management and team personnel. If use of subcontractors is
proposed (see Attachment B), identify their placement in the primary
management structure and provide an internal management description
for each subcontractor.
5.5 Part V-Prior Experience
Describe only relevant corporate experience and individual experience
for personnel who will be actively engaged in the project. Do not
include corporate experience unless personnel assigned to this project
actively participated.
5.6 Part VI-Personnel
Include the names and qualifications of all professional personnel who
will be assigned to this project, both employees of the Proposer and
employees of any subcontracted firms (see Attachment B). State the
primary work assigned to each person and the percentage of time each
person will devote to this work.Identify key persons by name and title.
IR-6
Fire Department Analysis
5.7 Part VII-Authorized Negotiator
Include the name, address, and telephone number of the person in your
organization authorized to negotiate contract terms and render binding
decisions on contractual matters.
5.8 Part VIII-Cost Proposal
Information described in following subsections is required from each
Proposer. Your method of costing may or may not be used but should be
described. A firm fixed-price or not-to-exceed contract is contemplated,
with progress payments as mutually determined to be appropriate. Ten
percent (10%) of the total contractual price will be retained until
submission and acceptance of all work products.
5.8.1 Personnel: Itemize to show the following for each category of
personnel with separate hourly rates:
a) manager,senior consultant,analyst, subcontractor,etc.
b) estimated hours for each category of personnel
c) rate applied for each category of personnel
d) total cost
5.8.2 Itemized cost of supplies and materials.
5.8.3 Other itemized direct costs.
5.8.4 If applicable, general and administrative burden. Indicate base
used percentage and total cost relative to this procurement.
5.8.5 Printing. State separately the cost of furnishing copies of the
final report. 0"N
5.9 Part IX—Final Report
The Proposer must furnish the purpose and scope of the study, methodology
used, findings, recommendations, analysis of projected costs, savings,
benefits, and implementation plan in a final written report. The report will be
presented to the City Council and must contain an Executive Summary. The
Proposer must furnish twenty-five copies of this document.
5.10 Minority/Women Business Enterprise (M/WBE)Participation
It is the policy of the City of Fort Worth,via Ordinance#13471 to ensure full
and equitable participation by Minority and Women Business Enterprise
(M/WBE) firms, in the procurement of professional services.
All proposers will be required to submit information concerning the
M/WBE(s)that will participate in the contract to meet the 15% goal. The
information shall include: (1)the name, address and telephone number' of
each M/WBE; (2) the description of the work to be performed by each
Ntf"E; and(3)the approximate dollar amount/percentage of the
participation.
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Fire Department Analysis
Professional service contracts in excess of$25,000 will not be executed by
the City unless M/WBE participation has been achieved or a"Good Faith
Effort"has been documented.
The M/WBE(s)must be located or doing business in the City's geographic
market area and must be currently certified or in the process of being
certified by the North Central Texas Regional Certification Agency
(NCTRCA)or the Texas Department of Transportation, Highway Division
(TxDOT).
For information and/or clarification of M/WBE requirements only, proposers
may contact Sundra Davis, the City's M/WBE Manager, at(817) 871-6104.
M/WBE participation or"Good Faith Effort"documentation will be part of
the evaluation criteria for this proposal. Failure to comply with Ordinance
#13471 will result in a loss of points or a lower evaluation as applicable.
6.0 CONTRACT PAYMENT RETAINAGE-COMPLIANCE STATEMENT
6.1 The Contract shall be prepared under the direction of the City and shall
incorporate all applicable provisions. A firm fixed-price or not-to-exceed
contract is. contemplated with progress payments as mutually determined to be
appropriate. These payments shall be based upon milestones completed as
proposed by the successful Proposer.
6.2 Ten percent (10%) of the total contractual price will be retained until submission
and acceptance by the City of the final work products for the contract period. The
City will retain ten percent (10%) from the amount payable from each invoice to
accomplish this.
6.3 Successful Proposer shall state his compliance with all-applicable rules and
regulations of Federal, State and Local governing entities. Successful Proposer
must state his compliance with terms of this RFP.
7.0 CONTRACT ADMINISTRATOR
Paul Sweitzer is designated as Contract Administrator for this RFP. Proposers having
questions pertaining specifically to Section III of this RFP may contact Paul Sweitzer,
City Manager's Office, City of Fort Worth, 1000 Throckmorton, Fort Worth, Texas,
76102, (817) 871-8507, fax (817) 871-6134. Proposers having any other questions
concerning this RFP should contact Michael Lowry in writing by either email at
LowryM@ci.fort-worth.tx.us and/or fax at 817-871-8440 and/or by mail at Purchasing
Division, P.O.Box 17027,Fort Worth,Texas 76102,C/O Michael Lowry.
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