Agenda Item AGENDA STAFF REPORT 5 ASR Control 18-001173 MEETING DATE: 12/04/ 18 LEGAL ENTITY TAKING ACTION: Board of Supervisors BOARD OF SUPERVISORS DISTRICT(S): 2 SUBMITTING AGENCY/DEPARTMENT: John Wayne Airport (Pending) DEPARTMENT CONTACT PERSON(S): Barry A. Rondinella (949) 252-5183 Kevin Flynn (949) 252-6038 SUBJECT: Award Contract for Loading Bridge & Baggage System Maintenance CEO CONCUR Pending Review Budgeted: Yes COUNTY COUNSEL REVIEW Approved Agreement to Form Current Year Cost: $1,714,860 CLERK OF THE BOARD Discussion 3 Votes Board Ma jority Annual Cost: FY 2019-20 $3,749,994 FY 2020-21 $3,825,449 FY 2021-22 $2,082,022 Staffing Impact: No # of Positions: Sole Source: No Current Fiscal Year Revenue: NI A Funding Source: Airport Operating Fund 280: 100% County Audit in last 3 years: No Prior Board Action: N / A RECOMMENDED ACTION(S): 1. Find that the project is Categorically Exempt from the California Environmental Quality Act (CEQA), Class I (Existing Facilities) pursuant to CEQA Guidelines Section 15301. CEQA CLEARANCE HAS BEEN SOUGHT BY OCPW BUT HAS NOT YET BEEN RECEIVED. 2. Authorize the County Procurement Officer or Authorized Deputy to execute a contract with Elite Line Services, Inc. for Terminals A, B & C Passenger Loading Bridges and Baggage Handling System Maintenance Services, effective January 14, 2019, through January 13, 2022, in a total amount not to exceed $11,372,325, renewable for two additional one-year periods, pursuant to County Contract Policy Manual Section 3.3-102, 3. Authorize the County Procurement Officer or Authorized Deputy to exercise a contingency contract cost increase not to exceed $50,000 for each contract year, within the scope of the work set forth in the contract, pursuant to County Contract Policy Manual Section 3.3-113. Page 1
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Agenda Item AGENDA STAFF REPORT - John Wayne Airport · Airport's (JWA) entire Baggage Handling System (BHS) and associated components and JWA's entire passenger loading bridges and
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Agenda Item
AGENDA STAFF REPORT 5 ASR Control 18-001173
MEETING DATE: 12/04/ 18
LEGAL ENTITY TAKING ACTION: Board of Supervisors
BOARD OF SUPERVISORS DISTRICT(S): 2
SUBMITTING AGENCY/DEPARTMENT: John Wayne Airport (Pending)
DEPARTMENT CONTACT PERSON(S): Barry A. Rondinella (949) 252-5183
Kevin Flynn (949) 252-6038
SUBJECT: Award Contract for Loading Bridge & Baggage System Maintenance
Staffing Impact: No # of Positions: Sole Source: No Current Fiscal Year Revenue: NI A Funding Source: Airport Operating Fund 280: 100% County Audit in last 3 years: No
Prior Board Action: N/ A
RECOMMENDED ACTION(S):
1. Find that the project is Categorically Exempt from the California Environmental Quality Act (CEQA), Class I (Existing Facilities) pursuant to CEQA Guidelines Section 15301. CEQA CLEARANCE HAS BEEN SOUGHT BY OCPW BUT HAS NOT YET BEEN RECEIVED.
2. Authorize the County Procurement Officer or Authorized Deputy to execute a contract with Elite Line Services, Inc. for Terminals A, B & C Passenger Loading Bridges and Baggage Handling System Maintenance Services, effective January 14, 2019, through January 13, 2022, in a total amount not to exceed $11,372,325, renewable for two additional one-year periods, pursuant to County Contract Policy Manual Section 3.3-102,
3. Authorize the County Procurement Officer or Authorized Deputy to exercise a contingency contract cost increase not to exceed $50,000 for each contract year, within the scope of the work set forth in the contract, pursuant to County Contract Policy Manual Section 3.3-113.
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SUMMARY: Awarding a contract to Elite Line Services, Inc. will provide continuous maintenance, operations and repair of John Wayne Airport's passenger loading bridges and baggage handling system.
BACKGROUND INFORMATION:
The contract covers the maintenance and on-site emergency technician response for John Wayne Airport's (JWA) entire Baggage Handling System (BHS) and associated components and JWA's entire passenger loading bridges and associated components. Both of these major equipment systems are mission-critical components of an operating airport.
The baggage system is a critical component, due to its function, as the primary means for passengers' check-in baggage to be properly screened by the Transportation Security Administration (TSA). The contract also covers the maintenance for all filter and belt changes on the TSA Bag Screening Room's A/C Units and associated condensate pumps, baggage fire doors and trash removal for 44 ramp rubbish bins.
JWA's baggage system consists of 16,000 linear feet of conveyor belt which carries baggage from the curbside and ticket counter check-in areas, through the TSA baggage screening room and out to six baggage carousel units in the secure operating area of the terminal adjacent to the commercial aircraft gates. Also included in the baggage system, are seven baggage claim carousels in the terminal building and the belt segments that feed these carousel units.
JW A also operates 20 loading bridges, each including a NOV A baggage slide/wheelchair lift, a fixed preconditioned air unit, connections for potable water and a 400 Hz electrical ground power unit, which are utilized by aircraft parked at the gates. The loading bridges are absolutely critical to assuring the high aircraft turnaround rates required to maintain air carrier flight schedules. Having technicians available is absolutely essential to ensure that the loading bridges can continue to operate and meet aircraft turnaround rates.
The contract provides all labor, equipment and materials required for on-site and on-call emergency repairs. The contract also includes routine maintenance service and parts replacement for the baggage conveyor system and the passenger loading bridges.
The contract is a fixed-fee contract. An additional contingency of $50,000 per year for the first three years is established within the annual cost to cover unanticipated work. Items covered under the contingency shall include unforeseen maintenance and repairs, training, staffing and/or services for items referenced above and beyond the requirements set in the contract. Also included in the contingency are programming, consulting and troubleshooting support from the BHS conveyor manufacturer.
Proposals Requested On August I 0, 2018, JW A released a Request for Proposals (RFP) for Passenger Loading Bridge and Baggage Handling System Maintenance through Bid Sync and the JWA website. On August 21, 2018, four companies attended the mandatory pre-proposal meeting. Three addenda to the RFP were subsequently issued and posted to Bid Sync.
Proposal Minimum Requirements: The RFP specified that Offerors must, at a minimum, be capable of providing service technicians and supervisors with a minimum of five years verifiable experience maintaining Jetway Passenger Loading
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Bridges, Baggage Carousels, Baggage Handling Conveyor Systems and Baggage System Fire Doors or equivalent/comparable equipment from other manufactures.
Proposals Received On September 5, 2018, the following three proposals were received and accepted by JW A (listed alphabetically).
Elite Line Service, LLC (Elite) Engie John Bean Technologies, dba JBT AeroTech Airport Services (JBT)
Proposal Evaluation On September 11, 2018, the three proposals were distributed to the five evaluation committee members. Committee members included one Airport Operations Representative, two Airport Maintenance Representatives, one OC Public Works Representative and one representative from Airport Development.
The proposals were reviewed and evaluated using the following weighted criteria:
Phase I Written Proposals (Value: 70% of total score) were rated based on the following criteria: •Overall Responsiveness l 0% •Qualifications and Experience - Approach and Methodology 25% •Proposed Fees 40% •Staffing Plan 25% •Financial Stability Pass or Fail
Because all three proposals were deemed to be qualified submittals by industry experts, it was determined that it would be appropriate for all three proposers to provide oral presentations to the panel regarding their submittals.
Phase II Oral Presentations (Value: 30% of total score) were rated based on the following criteria •Overall Responsiveness 10% •Qualifications and Experience - Approach and Methodology 25% •Proposed Fees 40% •Staffing Plan 25%
The table below displays the total scoring of the top scoring proposals:
All three of the top scoring proposers are recognized as service leaders in their industry. All three have also shown that they have significant experience in servicing and maintaining baggage handling and passenger loading bridge equipment similar to what is utilized at JW A.
Elite's proposal scored highest in all categories and its written proposal represents that it can provide a combination of quality, experience and value-added service. Elite began its airport operation and
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maintenance services in 1994 at the San Diego International Airport and has since steadily built a business and industry reputation as a leader for operations and maintenance services at airport facilities. Elite specializes in services for today's latest high capacity in-line BHS where the equipment up time and read rate accuracy are critical in meeting efficient aircraft tum-times and airport security commitments.
Engie provides a broad base of services including BHS, Baggage Security Screening (BSS), Passenger Boarding Bridges, Aircraft Guiding Systems, Lighting and Facilities and Energy Saving Management. The bulk of its operations is at Canadian airports and in United States airports located predominately in the northeast portion of the country.
JBT provides operations and maintenance services for airports and airlines nationwide. JBT provides maintenance, programming expertise, upgrades and operational support for baggage conveyor, sortation, control and operational systems. Baggage services include in-line Explosive Detection Systems (EDS) baggage systems, Checked Baggage Inspection Systems (CBIS), Checked Baggage Reconciliation Areas (CBRA), maintenance diagnostics, system sortation and programming of control devices, motor control panels, automatic tag readers (A TR), diverters, belts, motors and other hardware associated with the baggage handling systems.
Based on the defined evaluation criteria, the evaluation panel determined that the proposal from Elite was the most responsive to the requirements of the RFP and best met all specifications and requirements.
Elite demonstrated that it fully understands the requirements of providing Passenger Loading Bridge and Baggage Handling System Maintenance and Elite has shown that it has the qualifications, experience and technical expertise to meet airport needs.
Based on the information above JW A seeks Board of Supervisors' approval to award the proposed contract to Elite for Terminals A, B and C Passenger Loading Bridge and Baggage Handling System Maintenance Services. Department staff have conducted due diligence on the vendor. Reference checks were satisfactory and completed with Columbus Regional Airport Authority, Long Beach Airport, LAX6 Consortium LLC. and Delta Airlines regarding similar projects.
This contract includes subcontractors. See Attachment C for information regarding subcontractors and Contract Summary Form.
Compliance with CEQA: The proposed project is Categorically Exempt (Class 1) from the provisions of CEQA pursuant to Section 1530 I, because it consists of the repair and maintenance of existing public facilities including mechanical equipment, involving negligible or no expansion of use beyond existing.
FINANCIAL IMPACT:
Appropriations for this contract are included in the FY 2018-19 Budget for Airport Operating Fund 280 and will be included in the budgeting process for future years.
The contract contains language, which allows the County to terminate the contract without penalty for cause or after 30 days' written notice without cause.
STAFFING IMPACT:
NIA
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A TT ACHMENT(S):
Attachment A - Contract with Elite Line Services, Inc. Attachment B - Scoring Summary Attachment C - Contract Summary Form
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John Wayne Airport
Passenger Loading Bridge and Baggage Handling System Maintenance Page 1 of 195
Contract
MA-280-19010630
for
Passenger Loading Bridge and Baggage Handling System
Maintenance
Between
County of Orange, John Wayne Airport
and
Elite Line Services, Inc.
Attachment A
John Wayne Airport
Passenger Loading Bridge and Baggage Handling System Maintenance Page 2 of 195
Attachment A .......................................................................................................................................... 21
A. General ...................................................................................................................................... 21
B. Contractor Responsibility .......................................................................................................... 23
C. Contractor Performance ............................................................................................................. 24
D. Parts and Materials .................................................................................................................... 28
E. Additional Repairs and Work .................................................................................................... 28
F. Emergency Repairs .................................................................................................................... 29
G. JWA Staff and Airline Staff Training ........................................................................................ 29
H. John Wayne Airport Quality Assurance .................................................................................... 29
I. JWA Responsibility ................................................................................................................... 30
J. Amendments – Changes/Extra Work ........................................................................................ 31
K. Project Schedule ........................................................................................................................ 31
L. Reports/Meetings ....................................................................................................................... 31
M. Royalties .................................................................................................................................... 31
Attachment B .......................................................................................................................................... 77
A. Compensation .......................................................................................................................... 77
B. Fees and Charges ..................................................................................................................... 77
C. Final Payment .......................................................................................................................... 78
D. Payment Terms – Payment in Arrears .................................................................................. 78
E. Taxpayer ID Number .............................................................................................................. 78
F. Payment-Invoicing Instructions ............................................................................................. 79
Attachment C .......................................................................................................................................... 80
Attachment D ......................................................................................................................................... 84
Attachment E ......................................................................................................................................... 86
Attachment F ..........................................................................................................................................109
Attachment G .........................................................................................................................................121
Attachment H ........................................................................................................................................ 188
The Commercial General Liability coverage shall be written on Insurance Services Office (ISO) form
CG 00 01, or a substitute form providing liability coverage at least as broad.
The Business Auto Liability coverage shall be written on ISO form CA 00 01, CA 00 05, CA 00 12, CA
00 20, or a substitute form providing liability coverage as broad.
Required Endorsements
The Commercial General Liability policy shall contain the following endorsements, which shall
accompany the Certificate of Insurance:
1. An Additional Insured endorsement using ISO form CG 20 26 04 13 or a form at least as broad
naming the County of Orange, its elected and appointed officials, officers, employees and agents
as Additional Insureds, or provide blanket coverage, which will state As Required by Written
Contract.
2. A primary non-contributing endorsement using ISO Form CG 20 01 04 13, or a form at least as
broad evidencing that the Contractor’s insurance is primary and any insurance or self-insurance
maintained by the County of Orange shall be excess and non-contributing.
The Workers’ Compensation policy shall contain a waiver of subrogation endorsement waiving all rights
of subrogation against the County of Orange, its elected and appointed officials, officers, employees
and agents, or provide blanket coverage, which will state As Required by Written Contract.
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All insurance policies required by this contract shall waive all rights of subrogation against the County
of Orange, its elected and appointed officials, officers, employees and agents when acting within the
scope of their appointment or employment.
Contractor shall notify County in writing within thirty (30) days of any policy cancellation and ten (10)
days for non-payment of premium and provide a copy of the cancellation notice to County. Failure to
provide written notice of cancellation may constitute a material breach of the contract, upon which the
County may suspend or terminate this contract.
The Commercial General Liability policy shall contain a severability of interests clause, also known as
a “separation of insureds” clause (standard in the ISO CG 001 policy).
Insurance certificates should be forwarded to the agency/department address listed on the solicitation.
If the Contractor fails to provide the insurance certificates and endorsements within seven (7) days of
notification by CEO/Purchasing or the agency/department purchasing division, award may be made to
the next qualified vendor.
County expressly retains the right to require Contractor to increase or decrease insurance of any of the
above insurance types throughout the term of this contract. Any increase or decrease in insurance will
be as deemed by County of Orange Risk Manager as appropriate to adequately protect County.
County shall notify Contractor in writing of changes in the insurance requirements. If Contractor does
not deposit copies of acceptable Certificates of Insurance and endorsements with County incorporating
such changes within thirty (30) days of receipt of such notice, this contract may be in breach without
further notice to Contractor, and County shall be entitled to all legal remedies.
The procuring of such required policy or policies of insurance shall not be construed to limit Contractor's
liability hereunder nor to fulfill the indemnification provisions and requirements of this contract, nor act
in any way to reduce the policy coverage and limits available from the insurer.
P. Changes
Contractor shall make no changes in the work or perform any additional work without the County’s
specific written approval.
Q. Change of Ownership/Name, Litigation Status, Conflicts with County Interests
Contractor agrees that if there is a change or transfer in ownership of Contractor’s business prior to
completion of this Contract, and the County agrees to an assignment of the Contract, the new owners
shall be required under the terms of sale or other instruments of transfer to assume Contractor’s duties
and obligations contained in this Contract and complete them to the satisfaction of the County.
County reserves the right to immediately terminate the Contract in the event the County determines that
the assignee is not qualified or is otherwise unacceptable to the County for the provision of services
under the Contract.
In addition, Contractor has the duty to notify the County in writing of any change in the Contractor’s
status with respect to name changes that do not require an assignment of the Contract. The Contractor
is also obligated to notify the County in writing if the Contractor becomes a party to any litigation against
the County, or a party to litigation that may reasonably affect the Contractor’s performance under the
Contract, as well as any potential conflicts of interest between Contractor and County that may arise
prior to or during the period of Contract performance. While Contractor will be required to provide this
information without prompting from the County any time there is a change in Contractor’s name,
conflict of interest or litigation status, Contractor must also provide an update to the County of its status
in these areas whenever requested by the County.
The Contractor shall exercise reasonable care and diligence to prevent any actions or conditions that
could result in a conflict with County interests. In addition to the Contractor, this obligation shall apply
to the Contractor’s employees, agents, and subcontractors associated with the provision of goods and
services provided under this Contract. The Contractor’s efforts shall include, but not be limited to
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establishing rules and procedures preventing its employees, agents, and subcontractors from providing
or offering gifts, entertainment, payments, loans or other considerations which could be deemed to
influence or appear to influence County staff or elected officers in the performance of their duties.
R. Force Majeure
Contractor shall not be assessed with liquidated damages or unsatisfactory performance penalties during
any delay beyond the time named for the performance of this Contract caused by any act of God, war,
civil disorder, employment strike or other cause beyond its reasonable control, provided Contractor
gives written notice of the cause of the delay to County within 36 hours of the start of the delay and
Contractor avails himself of any available remedies.
S. Confidentiality
Contractor agrees to maintain the confidentiality of all County and County-related records and
information pursuant to all statutory laws relating to privacy and confidentiality that currently exist or
exist at any time during the term of this Contract. All such records and information shall be considered
confidential and kept confidential by Contractor and Contractor’s staff, agents and employees.
T. Compliance with Laws
Contractor represents and warrants that services to be provided under this Contract shall fully comply,
at Contractor’s expense, with all standards, laws, statutes, restrictions, ordinances, requirements, and
regulations (collectively “laws”), including, but not limited to those issued by County in its
governmental capacity and all other laws applicable to the services at the time services are provided to
and accepted by County. Contractor acknowledges that County is relying on Contractor to ensure such
compliance, and pursuant to the requirements of paragraph “Z” below, Contractor agrees that it shall
defend, indemnify and hold County and County INDEMNITEES harmless from all liability, damages,
costs and expenses arising from or related to a violation of such laws.
U. Freight
Prior to the County’s express acceptance of delivery of products. Contractor assumes full responsibility
for all transportation, transportation scheduling, packing, handling, insurance, and other services
associated with delivery of all products deemed necessary under this Contract.
V. Severability
If any term, covenant, condition or provision of this Contract is held by a court of competent jurisdiction
to be invalid, void, or unenforceable, the remainder of the provisions hereof shall remain in full force
and effect and shall in no way be affected, impaired or invalidated thereby.
W. Attorney Fees
In any action or proceeding to enforce or interpret any provision of this Contract, each party shall bear
their own attorney’s fees, costs and expenses.
X. Interpretation
This Contract has been negotiated at arm’s length and between persons sophisticated and knowledgeable
in the matters dealt with in this Contract. In addition, each party had been represented by experienced
and knowledgeable independent legal counsel of their own choosing or has knowingly declined to seek
such counsel despite being encouraged and given the opportunity to do so. Each party further
acknowledges that they have not been influenced to any extent whatsoever in executing this Contract
by any other party hereto or by any person representing them, or both. Accordingly, any rule or law
(including California Civil Code Section 1654) or legal decision that would require interpretation of any
ambiguities in this Contract against the party that has drafted it is not applicable and is waived. The
provisions of this Contract shall be interpreted in a reasonable manner to effect the purpose of the parties
and this Contract.
Y. Employee Eligibility Verification
The Contractor warrants that it fully complies with all Federal and State statutes and regulations
regarding the employment of aliens and others and that all its employees performing work under this
Contract meet the citizenship or alien status requirement set forth in Federal statutes and regulations.
The Contractor shall obtain, from all employees performing work hereunder, all verification and other
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documentation of employment eligibility status required by Federal or State statutes and regulations
including, but not limited to, the Immigration Reform and Control Act of 1986, 8 U.S.C. §1324 et seq.,
as they currently exist and as they may be hereafter amended. The Contractor shall retain all such
documentation for all covered employees for the period prescribed by the law. The Contractor shall
indemnify, defend with counsel approved in writing by County, and hold harmless, the County, its
agents, officers, and employees from employer sanctions and any other liability which may be assessed
against the Contractor or the County or both in connection with any alleged violation of any Federal or
State statutes or regulations pertaining to the eligibility for employment of any persons performing work
under this Contract.
Z. Indemnification
Contractor agrees to indemnify, defend with counsel approved in writing by County, and hold County,
its elected and appointed officials, officers, employees, agents and those special districts and agencies
which County’s Board of Supervisors acts as the governing Board (“County Indemnitees”) harmless
from any claims, demands or liability of any kind or nature, including but not limited to personal injury
or property damage, arising from or related to the services, products or other performance provided by
Contractor pursuant to this Contract. If judgment is entered against Contractor and County by a court
of competent jurisdiction because of the concurrent active negligence of County or County Indemnitees,
Contractor and County agree that liability will be apportioned as determined by the court. Neither party
shall request a jury apportionment.
AA. Audits/Inspections
Contractor agrees to permit the County’s Auditor-Controller or the Auditor-Controller’s authorized
representative (including auditors from a private auditing firm hired by the County) access during
normal working hours to all books, accounts, records, reports, files, financial records, supporting
documentation, including payroll and accounts payable/receivable records, and other papers or property
of Contractor for the purpose of auditing or inspecting any aspect of performance under this Contract.
The inspection and/or audit will be confined to those matters connected with the performance of the
Contract including, but not limited to, the costs of administering the Contract. The County will provide
reasonable notice of such an audit or inspection.
The County reserves the right to audit and verify the Contractor’s records before final payment is made.
Contractor agrees to maintain such records for possible audit for a minimum of three years after final
payment, unless a longer period of records retention is stipulated under this Contract or by law.
Contractor agrees to allow interviews of any employees or others who might reasonably have
information related to such records. Further, Contractor agrees to include a similar right to the County
to audit records and interview staff of any subcontractor related to performance of this Contract.
Should the Contractor cease to exist as a legal entity, the Contractor’s records pertaining to this
agreement shall be forwarded to the County’s Contract coordinator.
BB. Contingency of Funds
Contractor acknowledges that funding or portions of funding for this Contract may be contingent upon
state budget approval; receipt of funds from, and/or obligation of funds by, the state of California to
County; and inclusion of sufficient funding for the services hereunder in the budget approved by
County’s Board of Supervisors for each fiscal year covered by this Contract. If such approval, funding
or appropriations are not forthcoming, or are otherwise limited, County may immediately terminate or
modify this Contract without penalty.
CC. Expenditure Limit
The Contractor shall notify the County of Orange assigned Deputy Purchasing Agent in writing when
the expenditures against the Contract reach 75 percent of the dollar limit on the Contract. The County
will not be responsible for any expenditure overruns and will not pay for work exceeding the dollar limit
on the Contract unless a change order to cover those costs has been issued.
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Additional Terms and Conditions
1. Scope of Contract
This Contract specifies the contractual terms and conditions by which the County will procure a Passenger Loading Bridge and Baggage Handling System Maintenance from Contractor as further detailed in the Scope of Work, identified and incorporated herein by this reference as “Attachment A”.
2. Term of Contract
This Contract shall commence January 14, 2019 and shall continue for 3 years from that date, unless otherwise terminated by County.
3. Contract Amount Not to Exceed
Contract amount not to exceed $11,372,325.78
4. Renewable Annually with Concurrence
This Contract may be renewed, by mutual written agreement of both Parties for two (2) additional (1) year terms. The County does not have to give reason if it elects not to renew. Renewal periods may be subject to approval by the County of Orange Board of Supervisors.
5. Adjustments – Scope of Work
No adjustments made to the Scope of Work will be authorized without the prior written approval of the County assigned Deputy Purchasing Agent.
6. Airport Security
Contractor, Contractor’s employees and Contractor’s subcontractors must complete a background clearance SIDA class in order to obtain an I.D. badge.
Badge Acquisition: Prior to issuance of a security badge(s), designated Contractor personnel who shall be working on-site at JWA terminal, and engaged in the performance of work under this Contract must pass JWA’s screening requirements, which include an F.B.I. background investigation (fingerprinting) and Security Threat Assessment (STA) (estimated fee is $27.00 for fingerprinting and $11.00 for STA per person.). It may take up to two weeks to obtain clearance. Contractor’s designated personnel shall need to take a 2-hour SIDA training class at JWA and pass the written test (estimated fee is $10.00 per person). Contractor shall be responsible for all costs associated with the background checks, and abide by all of the security requirements set forth by the Transportation Security Agency (TSA) and JWA. Contractor’s designated personnel must successfully complete the badge acquisition within 14 days of Contract execution, unless other arrangements have been coordinated by County Project Coordinator or designee in writing.
Driving Endorsement: In addition to obtaining a JWA access control badge, Contractor’s service staff must also take an Airport provided training course and pass a test to acquire an airfield driving endorsement.
Badge Holder Requirements and Responsibilities: TSA approved security program for JWA requires that each person issued a JWA security badge is made aware of his/her responsibilities regarding the privilege of access to restricted areas of JWA.
All persons within the restricted air operation areas of JWA are required to display, on their person, a JWA security badge; unless they are specifically exempted for safety reasons or they are under escort by a properly badge individual. Each JWA employee, JWA Contractor, subcontractor or tenant employee who has been issued a JWA security badge is responsible for challenging any individual who is not properly displaying a JWA issued or approved and valid identification badge. Any person who is not properly displaying or who cannot produce a valid JWA security badge must immediately be referred to the Sheriff's Department - Airport Police Services Office for proper handling.
JWA security badge is the property of County and must be returned upon termination of Contractor personnel employment and/or termination, expiration or completion of Contract. The loss of a badge shall be reported within 24 hours to the Sheriff's Department - Airport Police Services by calling (949)
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252-5000. Individuals that lose their badge shall be required to pay a fee before receiving a replacement
badge. The charge for lost badge replacement shall be at the current posted rate located in the JWA
Administration Office. A report shall be made before a replacement badge shall be issued.
JWA security badge is nontransferable.
In the event that a contractor’s badge is not returned to JWA upon termination of Contractor personnel
employment and/or termination or expiration of Contract, a fine of $250.00 per badge shall be charged
to Contractor. Contractor’s final payment may be held by County or a deduction from contractor’s
payment(s) may be made to ensure that funding is available to cover the fine in the event that badges
are not returned.
Contractor shall submit the names, addresses, and driver’s license numbers for all Contractor personnel
who shall be engaged in work under this Contract to County Project Coordinator within seven days
after award of the Contract or within seven days after the start of any new Contractor personnel and/or
prior to the start of any work.
No worker shall be used in performance of this work that has not passed the background check.
7. Americans with Disabilities Act (ADA)
Section 504 of the Rehabilitation Act of 1973 as amended; Title VI and VII of the Civil Rights Act of
1964 as amended; Americans with Disabilities Act, 42 USC 12101; California Code of Regulations,
Title 2, Title 22: California Government Code, Sections 11135, et seq; and other federal and state laws
and executive orders prohibit discrimination. All programs, activities, employment opportunities, and
services must be made available to all persons, including persons with disabilities.
8. Anti-Idling Policy
Within six months of Contract execution, Contractor must develop, implement and submit to the
Airport Director for approval a fleet-wide anti-idling policy. At a minimum, the anti-idling policy shall
include the requirement that vehicle engines shall be turned off when vehicles are not occupied, and
that occupied vehicles be turned off after no more than a five-minute idling period. Contractor’s policy
shall also include all third party vehicles that enter Airport property at the direction of Contractor.
9. Bills and Liens
Contractor shall pay promptly all indebtedness for labor, materials and equipment used in performance
of the work. Contractor shall not permit any lien or charge to attach to the work or the premises, but if
any does so attach, Contractor shall promptly procure its release and, in accordance with the
requirements of paragraph “Z” above, indemnify, defend, and hold County harmless and be responsible
for payment of all costs, damages, penalties and expenses related to or arising from or related thereto.
10. Breach of Contract
The failure of the Contractor to comply with any of the provisions, covenants or conditions of this
Contract shall be a material breach of this Contract. In such event the County may, and in addition to
any other remedies available at law, in equity, or otherwise specified in this Contract:
a. Terminate the Contract immediately, pursuant to Section K herein;
b. Afford the Contractor written notice of the breach and ten (10) calendar days or such shorter time
that may be specified in this Contract within which to cure the breach;
c. Discontinue payment to the Contactor for and during the period in which the Contractor is in
breach; and
d. Offset against any monies billed by the Contractor but yet unpaid by the County those monies
disallowed pursuant to the above.
11. Civil Rights
Contractor attests that services provided shall be in accordance with the provisions of Title VI and Title
VII of the Civil Rights Act of 1964, as amended, Section 504 of the Rehabilitation Act of 1973, as
amended; the Age Discrimination Act of 1975 as amended; Title II of the Americans with Disabilities
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Act of 1990, and other applicable State and federal laws and regulations prohibiting discrimination on
the basis of race, color, national origin, ethnic group identification, age, religion, marital status, sex or
disability.
12. Conditions Affecting Work
The Contractor shall be responsible for taking all steps reasonably necessary to ascertain the nature and
location of the work to be performed under this Contract and to know the general conditions which can
affect the work or the cost thereof. Any failure by the Contractor to do so will not relieve Contractor
from responsibility for successfully performing the work without additional cost to the County. The
County assumes no responsibility for any understanding or representations concerning the nature,
location(s) or general conditions made by any of its officers or agents prior to the execution of this
Contract, unless such understanding or representations by the County are expressly stated in the
Contract.
13. Conflict of Interest – Contractor’s Personnel
The Contractor shall exercise reasonable care and diligence to prevent any actions or conditions that
could result in a conflict with the best interests of the County. This obligation shall apply to the
Contractor; the Contractor’s employees, agents, and subcontractors associated with accomplishing
work and services hereunder. The Contractor’s efforts shall include, but not be limited to establishing
precautions to prevent its employees, agents, and subcontractors from providing or offering gifts,
entertainment, payments, loans or other considerations which could be deemed to influence or appear
to influence County staff or elected officers from acting in the best interests of the County.
14. Conflict of Interest – County Personnel
The County of Orange Board of Supervisors policy prohibits its employees from engaging in activities
involving a conflict of interest. The Contractor shall not, during the period of this Contract, employ
any County employee for any purpose.
15. Contractor Personnel – Drug-Free Workplace
The Contractor hereby certifies compliance with Government Code Section 8355 in matters relating to
providing a drug-free workplace. The Contractor will:
A. Publish a statement notifying employees that unlawful manufacture, distribution,
dispensation, possession, or use of a controlled substance is prohibited and specifying actions
to be taken against employees for violations, as required by Government Code Section
8355(a)(1).
B. Establish a drug-free awareness program as required by Government Code Section 8355(a)(2)
to inform employees about all of the following:
a. The dangers of drug abuse in the workplace;
b. The organization’s policy of maintaining a drug-free workplace;
c. Any available counseling, rehabilitation and employee assistance programs; and
d. Penalties that may be imposed upon employees for drug abuse violations.
C. Provide as required by Government Code Section 8355(a)(3) that every employee who works
under this Contract:
a. Will receive a copy of the company’s drug-free policy statement; and
b. Will `agree to abide by the terms of the company’s statement as a condition of
employment under this Contract.
Failure to comply with these requirements may result in suspension of payments under the Contract or
termination of the Contract or both, and the Contractor may be ineligible for award of any future County
contracts if the County determines that any of the following has occurred:
D. The Contractor has made false certification, or
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E. The Contractor violates the certification by failing to carry out the requirements as noted
above.
16. Contractor Personnel – Reference Checks
The Contractor warrants that all persons employed to provide service under this Contract have
satisfactory past work records indicating their ability to adequately perform the work under this
Contract. Contractor’s employees assigned to this contract must meet character standards as
demonstrated by background investigation and reference checks, coordinated by the agency/department
issuing this Contract.
17. Contractor’s Project Manager and Key Personnel
Contractor shall appoint a Project Manager to direct the Contractor’s efforts in fulfilling Contractor’s
obligations under this Contract. This Project Manager shall be subject to approval by the County and
shall not be changed without the written consent of the County’s Contract coordinator, which consent
shall not be unreasonably withheld.
The Contractor’s Project Manager shall be assigned to this project for the duration of the Contract and
shall diligently pursue all work and services to meet the project time lines. The County’s Contract
coordinator shall have the right to require the removal and replacement of the Contractor’s Project
Manager from providing services to the County under this Contract. The County’s Contract coordinator
shall notify the Contractor in writing of such action. The Contractor shall accomplish the removal
within three (3) business days after written notice by the County’s Contract coordinator. The County’s
Contract coordinator shall review and approve the appointment of the replacement for the Contractor’s
Project Manager. The County is not required to provide any additional information, reason or rationale
in the event it The County is not required to provide any additional information, reason or rationale in
the event it requires the removal of Contractor’s Project Manager from providing further services under
the Contract.
18. Contractor’s Records
The Contractor shall keep true and accurate accounts, records, books and data which shall correctly
reflect the business transacted by the Contractor in accordance with generally accepted accounting
principles. These records shall be stored in Orange County for a period of three (3) years after final
payment is received from the County. Storage of records in another county will require written approval
from the County of Orange assigned Deputy Purchasing Agent.
19. Cost/Price Data
At all times during and following the period of Contract performance, the County may require
Contractor to furnish such cost and pricing data as the County deems necessary to assess the
reasonableness of Contract pricing, including the reasonableness of changes. Contractor agrees to
maintain such records for a minimum of three (3) years after final payment, unless a longer period of
records retention is stipulated under this Contract or by law.
20. Data – Title To
All materials, documents, data or information obtained from the County data files or any County
medium furnished to the Contractor in the performance of this Contract will at all times remain the
property of the County. Such data or information may not be used or copied for direct or indirect use
by the Contractor after completion or termination of this Contract without the express written consent
of the County. All materials, documents, data or information, including copies, must be returned to the
County at the end of this Contract.
21. Debarment
Contractor shall certify that neither Contractor nor its principles are presently debarred, proposed for
debarment, declared ineligible or voluntarily excluded from participation in the transaction by any
Federal department or agency.
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22. Default – Equipment, Software or Service
In the event any equipment, software or service furnished by the Contractor in the performance of this
Contract should fail to conform to the specifications therein, the County may reject same, and it shall
become the duty of the Contractor to reclaim and remove the items without expense to the County and
to immediately replace all such rejected equipment, software or service with others conforming to such
specifications, provided that should the Contractor fail, neglect or refuse to do so, the County shall have
the right to purchase on the open market a corresponding quantity of any such equipment, software or
service and to deduct from any monies due or that may thereafter become due to the Contractor the
difference between the price specified in this Contract and the actual cost to the County.
In the event the Contractor shall fail to make prompt delivery as specified of any equipment, software
or service, the same conditions as to the rights of the County to purchase on the open market and to
reimbursement set forth above shall apply, except as otherwise provided in this Contract.
In the event of the cancellation of this Contract, either in whole or in part, by reason of the default or
breach by the Contractor, any loss or damage sustained by the County in procuring any equipment,
software or service which the Contractor agreed to supply under this Contract shall be borne and paid
for by the Contractor.
The rights and remedies of the County provided above shall not be exclusive and are in addition to any
other rights and remedies provided by law or under the Contract.
23. Discounts – Prompt Payment
The County of Orange shall process payments with discounts offered for prompt payment and the
checks for those payments. If disputes arise over the timeliness of the payment, the date of the postmark
shall be the determining factor. The County shall not be held responsible for delays by the US Postal
Service, and no additional payment shall be due the Contractor in the event of such delay.
24. Disputes - Contract
A. The parties shall deal in good faith and attempt to resolve potential disputes informally. If the
dispute concerning a question of fact arising under the terms of this Contract is not disposed of in
a reasonable period of time by the Contractor’s Project Manager and the County’s Contract
coordinator, such matter shall be brought to the attention of the County Deputy Purchasing Agent
by way of the following process:
1. The Contractor shall submit to the agency/department assigned Deputy Purchasing Agent a
written demand for a final decision regarding the disposition of any dispute between the parties
arising under, related to, or involving this Contract, unless the County, on its own initiative,
has already rendered such a final decision.
2. The Contractor’s written demand shall be fully supported by factual information, and, if such
demand involves a cost adjustment to the Contract, the Contractor shall include with the
demand a written statement signed by a senior official indicating that the demand is made in
good faith, that the supporting data are accurate and complete, and that the amount requested
accurately reflects the Contract adjustment for which the Contractor believes the County is
liable.
B. Pending the final resolution of any dispute arising under, related to, or involving this Contract, the
Contractor agrees to diligently proceed with the performance of this Contract, including the
delivery of goods and/or provision of services. The Contractor’s failure to diligently proceed shall
be considered a material breach of this Contract.
Any final decision of the County shall be expressly identified as such, shall be in writing, and shall
be signed by the County Deputy Purchasing Agent or his designee. If the County fails to render a
decision within 90 days after receipt of the Contractor’s demand, it shall be deemed a final decision
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adverse to the Contractor’s contentions. Nothing in this section shall be construed as affecting the
County’s right to terminate the Contract for cause or termination for convenience as stated in
section K herein.
25. Emergency/Declared Disaster Requirements
In the event of an emergency or if Orange County is declared a disaster area by the County, state or
federal government, this Contract may be subjected to unusual usage. The Contractor shall service the
County during such an emergency or declared disaster under the same terms and conditions that apply
during non-emergency/disaster conditions. The pricing quoted by the Contractor shall apply to serving
the County’s needs regardless of the circumstances. If the Contractor is unable to supply the
goods/services under the terms of the Contract, then the Contractor shall provide proof of such
disruption and a copy of the invoice for the goods/services from the Contractor’s supplier(s).
Additional profit margin as a result of supplying goods/services during an emergency or a declared
disaster shall not be permitted. In the event of an emergency or declared disaster, emergency purchase
order numbers will be assigned. All applicable invoices from the Contractor shall show both the
emergency purchase order number and the Contract number.
26. Equal Employment Opportunity
The Contractor shall comply with U.S. Executive Order 11246 entitled, “Equal Employment
Opportunity” as amended by Executive Order 11375 and as supplemented in Department of Labor
regulations (41 CFR, Part 60) and applicable state of California regulations as may now exist or be
amended in the future. The Contractor shall not discriminate against any employee or applicant for
employment on the basis of race, color, national origin, ancestry, religion, sex, marital status, political
affiliation or physical or mental condition.
Regarding handicapped persons, the Contractor will not discriminate against any employee or applicant
for employment because of physical or mental handicap in regard to any position for which the
employee or applicant for employment is qualified. The Contractor agrees to provide equal opportunity
to handicapped persons in employment or in advancement in employment or otherwise treat qualified
handicapped individuals without discrimination based upon their physical or mental handicaps in all
employment practices such as the following: employment, upgrading, promotions, transfers,
recruitments, advertising, layoffs, terminations, rate of pay or other forms of compensation, and
selection for training, including apprenticeship. The Contractor agrees to comply with the provisions
of Sections 503 and 504 of the Rehabilitation Act of 1973, as amended, pertaining to prohibition of
discrimination against qualified handicapped persons in all programs and/or activities as detailed in
regulations signed by the Secretary of the Department of Health and Human Services effective June 3,
1977, and found in the Federal Register, Volume 42, No. 68 dated May 4, 1977, as may now exist or
be amended in the future.
Regarding Americans with disabilities, Contractor agrees to comply with applicable provisions of Title
1 of the Americans with Disabilities Act enacted in 1990 as may now exist or be amended in the future.
27. Errors and Omissions
All reports, files and other documents prepared and submitted by Contractor shall be complete and shall
be carefully checked by the professional(s) identified by Contractor as project manager and key
personnel attached hereto, prior to submission to the County. Contractor agrees that County review is
discretionary and Contractor shall not assume that the County will discover errors and/or omissions. If
the County discovers any errors or omissions prior to approving Contractor’s reports, files and other
written documents, the reports, files or documents will be returned to Contractor for correction. Should
the County or others discover errors or omissions in the reports, files or other written documents
submitted by the Contractor after County approval thereof, County approval of Contractor’s reports,
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files or documents shall not be used as a defense by Contractor in any action between the County and
Contractor, and the reports, files or documents will be returned to Contractor for correction
28. Faithful Performance Bond
Contractor will provide to County a Faithful Performance Bond in an amount equal to 25% the annual
Contract amount. Bonds must be submitted to County on County provided forms within seven (7)
calendar days of award notification and prior to the official Contract award. Prior to the provisions of
services under this Contract, Contractor agrees to purchase the required bond at Contractor’s expense
and to deposit with County the required bond necessary to satisfy County requirements and to keep
such bond on deposit with County during the entire term of this Contract. Said bond shall be secured
from an admitted surety company authorized to conduct surety insurance in California and satisfactory
to County Offices of County Counsel and Risk Management and in accordance with the General
Conditions.
If any surety upon any bond furnished in connection with this Contract becomes unacceptable to
County, or if any such surety fails to furnish reports as to its financial condition from time to time as
requested by County, Contractor shall promptly furnish such additional security as may be required by
County from time to time to protect the interests of the County and of persons supplying labor or
materials in the prosecution of the work contemplated by this Contract.
County shall return bonds to Contractor after successful completion of all Contractor’s obligations and
services required under the Contract.
29. Gratuities
The Contractor warrants that no gratuities, in the form of entertainment, gifts or otherwise, were offered
or given by the Contractor or any agent or representative of the Contractor to any officer or employee
of the County with a view toward securing the Contract or securing favorable treatment with respect to
any determinations concerning the performance of the Contract. For breach or violation of this
warranty, the County shall have the right to terminate the Contract, either in whole or in part, and any
loss or damage sustained by the County in procuring on the open market any goods or services which
the Contractor agreed to supply shall be borne and paid for by the Contractor. The rights and remedies
of the County provided in the clause shall not be exclusive and are in addition to any other rights and
remedies provided by law or under the Contract.
30. Headings
The various headings and numbers herein, the grouping of provisions of this Contract into separate
clauses and paragraphs, and the organization hereof are for the purpose of convenience only and shall
not limit or otherwise affect the meaning hereof.
31. Inventions
If any discovery or invention arises or is developed in the course of, or as a result of work performed
under this Contract, the Contractor shall refer the discovery or invention to the County.
32. News/Information Release
The Contractor agrees that it will not issue any news releases in connection with either the award of
this Contract or any subsequent amendment of or effort under this Contract without first obtaining
review and written approval of said news releases from the County through the County’s Contract
coordinator.
33. Nondiscrimination – Statement of Compliance
The Contractor’s signature affixed hereon and dated shall constitute a certification under penalty of
perjury under the laws of the state of California that the Contractor has, unless exempted, complied
with the nondiscrimination program requirements of Government Code Section 12900 (a-f) and Title
2, California Code of Regulations, Sections 11102 and 11103.
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34. Notices
Any and all notices, requests demands and other communications contemplated, called for, permitted,
or required to be given hereunder shall be in writing with a copy provided to the assigned Deputy
Purchasing Agent (DPA), except through the course of the parties’ project/contract coordinators’
routine exchange of information and cooperation during the terms of the work and services. Any
written communications shall be deemed to have been duly given upon actual in-person delivery, if
delivery is by direct hand, or upon delivery on the actual day of receipt or no greater than four (4)
calendar days after being mailed by US certified or registered mail, return receipt requested, postage
prepaid, whichever occurs first. The date of mailing shall count as the first day. All communications
shall be addressed to the appropriate party at the address stated herein or such other address as the
parties hereto may designate by written notice from time to time in the manner aforesaid.
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44. Waivers - Contract
The failure of the County in any one or more instances to insist upon strict performance of any of the
terms of this Contract or to exercise any option contained herein shall not be construed as a waiver or
relinquishment to any extent of the right to assert or rely upon any such terms or option on any future
occasion.
Attachment A
Attachment A
Signature Page In Witness Whereof, Parties hereto have executed this Contract on the dates shown below their respective signatures below.
~ me Title
Signature Name Title Date
*If Contractor is a corporation, signatures of two specific corporate officers are required asfurtl,er set forth: Tire first signature must be one of tire following: a) Chairman of tl,e Board; b) President; or c) any Vice President. Tl,e second signature must be one of tl,e following: a) Secretary; b) Chief Financial Officer; c) any Assistant Secretary; or d) any Assistant Treasurer. In t/,e alternative, a single corporate signature is acceptable when accompanied by a corporate resolution demonstrating the legal authority of tl,e signature to bind t/1e company.
County Authorized Signature
Deputy Purchasing Agent Signature Name Title Date
Approved by the Board of Supervisors on: _____________ _
John Wayne Airport Passenger Loading Bridge and Baggage Handling System Maintenance
PART 4: APPROACH AND METHODOLOGY ELS understands that the reliability of the BHS and PBB depends on a safe and efficient maintenance program and has established an industry-leading process to ensure we have controls in place to provide data driven trend analysis facilitating early detection of standards deviations from the established metrics. This proven and highly successful strategy, active at all ELS operations, combines the elements of planned, preventive and predictive techniques with emergency maintenance support designed to maximize the life and availability of the equipment and continually exceed the requirements for BHS, PBB and related system performance required by the contract and the expectations of all SNA stakeholders.
STAFFING The depth of our internal resources will provide the support and experience necessary to ensure proper operation of the equipment. Additionally, we will provide all labor, materials, tools, parts, supplies, lubricants, equipment, transportation and supervision associated with operating, maintaining, repairing, and managing the designated systems within the required coverage hours. Further clarification and detail on staffing is provided in section 7.
THE ELS APPROACH TO MAINTENANCE: Our program measures recognize that equipment location, environment and workload will significantly influence the amount of wear and tear it experiences, and if treated solely using PM schedules, would not be sufficient to maximize its reliability. Our solution for SNA is based on a methodical approach that will build a unique data profile against actual system history and then continuously adjust the maintenance plan to match real time results provided by the analytics. Within this proactive environment, problems never reach a systemic level and negative performance is corrected before it can significantly affect the operation.
Our maintenance methodology, the ELS Way, represents a comprehensive solution for the operation and maintenance of specialized airport equipment. In doing this we add value and quality through
improved service and lower cost, an approach that is fundamentally different from many companies in the industry that simply offer a lower price, at the consequence of quality. There is a difference between the quoted price and the total cost over time, and we support our customers with an innovative approach that protects the best interests of our partners. Your priorities represent our priorities and we will treat your equipment with the highest attention, as if it were our own. SNA will become part of the ELS network and will consequently benefit by sharing data and lessons
learned so that we can continue to build a program that evolves not only through its own data, but also ensures we deliver on our continuous improvement agenda. As a result, SNA will not become an isolated operation, but will instead be part of an organization of more than 30 O&M stations and over 1000 employees.
Communication is a critical element and we will establish regular meetings to inform and update status and trends that over time allow our customers to not only plan ahead, but distance themselves from ever feeling the need to micro-manage our contracts. Each individual airport program integrates our company’s best practices with those of our customers and delivers on our commitment to provide maximum operating performance and the following distinct values:
• Safe programs (OSHA compliance, industry best goals and achievements and the incorporationof lessons learned)
• Delivering the lowest total operating cost, not “promise” the lowest quoted price• Proven capability and experience with high technology BHS• Efficiencies that enhance energy conservation, reduce parts usage and lower spares inventory• Guaranteed PM compliance with optimal scheduling and knowledgeable use of the CMMS• Maintain in-line screening systems to perform at peak system availability, read and sort accuracy• Balanced Planned Maintenance; using OEM and real-world experience• Volume purchasing for best selection and pricing of equipment spare parts• Maximizing Equipment Life and reliability with strict adherence to proactive/predictive
maintenance• Full disclosure, open communication, no over-commitment• Superior quality standards through ISO 9001-2015 certification at each airport (airport level
certification)• Maintenance evolution through continuous improvement• Committed to employing and retaining a highly skilled and stable workforce; no variation in service• Training, ELS University (LMS), educational assistance programs for employee development• Highest customer satisfaction levels in the industry, verified by an independent third party
By actively listening to our customers and seeking feedback, we develop maintenance programs that match the specific needs of the location.
It is this very process that enables our operations to exceed the performance metrics of the previous maintenance provider at every contract we have won by improving service levels and reducing the total operating cost.
Proactive Maintenance techniques mean that we do not wait for a piece of equipment to fail, but instead perform corrective repairs following the detailed inspection during scheduled maintenance to ensure the equipment continues to operate at its optimum capacity. This is in direct opposition to many companies with less capability who rely on reactive maintenance to catch the problem, at which time it has not only impacted availability, but also caused exponential cost due to the resultant service failure and customer inconvenience.
In fact, we go further by measuring the health of the O&M program by using the ratio between PMs and RMs to constantly enhance our PM process to address reliability issues.
Preventive Maintenance is performed on run time or calendar time and detects, prevents, or alleviates the degradation of equipment or systems to sustain or extend the useful life by slowing the rate of degradation. Our strong preventive maintenance compliance maximizes the life of the equipment when compared to a less attentive program. Preventive maintenance (lubrication, adjustments, etc.) will result in the equipment performing more efficiently leading to lower wear and tear and energy savings over time. However, optimal operational success will only be achieved when combined with our proactive and predictive maintenance techniques.
Scheduled or planned maintenance (PM) is primarily performed by the third (night) shift to minimize disruption of airline operations and reduce public visibility (e.g., PBBs and ancillary equipment, claim units and ticket counter conveyor). PMs may also be scheduled on 1st and 2nd shift when it does not affect airline demands. Corrective repair activity is performed by all shifts on a priority basis and is also scheduled to minimize airport and airline disruption by utilizing the scheduling capabilities within the CMMS. Our team will provide comprehensive PM schedules for all equipment following review of the applicable maintenance manuals.
In addition, ELS will introduce enhanced PM work scopes for equipment identified as having an increased workload and/or where data supports reliability concerns. It is also our approach to prepare the equipment for peak season demands by recommending the rescheduling of PMs in advance of high volume utilization periods to maximize the reliability of the system.
ELS will use our extensive Preventative Maintenance (PM) programs at SNA which comply with the Original Equipment Manufacturers (OEM) recommendations and practices. ELS will continue to improve its program by introducing new technology and practices into the maintenance service field. Our detailed PM program currently in place ensures your equipment; systems and subsystems are maintained at the highest levels possible and are available for uninterrupted 24/7 service.
ELS is committed to managing this PM program to ensure minimal unscheduled repairs and extend the life of the equipment. The result of an excellent, well planned Preventative Maintenance program is the cornerstone of the ELS Maintenance Plan.
ELS’ Preventive Maintenance program consists of the following:
• The CMMS (Maintenance Connection) will be utilized to automatically generate work orders forscheduled inspections and preventive maintenance (inspection, lubrication, adjustments) daily
• Walk-Through/Inspections on all shifts using the “4 Senses” approach• Non-routine maintenance repairs (correcting items before they fail)• Achieving 100% PM compliance with the current PM schedule in place.
The following table describes the typical maintenance frequencies of various BHS components from the RFP (the frequencies are subject to change after review of the applicable O&M manuals). Trained and qualified ELS Technicians will perform system maintenance. We will also meet, or exceed, manufacturers’ recommended maintenance requirements.
Preventative Maintenance Advantages Cost effective in many capital-intensive processes Flexibility allows adjustment of Mtc Schedule Increase component life cycle Energy savings Reduced equipment or process failure Estimated 20% cost savings over reactive mtc.
Disadvantages Equipment failures still likely to occur
Proactive Maintenance means that we do not wait for a piece of equipment to fail but perform corrective repairs of components within a current failure mode that are detected following the detailed inspection during scheduled maintenance. This is contrary to many maintenance companies who rely on reactive maintenance (RM) to catch the problem after failure has occurred, which of course, affects its availability and causes exponential cost due to a service failure and customer inconvenience. By constantly evaluating the health of the O&M program and using the ratio between PMs and RMs to identify opportunities, ELS can enhance our scheduled inspections and maintenance to address specific reliability issues. ELS programs have consistently been able to achieve a RM percentage ratio of less than 5%, which is a significant improvement compared to the industry average of +25%.
Predictive Maintenance applies the knowledgeable use of system measurements, inspections and statistical data to assist in forecasting potential part failures. Predictive maintenance differs from preventive maintenance by establishing maintenance needs on the actual condition of the component rather than on a preset schedule. A well-orchestrated predictive maintenance program will greatly reduce the potential of catastrophic equipment failures.
ELS will utilize various technology tools such as thermal imaging (infrared thermography), vibration monitoring, current/amp draw and lubricant condition monitoring in support of our Predictive Maintenance Program, which is designed to detect problems before they cause a failure. Some, such as thermal imaging, are more likely to detect incipient problems on the spot, while others such as vibration monitoring and current/amp draws, are key to detect degraded performance over time.
Corrective Maintenance: All BHS, and PBB components found to be failing or defective (Observed during Daily Walk Through, Scheduled PM Service or items that fail during operations.) are replaced/repaired.
BHS Maintenance repairs are prioritized based upon the severity of the problem. (Noted on work order) 5 - Immediate Repair (System down) 4 - Immediate Repair (Section down, System usable) 3 - Down Time Repair (Section down, System usable; Repair made during down time) 2 - 3rd shift Repair (Repair made when system is shut down for the night) 1 - Observe and document for possible future failure.
Predictive Maintenance Advantages Increased component operational life/availability Allows for preemptive corrective actions Decrease in equipment downtime Decrease in costs for parts and labor Better product quality Energy savings Estimated 12% cost savings over Preventive Mtc.
Disadvantages Increased investment in diagnostic equipment Increased investment in staff training
PBB Maintenance repairs are prioritized based upon the severity of the problem. (Noted on work order) 5 - Immediate Repair (PBB - Plane on the gate, PBB won't move) 4 - Immediate Repair (PBB usable, ancillary equipment down, e.g., PCA, GPU) 3 - Down Time Repair (PBB and ancillaries usable, minor repairs scheduled during an open window
between flights, e.g., replace PCA hose, light bulbs, etc.) 2 - 3rd shift Repair (PBB and ancillaries usable, repairs scheduled during overnight, e.g., tire
replacement). 1 - Observe and document for possible future failure. (PBB - Minor wear, observe for further wear,
possible repair)
Work orders are created in the CMMS for all maintenance observations, adjustments, repairs or replacement of parts. Included with each work order are the proper tasks required to ensure equipment longevity. The CMMS will create a history of all work performed on each asset. This allows ELS to analyze past problems and steps necessary to correct/modify future problems.
Reactive Maintenance, or the “run it till it breaks” maintenance mode, may be misinterpreted as cost effective in the short term, but it often leads to a greatly reduced equipment lifespan and higher long-term costs. ELS works to ensure that every effort is taken to maintain the equipment as the manufacturer/installer originally intended to ensure we maximize the equipment’s useful life.
ELS holds to a specific, yet simple philosophy for its maintenance program:
“We treat your equipment as if it is our own”
To each of our 1000+ technicians this statement means being proactive and focusing the right amount of time and effort on the routine and preventive maintenance activities that build a true partnership built
on accountability and a verification process that establishes the trust in our capabilities to take care of your high investment, mission-critical assets. In this way ELS creates a program geared towards each customer’s needs while targeting to spend 90% of our time in preventive and predictive maintenance efforts and limit the time in repair and break-fix tasks to 10% or less.
PERFORMANCE GUARANTEES: ELS maintenance plans are designed to achieve complete contractual compliance, inclusive of all KPIs that would include but are not limited to; on time PM schedule completion, comprehensive scope of work detail, maximum equipment availability, exceeding previous incumbent performance and the highest level of customer service.
PROGRAMABLE LOGIC CONTROLS: Today’s quest for ever increased security, accurate sortation, environmentally sensitive operations, cost control and system efficiency has placed greater emphasis on the computer software controls that manage precise allocation of resources, capacity and operational demands, and ELS has the experience and expertise to cover all software maintenance needs. On-going PLC maintenance is essential to fine tune In-Line BHS operations, install software upgrade/patches, and efficiently manage conveyor run times during varying demand periods to reduce its overall power usage. ELS works closely with the Airport, TSA and airline stake holders and only makes suggested adjustments with full approval of our customers and responsible agencies following the Airport’s approved Change Management Process.
All suggested changes are beta tested in a controlled environment to ensure that sought-after improvements are realized and there are no conflicts to the integrity of the sortation or security of the system. Any change or unusual circumstance, whether it is brought on by the needs of increased security, high passenger volumes or extremes in weather, has the potential to impact a system’s controls. If the software is not maintained, the result can be expensive delays and callouts of the original manufacturer. Airports now appreciate the benefits of having BHS computer expertise on-site, yet it can be cost prohibitive for
airport managers to have that resource in-house. Trained ELS technicians test the I/O of the system resulting in more accurate reporting and can perform code enhancements to improve efficiency. Whether it is a power surge that knocks the system off-line or the planned movement of ticket counter conveyor for use by another airline, having an ELS technician who is trained in PLC operation and maintenance will save time and money. Work performed by our software technicians includes:
SCADA (HMI) BHS Historian (back-up) Sort Allocation Controller and affiliated
Modules Code modification enabling
enhancements Interfaces with DCS, BRS, EDS, TSA
HBS, BSM
Diagnostic test for efficient repair Power saving - time-out when not in use New code updates and maintenance Testing of back-up power supplies Maintain computer log, including back-up
ON-SITE WARRANTY SUPPORT: ELS has designed this program to maximize system uptime by investigating, repairing, documenting and administering in a seamless and controlled manner to protect warranty entitlement without compromising equipment availability. ELS routinely processes and administers OEM Warranties for both new systems and new installed parts on behalf of our customers through a disciplined use of the CMMS. This process is used to track each individual warranty application from submission to approval.
During program implementation, the Go Team (See Mobilization Plan) will review all applicable equipment warranty terms and conditions to establish specific policy and procedures that enable a consistent application of the required steps to allow quick repair of the systems without jeopardizing the warranty value. It is the responsibility of the ELS on-site service team to work closely with SNA, the manufacturer and its suppliers. We will establish necessary protocols and trust between parties that will enable easier warranty processing for expedited approval. ELS warrants that all performed services will, at the time of acceptance, be free from defects in Workmanship and conform to the requirements of the contract. Any applicable ELS warranty shall be corrected and at no cost to the customer. The following chart demonstrates the communication and procedural channels to ensure that new part warranties are processed efficiently and without compromise to value or system availability:
MANUALS, DRAWING AND OTHER DOCUMENTATION: During the transition period the ELS Go-Team will contact each of the OEM system installers and obtain a current list of all O&M manuals and “as built” drawing, revisions and service bulletins for all equipment and systems covered by this RFP. Those lists will be compared to the current manual and drawings library being transferred to ELS. Any missing manuals and/or drawing will immediately be requested from the applicable entity.
Event tracking- Labor- Part(s)
Event Notification & Diagnosis (resolution done in advance of final
Under ELS’ ISO 9001-2015 processes, all manuals and drawings will be added to a master document control list with the document name and revision date or number.
CONTROL ROOMS: The Control Rooms function as “central command” for operations and maintenance requirements and are staffed with BHS Control Room Operators who are selected for, and trained in, control room operations. The Control Room Operators monitor the Maintenance Diagnostic Systems for alarms and give immediate details and directions to the technicians for an efficient response to any matters affecting equipment availability. Depending upon the classification this may require dispatch of the appropriate technicians or jam runners via radio to resolve incidents such as jams, missing bag jams, security door faults, diverter positioning faults, etc. They will also perform system configuration management for optimal capacity balancing, monitor airline make-up units as necessary, and oversee start-up against the procedural check list to validate that system operational performance is smooth and alert free. The Control Room Operators are also responsible for management of the BHS user interface controls to mitigate the effect of any malfunctioning equipment and whenever possible institute approved procedures to direct efforts in the routing of baggage to operational conveyors to minimize the effect of a partial system outage. This process requires coordination with the TSA whenever EDS machines or security spur lines are affected. As part of their monitoring responsibilities, the control room staff will use the reporting capability of the BHS user interface to monitor component “health”. Any outstanding discrepancies are handed off in the end of day report so that corrective action is performed during subsequent maintenance shift.
The Control Rooms will also function as the “Customer Service Desk” to provide phone service and dispatch duties and receive trouble calls from airline and ground handler employees. The Control Room Operators will dispatch the appropriate technicians (electro/mechanical, PCA) via radio or smart phone to resolve incidents such as a bridge on a limit switch or the PCA not cooling sufficiently, etc.
RESOURCE DEPLOYMENT: ELS has experience in airports similar to SNA. Based on this experience, we believe the proper deployment of our technicians, jam runners and manual encoders is key to quick response times and exceeding the performance standards in the RFP. ELS currently has an average response time at our top 10 contract sites of 1:55 and will not exceed the specified response time limits within the RFP.
Additionally, all employees need to be provided the proper communications tools, (radios, smart phones/cellular tablets) to enable them to be dispatched to and report on problems efficiently. By using a well-designed and properly deployed mobile CMMS, technicians can perform their work more efficiently. In addition to the obvious benefit of not having to return to an office to receive or turn in paper work orders, mobile CMMS provide the opportunity for the technician to view a component’s maintenance history while troubleshooting (totally different troubleshooting if a fuse blown once in the past year versus four times in the last 10 days). Likewise, mobile CMMS provides the
ability to view manuals and schematics at the scene, and the ability to verify parts inventory and location without going to the store room. It is also vitally important to provide the appropriate vehicles and equipment to enable technicians to respond expeditiously to problems, particularly with PBBs.
REPORTING: The HMI and CMMS generated reports are used in the development of System Key Performance Indicators “KPIs”. Most BHS HMIs are also capable of automatically generating and transmitting the BHS operational reports via email. Reporting system performance is an essential communication link between daily O&M activities and your need to stay informed. The CMMS and HMI user interface will be used to monitor operational efficiency and prepare appropriate reporting. In addition to PM compliance, we use a running log system to record operational events that require attention from an ELS technician but fall outside of the routine maintenance schedules. The nature of the event, time it began, time it ended, and cause are recorded details. We pay particular attention to the root cause to ensure that appropriate corrective action is taken as it may be a case of a baggage induction error rather than mechanical failure and consequently may require revisiting user training rather than fixing a specific system problem. Reports will be sent daily, weekly, monthly, semi-annual or annual depending on your specific needs. The following examples are typically created within the reports function of the HMI, and can be emailed in various MS Office formats directly to those dependent upon the information:
1. Tag Report2. EDS ID Report3. Standby Baggage Report4. Sort Correlation Table5. Equipment Malfunction Summary6. Equipment Malfunction & Correction Report7. Automatic Tag Reader Report8. Sort Area Assignment Report9. Day End Report, including process rates, stats on
12. Flight Summary Report13. EDS Report14. Computer and PLC Status Report15. MEC Report16. Load Balancing Report17. Bag Tag Not Found Report18. Baggage Sort Message (BSM) Report19. Purge Line Report20. EDS Statistics21. Baggage Dimensioner Statistics22. OSR Statistics23. CBRA Area Statistics24. Time In System Statistics
EMERGENCY REPAIRS AND RESPONSE: Time is of the essence and we understand that our support is an essential part of an airport’s movements and we continually seek to eliminate airside operation disruptions by minimizing equipment down time. No mechanical system is perfect, and the reality is that failures will occur from time to time. ELS contingency plans are designed through a detailed assessment of the system design and the airport’s specific operations to minimize potential impact to all users and whenever possible to keep recovery operations virtually invisible to airport visitors. When designing each specific airport contingency plan, we look at ways to facilitate likely outage scenarios. This is often best achieved by; efficient communication from the control room, mobilized technicians and system operators, having spare parts and preassembled subassemblies staged at strategic locations, incorporating quick electrical disconnects (if not already installed) in confined locations, and employing trained and knowledgeable technicians who know how to quickly identify the problem and repair.
All customer groups will be given a detailed ELS contact listing and clear chain of command for our exclusively dedicated maintenance team. In off-hours, or if a major problem occurs, one or more individuals may be called, or a group addressed text message may be transmitted to all members of the leadership team using ELS’ email system. All recipients would be required to respond verifying receipt with an estimated time of arrival. The supervisors are responsible to contact the employees on their team by means of a “phone tree”. All employees of ELS have email accounts with both internal and external (Internet) access, and personal computers with email access. Email is used primarily for non-urgent communication between the airport personnel and ELS.
Equipment failures due to breakdowns receive the highest priority due to their potential operational impact. ELS does not simply repair these events and move on; these failures represent an opportunity for improvement such as; user procedures, revised preventative maintenance methods, component redesign, etc. As such they are investigated thoroughly to determine the root cause(s) of the failure and to enable appropriate corrective action to be implemented. ELS will evaluate the system and position baggage attendants at pinch points and system problem areas. This approach allows for quick deployment of staff to respond to all BHS related issues rapidly. All system faults are coordinated through the Control Rooms/Supervisors and communicated by radio or cell phone to operations and maintenance personnel. Regardless of whether the response is reacting to a broken conveyor belt, PLC issue or system jam, ELS will rise to the challenge to avoid airport disruption.
CONTINGENCY PLANNING APPROACH: Upon contract award, ELS will become familiar with the current contingency plans and benchmark them against contingency plans from our other operations. This involves an in-depth analysis of the risk points, available resources and means of mitigation and recovery. The goal of the Contingency Plan is to minimize the disruption to airline operations caused by system failure while ensuring that all baggage is processed safely and securely as quickly as possible to prevent missed luggage and flight delays. Integral to these plans may be the use of ELS’ PLC software specialists or the OEM to provide remote technical support should there be a problem that requires specialist/proprietary knowledge to resolve. Our plans look to utilize redundancy within the system design to minimize system disruption by diverting bags to alternate lines and sharing of screening matrices should a partial failure occur.
Typically, for failures of greater than 10 minutes, ELS will organize teams and manually remove any bag within the system, with the emphasis on zero visibility to the flying public and any potential storage of bags within-public spaces. All or certain outbound lines (beyond check-in) may be shut down to stop additional bags from being inducted into the system. ELS works closely with the TSA, airline personnel and the Airport representatives to keep everyone updated as to the estimated time for repair. The Control Room takes a central role for all communications, which is essential for any event where the repair time exceeds 30 minutes and airline operations may be affected. At that all stakeholders will be called upon to assist, for example, airline support (Skycaps) may be needed to transport bags to the TSA and depending on the nature of the issue, the TSA may need to employ alternate screening methods. Airline ramp personnel along with any available ELS staff may be used to transport bags to the
appropriate make up unit. For an extended failure of the system, off duty ELS personal will be contacted to report to work to support the operation. We will work with the appropriate stakeholders to integrate and refine ELS’ role to support specific plans that will also include events such; power failures, fire, bomb threats, etc.
Below is an example of a contingency procedure for a security/fire door failure from an existing ELS site. The site has a listing of all assets/systems with corresponding contingency numbers to be implemented in the event of faults.
CMMS: ELS comes equipped with extensive experience with all popular CMMS utilized within the airport O&M industry such as Maintenance Connection, IBM Maximo, DatcoMedia EBis and Infor EAM & MP2,
and we are expert in their application. We will utilize that knowledge to extend your assets’ lifecycle, track maintenance costs, prevent and predict equipment failures, improve labor productivity, reduce costly equipment downtime, minimize
investments in inventory, and lower the total cost of maintenance.
While ELS is fully capable of implementing and supporting whichever CMMS is currently being utilized by SNA, we are also unique among the proposers in that we are also expert in the use of Maintenance Connection as it is our internal CMMS at ELS. We are prepared to provide full support for your current installation of Maintenance Connection and can implement enhancements such as Maintenance Connection Express mobile CMMS. We also have a full library of Maintenance Connection reports for inventory, labor, maintenance, failures, etc. that can be applied to your current installation of Maintenance Connection.
SUSTAINABILITY: ELS fully embraces and complies with the Environmental Sustainability Program as developed in 2011 by its parent company, Daifuku Co. Ltd entitled:
The Program’s mission is captured in the Vision message below:
Daifuku and ELS have set measurements for achievement of the vision:
ELS has backed its commitment with action, following a 6R approach and exampled by:
REUSE Repurpose used belting for non-slip surfaces in conveyor catwalk
RECYCLE Utilize recycled paper goods where available (proposals, business cards, etc.) Site-Specific programs that target the reprocessing of lights, tires, oil, oil filters, hydraulic fluids, 400 Hz cables, water filters
REDUCE Install motion-detectors on restroom, supply room lighting
Encourage and assist customers in installing energy-efficient lighting
“Think before hitting print”; targeting a 50% reduction in hard copy documentation
REPAIR Actively identify opportunities to rebuild equipment components rather than replace with new components, eliminating additional waste in landfills
REFUSE Eliminating the use of non-biodegradable cleansers and insisting uniform vendors and other suppliers to do similar
RETHINK Utilizing smaller, more efficient vehicles where-ever possible; including alternative fuels
SPARE PARTS: We have established a best practices approach to inventory management that has been developed over many years of operational experience. It is designed to have the optimum numbers of spares to consistently meet the evolution of the equipment from new to stable and mature stages. We have demonstrated significant saving in our programs utilizing these techniques. It is essential that spares inventories be constantly evaluated against demand and that spares are matched to the predicted consumption life cycle of the system. CMMS will produce inventory management reports and trigger purchase orders for parts purchasing at the pre-established stocking levels that are developed for the system. Another consideration is ensuring that sufficient inventory is maintained for those critical items that have a long lead time. This approach makes sure that the inventory needed to support the equipment is on hand and is replenished against actual system demand. All spare part requirements needed to keep the equipment operational will be set up with a minimum / maximum quantity levels based upon the recommended parts list and system usage.
Parts are reordered when minimum levels are reached. All specialty items (items not available locally or have a long lead time) are ordered when used. ELS will check inventory needs to identify parts availability and will validate purchase history to determine if we can source at better pricing. Before parts are ordered ELS typically requests three individual quotes from vendors. With an annual multi-million-dollar budget for the purchase of parts across our service network, that is combined with the purchasing power of our sister companies within the Daifuku family, ELS is typically able to buy at better discounts than those available to most airports and we pass these savings directly onto our customers.
As mentioned above, at program startup, we review the OEM recommended spare parts lists and compare against our experience and usage history to determine if there should be changes to either the mix and or quantity of parts needed and kept on hand. This usually results in not only a reduction but a better inventory of useable parts that greatly reduces spare part costs. Once the inventory list has been validated and approved, it is entered onto the system. All parts will be labeled and categorized by Row-Bin-Shelf. The system will identify quantity and location for quicker access to parts. We manage optimal stocking levels, procure, handle and issue parts so they will be available during a repair task or when needed. We approach inventory with an emphasis on accountability and cost, and track from purchase to installation to ensure:
a) All parts are securely stored.b) Removed parts are recorded and usage is verified weekly against
respective work orders.c) All parts removed are assigned to a work order created by the CMMS.d) Weekly “ABC” cycle countse) Full physical inventory checks are completed a minimum of twice annually.f) Evaluate usage against inventory levels ensuring correct quantity of parts
are on handg) Lower cost by maintaining optimum quantities, volume pricing and
h) Identify each component by location, vendor, PN, manufacturer, cost, description, etc.i) Identify if parts are in stock, and if predetermined minimum inventory thresholds are reachedj) Parts are tracked from the time they are ordered through their entire life cycle.k) Utilize expansive supplier network and sister BHS and PBB companies to expedite parts for
emergency requirements.
QUALITY CONTROL PLAN
Elite Line Services, Inc. confirms that it is responsible for the day-to-day inspection and monitoring of all work performed in support of SNA BHS and PBB O&M in order to ensure compliance with all requirements of the proposed RFP.
QUALITY MANAGEMENT PROGRAM: Our Quality Management Program “QMP” is designed to document the Company’s best business practices, better satisfy the requirements and expectations of our customers, and improve the overall management of the company. The QMP meets the requirements of the international standard ISO 9001-2015, and unlike many companies who may claim their quality programs are based upon ISO standards, with ELS you get the real thing; the assurance of a Quality Management Program certified by an external agency under the ISO 9001-2015 standard. This system addresses operation and maintenance of airport equipment, facilities and mobile ground equipment provided to the aviation, airline, and airport industry.
QUALITY POLICY Together, we are dedicated through continual improvement in providing products or services of
the highest quality and value that consistently meet or exceed our customer’s expectations.
ELS has long embraced a Quality Assurance & Continuous Improvement Program to: • Provide consistent top-quality service.• Document the company’s best business practices.• Ensure employees are properly trained and qualified to perform all assigned tasks.• Better satisfy customer requirements and expectations.• Continually improve our processes through the Plan, Do, Check, Act approach.• Improve the overall management of the company.
The ELS ISO registration covers the operation and maintenance of airport equipment, facilities, and mobile ground equipment provided to the aviation, airline, and airport industry. ELS was the first and is the only BHS service provider to hold this standard and register individual airport operations under this registration. Key benefits to our customer include the following:
1. ISO-9001 forces an organization to focus on "how they do business". Each procedure and workinstruction must be documented and thus, becomes the springboard for Continuous Improvement.
2. Documented processes are the basis for consistency which is fundamental in helping to eliminatevariation within the process. As variation is eliminated, efficiency improves. As efficiency improves,the cost of quality is reduced.
3. With the development of solid Predictive, Preventive and Corrective measures, resolution andthe advancement of solutions to identified problems are developed.
4. Employee morale improves as staff assume ownership and influence in their duties andrefinement of their procedures and processes to eliminate waste and non-value-added activities.
5. Customer satisfaction, and customer loyalty, grow as a company transforms from a reactiveorganization to a proactive, predictive, preventive one and becomes a company where peoplewant to do business.
6. Reduced problems because of increased employee participation, involvement, awareness andongoing employee development.
7. Consistent services result from Continuous Improvement processes.8. Fosters the understanding that quality, in and of itself, is not limited to a quality department but is
everyone's responsibility.9. Improved performance levels result as productivity improves and rework costs are reduced.10. Improved communications both internally and externally which improves quality, efficiency, on
time delivery and customer/supplier relations.
We take the responsibility and the confidence placed in us by our customers very seriously and we work hard to build long-term business relationships. We believe that it is mutually beneficial to establish measures that provide clear indicators to ensure continuous improvement in contractual performance and customer service.
ELS Quality Control policies and procedures extend much further than a review after work is completed; it requires performing all activities in conformance with ELS and Customer requirements and expectations. Our successful quality program is an ongoing deliberate process, planned and carried out by our employees and validated by both site leadership and corporate audits. In addition, ELS requires all sub-contractor(s) to participate in the program.
ELS will work alongside SNA to review or audit all products and services to ensure that the Quality Control efforts are confirming that all work is being performed in accordance with all requirements. In addition, site leadership performs an established number of random audits of work orders for completion, accuracy and quality of the work performed. The outcome of these efforts is for services to be dependable, while identifying continuous improvement opportunities that constantly evolve to make informed decision against the changing demands and expectations of the dynamic airport environment.
THE ELS QUALITY CONTROL PLAN IS BASED ON THE FOLLOWING GUIDING PRINCIPLES: • Training for personnel and ensuring that all employees remain up to date on the knowledge and
skills needed for their position. This methodology is a critical aspect of our succession plan toenable our Technicians to only advance with tested proof of job knowledge within both writtenand practical examinations.
• Planning, coordination, and supervision; clear understanding and accountability of jobresponsibilities.
• Proactively preventing problems or errors rather than reacting to them.
• Developing and training to create experienced individuals performing all work functions.
• By checking, reviewing, and monitoring of work activities by experienced, qualified individualswho are not directly responsible for performing the work.
ELS will audit approximately 20% of work orders, by sampling of Planned Maintenance andRepair (Corrective/ Reactive Maintenance) work orders.
Site Manager creates a monthly summary of the daily work order audits and any Correctiveand Preventive Actions Reports (CPAR).
CONTINUOUS IMPROVEMENT: Our continuous improvement methodology is incorporated into all our operations and business support processes. As a data driven organization, reliance on timely, accurate and relevant information based on measurement is central to guide our CI efforts. Leveraging our various information systems to generate real-time reports to develop and monitor both our internal and external Key Performance Indicators (KPIs) propels our continuous improvement culture forward.
Our customers can assess our performance in such areas as PM compliance, equipment reliability, inventory management, response time, equipment availability and operational cost. As a company of experienced technicians and management professionals, we pursue all opportunities to improve our value-added services.
Our commitment to learning and growing as an organization is demonstrated by instituting improvements in training and development of our most important assets, our employees. Providing innovations and value-added services requires motivated and engaged employees who have developed a sense of pride and personal satisfaction by knowing that they are an integral part of a global enterprise
In line with the Daifuku Corporate Brand, “Always and Edge Ahead”, ELS has invested in a full-time Continuous Improvement Manager. This resource is taking the lead on the company’s efforts to grow our improvement culture and evaluating opportunities to implement and share best practices. This role will insure that our O&M delivery remains adaptive and flexible in line with the ever-
changing business climate. This initiative not only improves productivity and value at an operational level, but also provides synergy within our quality, safety and other foundational business process areas.
Activities are currently underway working with process owners to define and deploy new metrics and baselines to identify new improvement opportunities:
• Visual management programs such as our 5S and SQDP boards will be utilized in all SNA officeand shop areas.
• Other visual controls will be located at the Point-of-use where important information is readilyavailable in the work area.
• A Six Sigma DMAIC (Define, Measure, Analyze, Improve and Control) drives the selection ofprojects and provides structure for effective project management. The “C”Control phase assures standardization and sustainment of targetedimprovements.
• Additionally, Lean methods will provide the awareness and tools toeliminate waste in all work processes and functional areas by focusing onthe flow of both information and material.
• Continually redefining “Value Added” vs. “Non-Value Added” utilizing a VOC (Voice of theCustomer) approach will assist in aligning our service delivery models with each of our customer’s(internal and external) expectations.
• As appropriate, Value Stream Mapping (VSM) and other forms of process mapping will providethe blueprint for improved processes. Work and material flows will be clearly defined andscrutinized for all forms of waste and deficiencies.
• Standardized approaches utilizing Kaizen teams for various process improvement initiatives willprovide the mechanism to improve our problem-solving efforts resulting in effective root-causeanalysis and recurrence prevention.
PERFORMANCE MEASURES, REPORTING AND PROGRAM CONTROLS: With the experience and knowledge that has been accumulated within many complex maintenance programs, ELS truly understands that you “can’t change what you don’t measure.” Detailed reporting of daily, weekly and monthly O&M activities provides essential information and the respective trends that are measured against the contractual
performance requirements. The CMMS and BHS user interface are used to monitor efficiency and prepare appropriate reports:
PM Projection (PMs in the following month) Inventory item list (value, number, min/max, location) PM Completion Percentage (Monthly) PM Reminder (overdue) BHS Most Common Component Failures BHS Availability Adjusted Non-Maintenance
Corrective Work Orders (day, week, month, year) Reactive Work Orders (day, week, month, year)
BHS Availability Inventory Used (day, week, month, year) Daily Airline Baggage Report Daily Sortation Baggage Report Daily Baggage Jam Report Daily Baggage Missing Bag Jam Report
Daily System Downtime Report Fail to push Quality Control Audit Results (daily) Productivity (work orders/employee)
Training Hours (monthly) Employee Turnover
In addition to the automated reporting, we use a running log system to document operational events that require attention and consequently fall outside of routine maintenance reporting. The nature of the event, time it began, time it ended, and cause are recorded details. This is an opportunity to investigate the root cause to ensure that the appropriate corrective action is taken. All reports and documentation requested, and/or required by the contract will be produced in an acceptable format, such as PDF or Excel (tables and charts) and are normally distributed by email.
ELS SAFETY
Every quality program’s success is contingent upon insuring the safest workplace possible. Safety is predicated in every aspect of service and maintenance activities to ensure each operation provides a safe workplace while protecting the traveling public from any potential hazard associated with the equipment in our care. With the institution of guiding policies and procedures, we proactively identify hazards, while striving to instill a zero-injury culture within our work teams where each team member is expected to not only proactively look after themselves but also their colleagues. A strong partnership between management and employees supports this culture through participation in regular safety instruction, monthly site recognition, and individual safety rewards for those observed following safe working practices, empowered hazard and near-miss reporting, hazard specific training, and weekly safety activities at every airport location.
OUR SAFETY CULTURE: The culture of safety is supported through an assignment of safety responsibilities. Every employee has the authority to stop work when an unsafe condition is present and immediately remove the hazard from the workplace. Managers, Supervisors, Safety Representatives and Safety Committee Members make up the local safety team. These roles involving safety responsibilities are routinely reviewed and communicated in writing. In addition, we use near miss and hazard reporting to ensure that we eliminate the element that could lead to an injury and continue to strengthen our safety envelope. The results of these methods enabled 20 ELS airport locations to go entirely injury free during 2017! Our operations positively recognize employees who identify any near miss situations or safety hazards. This allows the site safety committee and leadership to identify corrective actions to eliminate the possibility of recurrence and possibly mitigate a more serious injury.
SAFETY POLICIES: ELS maintains a robust set of safety policies and procedures documented in the ELS Safety and Health Program manual (available upon request). Our program is fully compliant with U.S. OSHA requirements as well as the various state programs where we operate. Our Team is trained on these policies and procedures from the outset, and this training is reinforced through our Behavioral Based Safety Observation Program, the local site safety committee, site and corporate leadership support, and a generous safety rewards and recognition program recognizing leading indicators as well as the resulting performance.
SITE SPECIFIC SAFETY PROGRAMS: ELS tailors a unique safety program for each project designed to protect employees and the public from hazards specific to each individual airport environment. As a customer, you can expect ELS to perform an in-depth hazard analysis where a professional team determines the best possible injury prevention program to fit the needs of each location. In addition to the professional hazard analysis, there are a variety of other programs designed to meet each location’s needs and to prevent injuries from occurring such as Safety Committees, Safety Representatives, Safety Observation, and Rewards & Recognition Programs.
STRETCH-N-FLEX PROGRAM: During the analysis of safety data results from our operations, it was determined that our employees’ greatest area of risk was a consequence of lifting and bending that resulted in musculoskeletal injuries. These injuries typically result in the most time lost from work and can have far reaching consequences to a complete recovery. As a consequence, a stretch and flex program was introduced into the daily pre-shift regimens. Within 12 months of implementation, these injuries were dramatically reduced, and we experienced a drastic reduction in associated lost time.
Stretching has not only been proven to reduce fatigue, increase flexibility, and improve muscle coordination; it also reduces the risks of strain type injuries and encourages a work readiness mindset within a work group by promoting daily health, safety, and team camaraderie. Our “Stretch-N-Flex” program consists of a pool of different stretches that can be made specific to a site, a job type and/or a job function.
Each stretch is held for 5 seconds, followed by a 5 second rest, and the program should take no longer than 5 minutes to complete. With time and consistency, the program should be conducted in conjunction with daily toolbox talks, operational, and table items.
SAFETY COMMUNICATION: Every week a new safety message that targets each airport’s specific hazards and ways to practice injury prevention is delivered to the workforce. These articles are used as conversation starters for toolbox talks, shift briefings and routine safety meetings led by local site managers and safety representatives that have all achieved the OSHA 30 and/or OSHA 10 certification in General Industry.
WORLD CLASS SAFETY TRAINING: Every employee receives training in the hazards present in their respective work environments determined by the hazard analysis. Much of this training ensures that hazards are avoided all together but extends to the use, selection, and maintenance of Personal Protection Equipment (PPE) when these hazards cannot be completely removed. Employees with safety leadership responsibilities are provided additional training that equips them with additional abilities to remove hazards and when necessary to work in hazardous conditions with extensive safety measures applied as standard practice.
SAFETY REPRESENTATIVES: Every ELS airport location is assigned an individual with the experience and training necessary to lead local initiatives and work with the corporate safety manager in producing the safest work environment possible. These safety champions work with local management and our corporate office in performing site safety inspections, incident investigations and lead our behavior-based safety observation programs by serving as a coach and mentor.
ONLINE INCIDENT MANAGEMENT SYSTEM: We believe in resolving hazardous situations as soon as possible and sharing the results and best practices with our entire workforce. This is done by using an online system to report near misses and/or incidents and coordinate a response among our industry experts for the best, and promptest response available. This system also aids in organizing data and providing critical information that indicates trends allowing us to prevent other incidents from occurring.
SAFETY PROGRAM IMPLEMENTATION FRAMEWORK:
Safety Policy and Objectives Safety Policy Management Commitment and Safety Accountabilities Establish Key Safety Personnel (Committee and Shift Champions) Emergency Preparedness and Response Safety Documentation and Records Safety Risk Management (SRM) Hazard Identification and Analysis System and Task Analysis Identify Hazards Continual Risk Assessment and Control Safety Assurance Safety Performance Monitoring and Measurement Safety Behavior Observation Program Employee Reporting and Feedback System Internal Audits by Operational Departments Internal Evaluation External Auditing Analysis of Data Preventive/Corrective Action Management Review Continual Improvement Competencies and Training Safety Promotion Communication and Awareness Personnel Expectations (Competence) Rewards and Recognition Initiatives
PERSONAL PROTECTIVE EQUIPMENT (PPE): ELS will provide suitable equipment to protect employees from hazards in the workplace. Sample list of Personal Protective Equipment (PPE) below:
Head Protection (bump cap) Eye Protection (safety glasses) Hand Protection (gloves) Hearing Protection (ear plugs, muffs) High Visibility Safety Vests Fall Protection (harness & lanyard) Lock Out / Tag Out Locks Electrical (arc flash suit, gloves, hood)
SAFETY PROGRAMS / DOCUMENTS: The following pages are draft work instructions and documents in support of the ELS Safety Program; we have specific document(s) to match the hazards and safety controls of the work environment:
Sample of Safety Policy and Objective: Management Commitment and Safety Accountabilities
Sample of Safety Risk Management: Hazard Identification and Analysis
PROPOSED EMERGENCY PLAN: Part of the responsibilities of our Go Team is to work with SNA along with local Airlines to create a detailed Emergency Action Plan. In SNA, we are aware of the potential winds and rain and the need to quickly retract any PBBs without airplanes docked to them. Part of our annual PBB recurrent training includes towing of PBBs and tie downs for sites with severe wind activity as detailed below. In addition, other weather-related events can create slip and trip hazards for customers and employees so properly working skid pads are needed, solid handrails for passengers, etc. From a threat issue or aircraft emergency, ELS is there to support the PBB operators. We understand that the requirement to dock a PBB to an aircraft when one arrives unexpectedly during non-operational hours. From a mechanical emergency, ELS has resources around the US to call upon for emergency parts and/or technical assistance. Most of our sites are 24/7 and the ELS Way is to help each other whether its trouble shooting of a problem or flying in to assist with a major project. Should a parts shortage situation occur at SNA we can leverage network PBB parts suppliers such as ThyssenKrupp, AmeriBridge, J & B Aviation, Inet, Hobart, Trilectron Industries, and BDI. At ELS we have an enormous amount of experience providing our customers with fast and reliable OEM and aftermarket parts which often are not influenced by OEM contacts. If there is an emergency that affects our local team, we have a badged Go Team ready to “parachute” in, if necessary.
As mentioned above, wind is the most likely cause for any emergency threat to a PBB. Below is a sample ELS procedure for securing a PBB in high wind conditions. ELS will work closely with SNA to come up with procedures specific to your requirements.
SAMPLE: PBB High Wind Parking Procedure
1. If the wind exceeds 60 MPH, the bridge should be rotated so that its length points away from thewind. Try to minimize the amount of side area exposed to the wind. The bridge should be fullyretracted and lowered. Wheel chocks should be used at these times.
2. Facing the bridge away from the wind and using wheel chocks will provide adequate protectionagainst winds up to 90 MPH.
3. If winds exceed 90 MPH the following procedures should be observed.a. Park the bridge so that it is centered over the hurricane tie down lugs located on the apron
(if provided). The bridge must be positioned so that the tie down straps are perpendicularto the centerline of the bridge when the bridge is fully retracted and down.
b. The tie-down ears are close to the cab end of the bridge. These ears are welded to the I-beams supporting the cab bubble.
c. 3 inch straps and hardware should be used.d. All tie-down straps should be snug, not overly tight. Over tightening the straps reduces the
load they can carry and might overload the bridge. Tie-down straps should be adjusted sothat there are at least two wraps around the load binder slotted pin.
CUSTOMER COMMUNICATION AND COORDINATION PLAN
BUSINESS PHILOSOPHY: As a company, ELS has created a culture that empowers its employees and we instill a high degree of passion in what we do for our customers. This professional approach enables
individual contracts to be managed like a small business. Our programs are successful because we make the necessary investment in time and resources during the important implementation of operations, and when hiring individuals to manage and lead the operation. We provide each site team with the necessary resources, clear guidelines, quality policies and procedures to manage the operation with a significant degree of autonomy, so that local decisions are both thoughtful and efficient. Our mandate is to hire and retain highly competent employees, who are provided with personal and technical training, management tools, local and corporate support to get the job done effectively and efficiently. From the outset, each site manager is given a clear and detailed list of responsibilities. These include; a defined set of key performance metrics (which includes customer satisfaction), and the opportunity to draw upon the company's extensive resources within our active airport network and corporate specialists to ensure exceptionally high service levels. By implementing our continuously evolving model of program design that recognizes the best practices developed at our operations we transfer information and experience to reduce the tendency of “recreating the wheel” that can otherwise compromise performance and efficiencies.
It is our strongly held belief that no customer should ever accept a situation where Poor Service + Great Excuses = Good Performance. Our approach to business partnerships is to assume full contract responsibility eliminate risk and stress from challenging situations. Our people are mentored to meet all events both professionally and courteously. This includes analyzing the problem to look for innovative solutions and organize a response that uses root cause methodology to not only solve the problem the 1st time, but also stop it having the opportunity to surface again in the future. This process is supported by regular and candid communication within program reviews, daily meetings and system reports that deliver real time performance information to all stake holders. Equally we are driven to continuously improve each program and we proactively manage demands by developing recommendations that improve equipment performance. This service is fully inclusive within our program deliverables and is achieved by applying specialized trade expertise within structured policy and procedure. We understand that our support is an essential part of successful operational movements and we continually seek to enhance this by maximizing equipment uptime. Regardless of whether the problem is equipment related, extreme weather or peak demand due to special events, ELS has the experience and resources to support your needs.
The ELS Operation and Maintenance manager and maintenance team report directly to SNA’s designated contract managers and supports all who rely on our services. The site manager is the primary point of contact and attends meetings, planning sessions and is in regular contact with all direct and indirect customers including airport staff, airlines and security agencies. This provides the opportunity to understand and discuss service expectations, flight operations, special event planning and to request regular feedback relative to the performance of our services. This role also coordinates shift activities, organizes team meetings, ensures maintenance continuity, mentoring and career development. Successful partnerships are enhanced by open dialogue that encourages cooperative efforts to
improve all aspects that directly influence the performance of the maintenance program. The ELS regional director and corporate management team receive monthly reports from the site manager for review and will advise and direct the site on any corrective actions needed to ensure the delivery of
high-quality services. Although the regional director will not be based at the airport, the role maintains the responsibility for contract performance, program activities and customer service and will schedule regular visits to meet with the airport’s management and ELS maintenance and operations personnel.
Regular communication with SNA will be via face-to-face meetings, telephone, email and any other means desired. ELS proposes providing an email summary of the previous day’s activities to the SNA representative(s). This summary would include a brief recap of any disruptions, including jams lasting more than :05 mins.; start time, duration, location, cause and impact. ELS also proposes to send a monthly projection of preventive maintenance to be completed each month (date, location, type of PM), and a weekly and monthly summary
of all completed work orders, both preventive and corrective. A monthly summary of all parts used is also proposed.
The leadership team, consisting of the Contract (Site) Manager, office administrator and supervisors which are on-call 24/7 and will be equipped with smart phones provided by ELS. These phones, which do have email and text message capability, will be the primary means of communication when these employees are off-site, if in an area without radio signal, or if airport personnel (Airport Authority, airline, TSA, ICE, etc.) wish to contact them directly. If the need should arise to contact off-duty ELS employees, the cellular phones will be the primary means of contact. Depending on the specific event, one or two individuals may be called, or a group addressed text message may be transmitted to all members of the leadership team using ELS’ email system. All recipients would be required to respond verifying receipt with an estimated time of arrival. The supervisors would then be responsible to contact the employees on their individual team by means of a “phone tree”.
ELS will use walkie-talkie radios and a compatible base station as our primary means of on-site communications. We will provide each on-duty employee (site manager, supervisors, technicians, jam runners, manual encoders) with a radio equipped with a remote noise-canceling microphone. Jams, motor overloads and other faults will be called out by our system coordinator in the control room using the base station. All radio fault transmissions will include the location of the fault and type of fault, e.g., “over-length fault, Tango Charlie (TC) 3-02”. All radio communications must be acknowledged by the recipient. After any fault is corrected, the technician will advise the system coordinator in the control room, who will verify that it has been rectified and acknowledge. The military phonetic alphabet will be used to identify BHS or AS locations to minimize the opportunity for misunderstanding, e.g., “Sierra Foxtrot” and “Sierra Sierra” versus “SF” and “SS”.
SECURITY AND MANAGERIAL OVERSIGHT: Although no organization can consider itself completely immune from the unethical behavior associated with individuals who may be employed or subcontracted within a
program, we have established a reputation for doing the right thing by building a strong company identity. This corporate policy reinforces the expectation for each team member and has greatly contributed towards minimizing potential risks to our operations. By acknowledging that threats exist to the quality of our services, business relationships and our industry reputation, we have positioned ourselves as a responsible company that self-polices all activities and only aligns with those partners that share our high standards. Should any irregularities be discovered, we commit to respond to any subsequent investigation in an open and honest way with our customer. Our requirements for each new hire are clearly explained during the interview process and high standards for employee behavior is regularly emphasized by our leaders. The Site Manager is the champion and ultimately responsible for site operations and is motivated to enforce zero tolerance.
TRAINING OF PERSONNEL: One of the most common causes of baggage jams and bag tags not being read by automated tag readers is poor “bag hygiene”. Bag hygiene includes items such as having handles
stowed, loose straps secured, bags inducted wheels up, small and irregularly shaped/special items in tubs, proper placement of tags / bar codes, good quality tags, etc., and is critical for the proper operation of an automated sort and screening baggage handling system. Using the principals of Continuous Improvement, ELS has seized this opportunity for BHS performance improvement, and has developed a three-pronged approach to addressing baggage hygiene; an illustrated “Baggage Sort and Screening System 101”
training syllabus, a professionally produced Baggage Hygiene Training Video, and hands-on BHS orientation tours provided to carrier personnel. We have found the most effective method is a joint effort on the part of the Airport, Airlines, and ELS. The joint effort includes incorporation of baggage hygiene training into the initial and recurrent security badging processes.
In this approach, the baggage hygiene training video is included in the badging process for those employees whose job responsibilities include the induction of bags. Much like someone who has escort or ramp driving privileges and have an “E” or “D” letter or symbol on their badge, personnel who have successfully completed baggage hygiene training have a “B” on their badge and their badge is enabled for BHS system operation.
As a follow-on to the video training, ELS also offers airline personnel a hands-on training class conducted by ELS supervisors. This is followed by a tour of the system where they are shown the direct effect of good versus bad bag hygiene in the baggage handling system. This program has been so successful that it has been adopted by several ELS airports, and one major airline has adapted our “Baggage Sort and Screening System 101” for training their agents system-wide!
In cooperation with SNA ELS would like to offer to conduct this baggage hygiene training for the relevant personnel of resident airlines of the SNA Operation. Establishing this program would reduce the bag hygiene issues and increase the operational excellence of the CBIS.
CUSTOMER SATISFACTION: ELS works to continually enhance our reputation for responsiveness and dedication to customer satisfaction. We have an expansive Customer Satisfaction Program in which face-to-face customer interviews are conducted no less than annually through an independent 3rd party. Our customer satisfaction program is built to provide a means to measure our performance through the eyes of our customer. The program enables ELS to
understand what is important to our customers, our customer’s perception of how well we support them, and how we may improve in satisfying their needs and expectations. We do recognize that a once a year interview does not provide the frequency and connection needed to ensure we are consistently meeting the needs and expectations of our customers. The operation will be regularly visited by the assigned Regional Manager and supported by individual visits by quality, safety and corporate leadership to get full and detailed feedback relative to our services.
PART 5: TRANSITION, IMPLEMENTATION AND TRAINING PLAN ELS’ approach to the startup and transition of new sites like SNA can be summarized with the following guiding principles:
• Show Up Early and Be Prepared to Stay as long as Necessaryo ELS understands transitions are not complete until the customer is satisfied.
• Deliver a Go-Team Deep with Talent and Experienceo ELS assembles teams with a proven track record of transitioning sites.
• Work in Collaboration with ALL Stakeholders, including outgoing service vendorso ELS recognizes constant communication is key to effective transitions - and work with
open ears and an outstretched hand.• Create and Execute on a Well-Defined Plan
o ELS blends unique aspects of the SNA requirements into our best practices for processesand procedures.
ELS has a positive track record of success for every new BHS startup that we have taken on and our experience in starting up new contracts is the best in the industry. We consider an efficient but thorough implementation to be the most important process in determining long-term program success. To this end, ELS will invest significant financial and corporate resources during the 40-60 days prior to contract start at no additional cost to our customers. ELS implemented 5 new program startups in the last 18 months at DAY, PNS, CLE, MSP and LGB. Each program has both met full commitment on the contract go live date and received excellent reviews from our new customers who were very impressed with the thoroughness and quality of our implementation process.
ELS has established a bold initiative by creating a dedicated Technical Operations Group comprised of SME’s that draw upon extensive experience at multiple levels within our organization to support the startup of new programs.
All new contracts are launched using a process that is designed through an intensive on-site planning assessment by an ELS Go Team. To ensure a successful startup, ELS Tech Ops will assemble a team, using industry experienced managers and equipment subject matter experts from our broad airport network. These individuals, who have completed the necessary training during a previous new program startup, will be led by the Go Team/Implementation Manager who will ensure all process are completed and on track for turnover and startup of the operation.
The ELS implementation plan is developed with company resources (Tech Ops, HR, IT, Safety, Quality, Training, etc.) as part of our pre-proposal process. Later the plan is refined once we have access to the operation, customer interface and other stakeholders at the airport (airline station managers, TSA, ICE, etc.) and this process continues as the go-live date nears.
Suggested schedule as shown above. Can be modified as required by customer and agreed to by ELS
The Go Team’s primary purpose is to get the new operation off to an outstanding start: they work, interview, hire, train, and most importantly, they instill the ELS culture and commitment to customer service in the new workforce. It is during this process that efficient communication channels, policies and procedures are established to cater to the specific needs and protocols of the airport’s and airlines’ operations. This enables our new staff to quickly adapt to the environment, equipment and operational demands. The Go-Team starts as the industry experts and transitions into the mentors and subject matter experts for the new maintenance work force.
We begin by developing a site-specific implementation plan, which considers local issues such as:
• badge processing lead-times• pre-contract access to the site and equipment• mode and frequency of communication with stakeholders• material and service vendor transitions• qualification of employees of outgoing service vendors• IT/Infrastructure lead times
Upon receipt of the notice to proceed, ELS will mobilize our proven start-up team who will manage a customized transition plan specific to the scope requirements of SNA. This will ensure that all the necessary steps are met including the agreed start date, contract and service requirements. Our plan is to have a Transition Manager, two Transition Supervisors and three SME Technicians on-site during the 40-60-day transition period in addition to the full local complement of employees. We would also havean additional site administrator and two human resources generalists on-site for shorter periods of timeto assist with recruiting, interviewing and hiring, and office set-up. The Go Team will stay to guaranteecustomer satisfaction after the contract start date and they will not leave until both the Airportstakeholders and ELS management are satisfied that operations are meeting all expectations.
The final phasing out of Go Team involvement is made in complete cooperation with the contract’s administrators. This collaborative decision-making process ensures both ELS and the airport stakeholders agree that a successful start-up is complete, and the new staff is fully capable to support its needs. This implementation is considered our investment in delivering a successful program that meets all requirements at the contract start date and it is considered essential to ensuring long-term success.
The SNA assigned Regional Manager will work closely with the Go Team and Contract (Site) Manager to ensure the scope and contractual compliance is integrated into the operational procedures manual during this important phase. It is a core requirement for our staff to work closely with key individuals at the airport to establish a good understanding for the specific needs and protocols of the airport operations. This enables our employees to quickly adapt to the environment, equipment and facilities. After the program is operational, ELS will continue to support the maintenance team with ongoing training and leadership visits.
Typical challenges that can be experienced by a less knowledgeable and committed maintenance contractor during the startup period include the following:
• Finding qualified staff (ELS has many channels to find new employees and guarantees that wewill have sufficient staff to meet the requirements by temporarily transferring staff from our otheroperations, should there be a need at the beginning of the contract)
• Delays associated with getting employees through the badging process (ELS recommends thatthe notice to proceed be issued to the contractor immediately upon finalization of the selectionprocess)
• Not committing the necessary financial and corporate resources to support a fully compliantprogram at the contract start date. (ELS is committed to ensure the program meets contractdeliverables on day one of operation and maintenance responsibilities)
• Poor contingency management to mitigate problems associated with the handover ofresponsibility from the previous incumbent (ELS will have the right blend of experiencedmanagers and technicians at SNA immediately following receipt of their SIDA badges toimplement startup and SOW compliance and will meet contract requirements with or withoutincumbent assistance)
• Subcontractor experience and capabilities (ELS will mentor and train all subcontractors during theimplementation and will take responsibility for the subcontractors to comply with the SOW. ELSwill not look to assign blame should there be a failure, but to implement a corrective action toresolve any quality issue efficiently and then institute procedural changes as required to preventreoccurrence)
• Poor cooperation from the transitioning incumbent contractor. (ELS plans for the worst, but hopesfor the best. In this way, we are prepared to manage the situation and transition of responsibilitieswith or without the assistance of the out-going company)
• Remedial maintenance necessary to ensure the optimal performance of the equipment. (ELS willcomplete a detailed deficiency inspection to identify necessary corrective maintenance. Thedeficiency report will be provided to the responsible SNA managers within the first 60 days)
ELS TRAINING PLAN: A key element in any successful transition and ongoing operation is a robust and well-rounded training plan. The mission of the ELS Training Program is to prepare technicians, supervisors, and managers for roles supporting specialized airport equipment by providing ELS employees with courses that aid in both their technical and professional development. The Program is designed to support the five key ELS performance objectives: Safety, Customer Satisfaction, Employee Satisfaction, Quality, and Financial.
Currently ELS has over 700 online courses (ELSU) covering these topics with more being developed and added every quarter. These courses are designed for employees to extend their specialized
knowledge to meet the requirements for their position and to provide additional opportunities for employees to expand their skill set for future career progression and assignments. This is further enhanced by strong mentoring during their first three months of employment. During this time they are gradually exposed to the technical maintenance aspect of the equipment they will be servicing. This will provide them with the basis necessary to reach the standard required to meet certification for the job requirements in both skill and knowledge. The goal of the training is to provide employees with the resources to understand the system data and physical condition of the equipment and to identify opportunities for fine-tuning that ensure
the system runs at peak performance or better.
For efficient course scheduling, and assignment tracking and reporting, ELS established an industry-leading on-line Learning Management System (LMS) called ELS University or ELS-U for short. ELS-U is organized by disciplines within the company. Employees receive training assignments via email and are offered the additional opportunity to sign up for electives to broaden their range of skills.
The delivery methods for courses available in ELS-U consist of computer based training (CBT), Instructor Led Training (ILT), On-the-job training (OJT), on-line seminars and webinars and local external training. The CBT offerings are from both commercial sources and courses developed internally by ELS. ILT courses are developed internally to meet the specific needs of our customers and ELS staff. These courses cover both technical and professional disciplines. OJT is also provided to cover specialized training requirements.
What follows is an example of BHS safety training module which outlines not only operational training, but a test module on jam clearing, as well as what hazards to look for while operating BHS and PBB Equipment:
To have the best trained personnel, ELS is taking Operations and Maintenance training to a new level. Each piece of equipment in ELS’ service inventory is in the ELS company-wide curriculum listing with in-depth technical courses. In developing our training, ELS subject matter experts are painstakingly disassembling equipment and preparing our own, detailed instructional material. The resulting training material is then incorporated into both CBT and ILT formats as required for the subject.
Training ELS employees is a vital function that does not take a back seat. Site management personnel have clear, definitive expectations for ensuring their personnel are well trained, current in their training, and engaged. One of the Key Performance Metrics for our site management teams is achieving and exceeding the minimum training requirements.
PART 6: COSTS/COMPENSATION The ELS approach to pricing is to offer the highest quality maintenance services for the Best Value. Our approach focuses on a balance of meeting the correct headcount needs based off the maintenance requirements and continuing to perform at the optimum service levels that will keep operations running smoothly.
ELS commits to provide iOPS or equivalent Gate System Monitoring and Consolidated Baggage Handling System Monitoring for terminals A, B and C. All costs have been incorporated into the fixed monthly/annual cost for services.
This response and the accompanying pricing is based on all documents that have been received as of 5pm CST on Sept 4th, 2018.
Attachment A
RFP 280-C011718-GD John Wayne Airport
Passenger Loading Bridge and Baggage Handling System Maintenance
PART 6
(Complete this section and submit as Part 6 in the sixth tabbed section of Proposal Package.)
Costs/Compensation Proposed
The County is seeking a Contract between the County and the Contractor for a Passenger Loading
Bridge and Baggage Handling System Maintenance, as further described in the Model Contract. The
Contractor agrees to supply all goods and services to provide and fully implement the proposed
Passenger Loading Bridge and Baggage Handling System Maintenance. The Contractor agrees to accept
the specified compensation as set forth in this Contract as full remuneration for performing all services
and furnishing all staffing and materials required, for any reasonably unforeseen difficulties which may
arise or be encountered in the execution of the Services until acceptance, for risks connected with the
Services, and for performance by the Contractor of all its duties and obligations hereunder. The County
shall have no obligation to pay any sum in excess of the total Contract amount specified herein unless
authorized by written amendments signed by authorized representatives of each Party.
All fixed rates and hourly rates shall include all costs for the work to include direct and indirect labor
charges, (in accordance with prevailing wage rate requirements), all necessary equipment, tools
overhead, travel, depreciation, other expenses and all profit related to the performance of work and
services set forth in the Scope of Work.
Differential Prevailing Wage will be based on paying prevailing wages for a person that may be paid
at a different rate (either Stationary or Utility Engineer) depending on type of tasks performed during
A vast amount of research has gone into guaranteeing that ELS has the optimum mix of headcount and skill for this new contract. Our aim is to ensure that our employee compensation plan will allow for a proper balance between talent retention and being a good steward of our customers’ maintenance budget.
• Employees serving ELS’ contract for the maintenance and operations of the BHS and PBBlocated at SNA will be a mixture of full time and part time employees of ELS. These employeeswill provide stability, commitment and a level of employee engagement that can only be obtainedfrom building a consistent team.
STAFFING: ELS will provide a full-time maintenance team that will be dedicated exclusively to the scope of work for this project. We believe that this is the only way to ensure SNA receives a totally aligned maintenance partner and a program that is not compromised by staff availability that could otherwise jeopardize the provision of quality services. Upon receipt of the NTP, ELS will work with the local SNA staff to finalize the date for ELS to begin the process of securing the key leadership and technical positions. ELS will have the right mix of management, qualifications and technical experience on site. There are many considerations in the selection of site personnel and each new operation will have its own mix of challenges. The available time until contract start is critical to ensure adequate time is available to hire personnel. With over 1000 employees and maintenance professionals, we have a well-established succession plan in which we are constantly developing and grooming employees who have the ambition for advancement.
The ELS Site Manager and leadership team will report directly to the airport’s facility maintenance department. ELS expects its managers to meet with our customer daily to discuss any issues, concerns or special events. Other responsibilities will also include coordination of shift activities, organizes team meetings, ensures maintenance continuity, mentoring and career development for all ELS employees.
Following are summary descriptions of responsibilities for each of the positions:
• Site Manager – Overall responsibility for the site and assisting with day to day operations
• Office Assistant – Provides administrative and human resources support to site management. Thisposition also has the responsibility for ensuring maintenance data for the baggage system is currentand up to date including daily data entry for inspections and work being performed by site personnel.
• Stationary Engineer Lead (Electrical/Controls Technician) – Highly skilled technician with PLC,VFD, electrical and mechanical troubleshooting and repair responsibility. Acts as supervisor inthe absence of the Shift Supervisor. Scheduling of work and employees, quality control.
• Stationary Engineer – Skilled technician with PLC, electrical and mechanical troubleshooting andrepair responsibility.
• Utility Engineer – Technicians who monitor the BHS performance in the control room,dispatching technicians and jam clearers to jams or fault locations, prepares and distributes
operational reports, point of contact for airlines and airport authority, moves baggage from oversize line, inbound carousels and around disruptions if needed. Collects and distributes baggage tubs as needed. Performs trash collection duties as per requirements of RFP.
In all successful operations, the key person is an outstanding Contract (Site) Manager. With experience, knowledge and understanding of Baggage Handling Systems, Passenger Boarding Bridges and airport operations, combined with a passion for Customer Service and supporting their employees, the Operations and Maintenance Manager creates a winning team. All ELS managers, including the leader selected to run the SNA operations, have a direct line of support to their Regional Director and all the resources available from the ELS Headquarters Team in Carrollton, Texas. The ELS Manager will be the primary point of contact for you, our Customer, as well as the ELS SNA Team.
In order to successfully develop a strong and trusted business relationship with our customers, it is essential that we deliver program leadership, system knowledge and regular and open communication. We are successful because we understand the value that these principles provide to our customers by delivering maintenance performance, value and lowest cost of ownership. It is our practice to only hire contract specific team leaders who share the same customer service values as our corporate culture and policy as this delivers consistency and quality.
The ELS Site Manager will be the primary point of contact for you, our Customer, as well as the ELS SNA Team. The Site Manager will be in regular proactive communication with all direct and indirect stakeholders including airport staff, airlines, TSA and the security agencies and will represent ELS at meetings, planning sessions, etc. This type of interaction provides us with the opportunity to understand service expectations, flight operations, special event planning and to request regular feedback relative to the performance of our services. Regular communication will be via face-to-face meetings, telephone, email and any other means desired by the SNA contract manager.
PROPOSED SITE MANAGER: WYATT BOWMAN
Wyatt brings with him over 11 years of maintenance and management experience and possesses a varied skill set including Project and Operations Management, Operations Start Up, Process Controls, PNL and Budget Experience, Motivational Training, Strong Oral and Written Communication, Time Management Skills, CMMS Training, PLC Programming, Troubleshooting, Electrical and Mechanical background, Relay Logic, Schematics, Welding and Fabrication.
His role is to coach, train and mentor the entire team in all aspects of a successful operation, which includes providing a customer-centric focus. Wyatt will be onsite prior to the go live date to assess training requirements for specific equipment, and to procure appropriate tooling and materials, as well as preparing the team for success from day one. (Full resume available at end of section).
PROPOSED LEAD TECHNICIAN: ERIC LIM VICHEAT
Eric is currently a lead technician for ELS at LAX T6 and brings 5 years of experience troubleshooting both BHS and PLB systems. Military background with focus accountability, budget responsibility and
program development. He is a cost focused individual who emphasizes time management to ensure all tasks are competed on time and on budget. Possesses strong focus on performing daily maintenance to ensure that the reactive maintenance is kept to a minimum. Effective communicator, motivator and leads by example.
PROPOSED LEAD TECHNICIAN: SCOTT BARTHOL
Scott comes from outside the industry but brings over 30 years of maintenance and management experience and possesses a varied skill set including Project and Operations Management, CIP’s, Process Controls, PNL and Budget Experience, Motivational Training, Strong Oral and Written Communication, CMMS Training, PLC Programming, Troubleshooting, Electrical and Mechanical background, OSHA Safety Training, Strong LOTO background and Motivational and Leadership training.
PROPOSED LEAD TECHNICIAN: OMAR HERNANDEZ
Omar comes from outside the industry but brings over 13 years of maintenance and management experience and possesses a varied skill set including PLC, Panel View and VFD experience, Electrical and Mechanical Background, Schematics, Welding and Fabrication, Motor Controls (AC/DC, Stepper Motors, Servo Motors, Pneumatics and Hydraulics background, Strong Computer Skills and Programming and Troubleshooting.
ELS proposes to staff the SNA operations with at least 3 Stationary Engineers and 3 Utility Engineers of both the first and second shift and 4 Stationary Engineers and 2 Utility Engineers on the third (overnight) shift. There will always be a Lead Stationary Engineer or a Supervisor, and a combination of Stationary Engineers and Utility Engineers Technicians on every shift. The Utility Engineers will have the responsibility of Control Room Operations, Bag Jammers, trash collection duties, baggage movement from oversize, inbound carousels and around disruptions as needed.
TITLE NUMBER COVERAGE
Site Manager 1 0800-1700 M-F / on call 24/7 Admin 1 0800-1700 M-F / on call 24/7 Stationary Engineer - Lead 3 24 hrs. / 7 days per week Stationary Engineer 13 24 hrs. / 7 days per week Part Time Utility Engineers 2 Coverage as per RFP Utility Engineer 18 24 hrs. / 7 days per week
TOTAL 32 30 FT AND 2 PT
The following charts summarize ELS’ proposed total staffing and shifts by day of the week:
The model is based on the total size of the baggage handling system, the number of each type of component in the system, system redundancy, projected baggage volume, operating hours, physical layout and accessibility. All of these factors are considered when developing a staffing plan that achieves the best value impact, superior equipment reliability, and response time and customer service. The majority of the preventive maintenance work on the BHS equipment will be performed after BHS shutdown.
PERSONNEL POLICIES: Our personnel policies follow all Federal, State and Local laws and regulations. We provide each employee with a hard copy of our Employee Handbook which contains our personnel policies and guidelines. Additionally, our Employee Handbook is available on-line on the ELS Intranet portal. Personnel policies are reviewed on a regular basis and include employee input solicited through our annual Employee Survey conducted by a third party. Following is the table of contents from our Employee Handbook (a full copy is available upon request):
AFFIRMATIVE ACTION POLICY STATEMENT: ELS is committed to equal opportunity for all people in all aspects of employment, including, but not limited to job offers, hiring decisions, promotions, transfers, resignation, terminations, and discharges. We will ensure that the management, supervisors and all other personnel comply with the letter and spirit of all federal, state and local legislation, government regulations, and executive orders covering equal employment and affirmative action. All employment decisions will be based on merit, without regard to race, color, gender, sexual orientation, marital status, creed, religion, national origin,
physical or mental handicap, status as a qualified disabled veteran, or age. ELS asserts leadership within the airport maintenance industry and puts forth the maximum effort to achieve full employment plus the utilization and development of the capabilities and productivity of all our citizens. The company further recognizes that the effective application of a policy of merit employment involves more than just a policy statement and will implement this Affirmative Action Program in a positive and aggressive manner and that opportunities are available within our company on the basis of individual experience, capability and merit. We solicit and encourage all persons to seek opportunities for advancement within our company.
BENEFITS PACKAGE: Recently, the ELS benefits program was merged with our parent company Daifuku North America that has allowed further enhancement of our benefits package. Daifuku is taking a bold initiative to lower cost and increase coverage for our employees and this represents a 217% investment in our employees over current cost with only a small portion being passed on to our customers. The following is the list of benefits available to all ELS employees:
• Medical insurance • Floating Holidays – 10 days per year• Dental insurance • Jury duty pay• Prescription drug coverage • 401K Program with Company match• Vision plan • Life insurance – purchase• Sick leave 40 hours per year • Company paid training• Paid vacation – 80 to 160 hours per year
depending on seniority• Bereavement Leave – Up to 3 days paid leave
for death of family member• Short term disability (Company paid) • Long term disability (Company paid)• Flexible Spending Accounts • Credit Union – Delta Community Credit Union• Company paid uniforms • Employee Assistance Program “EAP”• Recognition Programs, Safety Rewards • Tuition reimbursement – To $2,000 per year• Sam’s Club – ELS pays the annual membership
for employees• Purchase assistance for safety shoes and
prescription safety glasses• Service Awards – Employees are awarded gifts
for 2, 5,10, 15 and 20 years of service• Cost Reduction Incentive Program –
Employees can receive bonuses for costsaving ideas
EMPLOYEE RETENTION: Ultimately as an organization we realize that salary only plays a small part in retention and we believe that enhancing our benefits package will allow us to build partnerships with our employees. As the demand for qualified technicians increases within the market place, organizations must look for ways to incentivize their employees or risk losing their top talent. As part of our overall retention strategy, this investment will continue to reduce turnover and one of the most stable workforces in the industry. This allow continued investment in our employees and their job knowledge, and ensure they have the skill set necessary to adapt to whatever maintenance demands are placed upon them.
Our mix of employee benefits including medical and dental insurance, ADD, STD & LTD coverage, 401K match, educational assistance, paid sick time, vacation, floating holidays, training, shift allowance, employee development and promotional opportunities for career advancement has yielded a stable workforce with an enviably high retention rate for our industry. However, we know there is still work to be done as technician shortages continue to challenge. Our recognition programs payout over $200 per employee on an annual basis and regular corporate visits to all locations and shifts ensure we keep our employees informed and made to feel a part of the ELS family. Company-wide incentive programs include a bonus program for selected positions based on various factors, including budget management and customer satisfaction. These programs not only provide targets for our managers, but also promote healthy competition between our airport site operations. These qualities, combined with ELS’ strong pattern of annual growth, have enabled us to attract and retain quality employees. All of this adds up to increased value for our customers as we strive to provide the best customer service in the industry. If the employees win, our customers win.
ABILITY TO PROVIDE TRAINED EXPERIENCED TECHNICIANS TO SUFFICIENTLY COVER THE SCOPE OF WORK: With an employee base of more than 1000 maintenance professionals, we have considerable staffing flexibility when establishing new airport operations. ELS has a well-established succession plan in which we are constantly grooming our employees for new programs and transfer opportunities to support company growth. We have created a progressive internal training and succession plan called the Leadership Development Program (LDP).
This was created in anticipation of new contracts and is used to provide new opportunities to those individuals seeking career advancement by developing leadership skills for either permanent or temporary airport maintenance management. Personnel enrolled in the formal training program are eligible to request participation as a Go-Team member for new contract start up or apply as a new program Site Manager. This combination of filling positions with qualified personnel during implementation has been very successful at our new operations. In addition, ELS employs a full time professional recruiter to support all hiring needs within the organization, especially at new operations. Our proven record of success for new programs that range in complexity and size demonstrates our hiring and staffing practices consistently provide the assurance that the program startup will be smooth. Additionally, it is backed with the added benefit of our considerable base of technical staff to draw upon and we can provide significant contingency staffing to mitigate any possible DISRUPTION to service levels during this critical period.
ELS HIRING APPROACH: ELS builds each maintenance team in consideration of the specific needs of the customer’s operation. We would want to work closely with SNA to get feedback of individuals in their current roles and will provide preferential status to current employees. We anticipate there will be a few openings and will work immediately to begin the recruiting process. The goal with all new staff is to get a long-term employee who is an asset and good representative of our organization. We begin by advertising in many online forums such as Indeed, Career Builder, exiting military sites, Maintenance Forums, and local websites.
Prospective staff must meet minimum requirements for employment and only the most qualified in electrical or mechanical experience are called for a telephone interview. Once we validate their experience and talk to them about the open position, we bring them to the job site for a second interview, including a test (both written and practical). We have individual skills assessment tests for different levels of technicians. If the candidate passes the second round, they are sent for drug screen and the fingerprinting process begins. We use a score card during the interview process and skill testing process so that a true evaluation and comparison can be performed before any final offer is made to a prospective employee. We invest time, money and training into the individual and it important that they feel comfortable within the organization. There are many considerations in the selection site personnel; time line, contract start date, staff availability, existing workers, local expertise, the individuals fit and specific customer are all elements that must be factored into the process when building the right maintenance team.
ON-BOARDING AND NEW HIRES: All new employees are required to complete the New Employee Orientation block of instruction which includes introductory training in Safety, Quality, and ELS Policies. In addition, they are taught the site-specific details they must know before beginning any support
operations. Each new ELS employee is required under the ELS Quality and Continuous Improvement programs to complete a minimum 40 hours of training during their first year with ELS. In subsequent years, each employee is required to complete a minimum of 24 hours of training. The site’s technical curriculum will be tailored to the needs of the SNA operation, equipment set and staff.
EMPLOYEE EVALUATIONS: During an employee’s first year of employment with ELS, they will receive a performance appraisal at 30, 60, 90-day intervals as well at six months. Thereafter performance appraisals are conducted on an annual cycle. Employees will receive a performance review on the established date each year. The performance appraisal will be discussed, and both the employee and manager will sign the form to ensure that all strengths, areas for improvement and job goals for the next review period have been clearly communicated. Performance evaluation forms will be retained in the employee’s personnel file.
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Attachment B
Contractor’s Pricing
This is a fixed fee price contract between County and Contractor, for Passenger Loading Bridge and
Baggage Handling System Maintenance as set forth in this Contract and Attachments.
A. Compensation
The Contractor agrees to accept the specified compensation as set forth in this Contract as full payment for performing all services and furnishing all personnel and materials required, for any reasonably unforeseen difficulties which may arise or be encountered in the execution of the services until acceptance, for risks connected with the services, and for performance by the Contractor of all its duties and obligations hereunder.
Contract not to exceed $11,372,325.78
B. Fees and Charges
All rates shall include all costs for the work to include direct and indirect labor charges, (in accordance with prevailing wage rate requirements), all necessary equipment, tools overhead, travel, depreciation, other expenses and all profit related to the performance of work and services set forth in the Scope of Work. County will pay the following fees in accordance with the provisions of this Contract. County
shall pay the following fees in accordance with the provisions of this contract for Passenger Loading Bridge and Baggage Handling System Maintenance.
Description Unit Amount
Year 1 – Monthly Cost Month $272,127.55
Year 2 – Monthly Cost Month $278.350.47
Year 3 – Monthly Cost Month $284,715.79
Additional Repairs and Work
Description Unit Amount
Year 1 – Additional Repairs and Work Year $450,000.00
Year 2 – Additional Repairs and Work Year $450,000.00
Year 3 – Additional Repairs and Work Year $450,000.00
1. Cost of Analysis of Personnel: The State of California through the Department of Industrial
Relations has made a Prevailing Wage Determination this Contract for Passenger Loading Bridge
Baggage and Baggage Handling System Maintenance. Their position classification for the service
personnel actually performing work under this Contract. These wage rates are mandatory. See
Attachment H for the full text of the determination provided by the State of California.
Classification Straight Time Hourly Rate
Stationary Engineer $70.43
Utility Engineer $36.43
2. Fixed Rate: The fixed rate shall include all requirements and expenses related to the performance for
work and services set forth in the Scope of Work.
3. Additional Repairs and Work: Additional Repairs and Work shall be provided in accordance with
Attachment A, Section E at the prevailing rate specified above, Cost of Analysis of Personnel. Labor
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hours for required work shall be charged on the basis of actual time spent on each job, not on a portal-
to-portal basis and shall be computed to the nearest one-quarter (1/4) hour.
a. In the event of additional work or required work outside of the normal work schedule,
Contractor will be required to provide personnel to remedy any issues at the County’s request.
In the event of such requests, Contractor will pay wages as specified in the Prevailing Wage
Determination (Attachment H).
b. Subcontracting: Contractor will be allowed a markup no greater than 10 percent of actual
costs from the subcontractor for payment submission for all subcontractor labor, materials, and
equipment.
c. Parts Cost: Contractor shall be responsible for maintaining parts inventory as provided in the
Contract. Parts used from the inventory and purchased by Contractor from other manufacturers,
will be charged to County no greater than cost plus 10 percent.
Contractor shall provide a copy of the invoice from the manufacturer or vendor documenting
the purchase price for the parts. County will certify on the invoice that prices are per the current
price list for all items having a per-unit cost exceeding $250.00 and that the appropriate
discounts have been applied.
4. Deficient Performance:
a. Performance: County reserves the right to deduct from the payments due or to become due to
the Contractor for deficient performance. The amount of such deductions will be based on the
extent of the unsatisfactory work. A copy of the inspection record with associated deduction
calculation will be furnished to the Contractor.
b. Attrition: In order to maintain high levels of competent personnel and minimize security
violation issues, Contractor agrees to maintain attrition levels of the workforce assigned to
JWA, excluding supervision and management, to less than 10% per month.
In months where Contractor’s airport workforce levels of attrition exceed 10%, the County
shall deduct 5% from the payments due to Contractor that month.
C. Final Payment
Final payment shall be issued based on the completion of the work as described in this Contract and
County Project Manager accepts the all work and JWA issued badges are returned to Badging Office.
D. Payment Terms – Payment in Arrears
Invoices are to be submitted in arrears to the user agency/department to the ship-to address, unless
otherwise directed in this Contract. Contractor shall reference Contract number on invoice. Payment
will be net 30 days after receipt of an invoice in a format acceptable to the County of Orange and
verified and approved by the agency/department and subject to routine processing requirements. The
responsibility for providing an acceptable invoice rests with the Contractor.
Billing shall cover services and/or goods not previously invoiced. The Contractor shall reimburse the
County of Orange for any monies paid to the Contractor for goods or services not provided or when
goods or services do not meet the Contract requirements.
Payments made by the County shall not preclude the right of the County from thereafter disputing any
items or services involved or billed under this Contract and shall not be construed as acceptance of any
part of the goods or services.
E. Taxpayer ID Number
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The Contractor shall include its taxpayer ID number on all invoices submitted to the County for
payment to ensure compliance with IRS requirements and to expedite payment processing.
F. Payment-Invoicing Instructions
The Contractor will provide an invoice on the Contractor’s letterhead for goods delivered and/or
services rendered. In the case of goods, the Contractor will leave an invoice with each delivery. Each
invoice will have a number and will include the following information:
1. Contractor’s name and address
2. Contractor’s remittance address, if different from 1 above
3. Name of County Agency/Department
4. Delivery/service address
5. Master Agreement (MA) or Purchase Order (PO) number
6. Date of order
7. Product/service description, quantity, and prices
8. Sales tax, if applicable
9. Freight/delivery charges, if applicable
10. Total
Invoices and support documentation are to be forwarded to (not both):
Project: This prevailing wage determination is being issued pursuant to your request, received on April 18, 2018, for the Maintenance and Repair of Baggage Conveyor and Carousels and Passenger Boarding Bridges at John Wayne Airport in Orange County. This wage determination applies only to the project(s) for which it was requested. If this contract is modified or extended, a new determination will be required.
Wage Rates: Basic Straight-Time Classification(s) Hourly Rate a
Health & Welfare: $7.29 per hour worked / $1262.99
per month Pension:
(Stationary Engineer) $7.00 per hour worked (Utility Engineer) $5.00 per hour
worked Vacation:
(Stationary Engineer) $1.51b per hour worked (after 1 year of service) (Utility Engineer) $0.62c per hour worked (after 1 year of
service) Holidays:
(Stationary Engineer) $1.51 per hour worked (Utility Engineer) $0.62 per hour worked
Training/Other Payments: $0.33 per hour worked Straight time hours:
Eight (8) hours per day, forty (40) hours in any five (5) consecutive workdays within a workweek.
Overtime: One and one-half times (1 1/2X) the basic straight-time hourly rate is paid for the first four (4) daily overtime hours, and the first ten (10) hours worked on the sixth (6th) day of any workweek. All other time is paid at double (2X) the basic straight-time hourly rate, except work on holidays, which is paid at two and one-half times (2 1/2X) the basic straight-time hourly rate.
Recognized Holidays:
New Year’s Day, Presidents Day, Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day, and three (3) floating holidays. In the event a holiday falls upon a Sunday, the following Monday shall be considered as the holiday. In the event a holiday falls upon a Saturday it shall be observed on the preceding Friday.
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Travel and Subsistence:
There are no required travel and subsistence payments for these classifications.
# Indicates an apprenticeable craft. Rates for apprentices will be furnished on request. a All employees scheduled the second (2nd) or swing shift shall receive in addition to their regular straight time rate of pay a
shift differential equal $0.80.
All employees scheduled the third (3rd) or graveyard shift shall receive in addition to their regular straight time rate of
pay a shift differential equal $1.00. b $2.27 after 5 years of service; $3.03 after 10 years of service; $3.79 after 20 years of service. c $0.92 after 5 years of service; $1.23 after 10 years of service; $1.54 after 20 years of service.
* There are no increases applicable to this determination.
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Attachment I
Baggage Handling System Diagrams
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Attachment A
Attachment B
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Attachment B
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Attachment C
Contract Summary Form
Elite Line Services, Inc.
SUMMARY OF SIGNIFICANT CHANGES
No changes as this is a new contract with Elite Line Services.
SUBCONTRACTORS
This contract allows for subcontracting with John Wayne Airport’s consent pursuant to
Attachment B, Section B, Fees and Charges within the contract amount for the term specified.
Should the addition of a subcontractor impact the scope of work and/or contract amount, the
department will bring the item back to the Board of Supervisors for approval.
This contract includes the following subcontractors or pass through to other providers.
Subcontractor Name Brock Solutions
Service(s) Telephone and onsite technical support
Amount Unknown, contractor states they have an existing service agreement
CONTRACT OPERATING EXPENSES
Appropriations for this contract are included in the FY 2018-19 Budget for Airport Operating Fund 280 and will be included in the budgeting process for future years. Fees and Charges All rates shall include all costs for the work to include direct and indirect labor charges, (in accordance with prevailing wage rate requirements), all necessary equipment, tools overhead, travel, depreciation, other expenses and all profit related to the performance of work and services set forth in the Scope of Work. County will pay the following fees in accordance with the provisions of this Contract. County shall pay the following fees in accordance with the provisions of this contract for Passenger Loading Bridge and Baggage Handling System Maintenance.
Description Unit Amount
Year 1 – Monthly Cost Month $272,127.55
Year 2 – Monthly Cost Month $278,350.47
Year 3 – Monthly Cost Month $284,715.79
Additional Repairs and Work
Description Unit Amount
Year 1 – Additional Repairs and Work Month $450,000.00
Year 2 – Additional Repairs and Work Month $450,000.00
Year 3 – Additional Repairs and Work Month $450,000.00