General

CITY OF CHARLESTON West Virginia Council Member – 12th WARD Joseph Jenkins Finance Committee, Chair 839 Gordon Drive Parking Committee, Chair Charleston, West Virginia 25303 Ordinance and Rules Committee 304-575-9202 joseph.jenkins@cityofcharleston.org AGENDA FINANCE COMMITTEE MEETING Tuesday, February 21, 2023 6:15 PM AV ROOM #308, CITY HALL, CHARLESTON, WV AVAILIABLE TO VIEW VIA LIVESTREAM AT https://charlestonwv.civicclerk.com/web/home.aspx I. DISCUSSION: a. Approval of Previous Minutes 2-6-2023 II. RESOLUTIONS: a. Resolution No. 768-23 - Authorizing the Mayor or City Manager to enter into insurance contracts for the period March 31, 2023 through March 31, 2024. b. Resolution No. 769-23 - Authorizing the Mayor or City Manager to purchase 41 sets of bunker gear for the Fire Department from Red Hot Fire Equipment. c. Resolution No. 770-23 - Authorizing the Mayor to execute the attached Termination of Lease and Settlement Agreement between the City of Charleston and CRA Communications, LLC, successor in interest to Charles Ryan Associates, LLC. d. Resolution No. 771-23 - That the Mayor or City Manager is authorized to enter into a contract with Silling Architects for pre-design planning services related to a new public safety facility. e. Resolution No. 772-23 - Authorizing the Mayor to execute the Lease Addendum to the lease between the City of Charleston and Shaner SPE Associates Limited Partnership forgiving the amount of $84,061.30 in lease payments that were not noticed, invoiced, or paid. f. Resolution No. 773-23 – Authorizing the purchase of digital copiers. g. Resolution No. 774-23 - Authorizing the Mayor or City Manager to enter into a contract for Retiree Health Plan Post-65 Coverage. City Council | 501 Virginia Street, East | Post Office Box 2749 | Charleston, West Virginia 25330 www.charlestonwv.gov | 304.348.8179 | 304.348.8038 fax Page | 1 of *Meetings may be recorded and broadcast via internet https://charlestonwv.civicclerk.com City Council | 501 Virginia Street, East | Post Office Box 2749 | Charleston, West Virginia 25330 www.charlestonwv.gov | 304.348.8179 | 304.348.8038 fax Page | 2 of  MINUTES FINANCE COMMITTEE MEETING 6:30 P.M., FEBRUARY 6, 2023 AV ROOM #308, CITY HALL Joseph Jenkins, Chairperson, called the meeting of the Charleston City Council Committee on Finance to order at 6:30 p.m., February 6, 2023. A silent roll was taken by the Clerk and a quorum was established. The following committee members were present: Joseph Jenkins, Chair Brent Burton, Vice Chair Becky Ceperley Mary Beth Hoover Larry Moore Chad Robinson Shawn Taylor Absent: None Other Councilmembers present: Frank Annie Beth Kerns Chelsea Steelhammer Emmett Pepper Joe Solomon Bruce King I. DISCUSSION: a. Approval of Previous Minutes - Councilmember Burton asked for unanimous consent to dispense with the reading of the minutes for the January 17, 2023 meeting and that they be approved as distributed. There were no objections, and the minutes were approved. 1 Page | 3 of  II. RESOLUTIONS: a. Resolution No. 759-23 – Authorizing the Mayor or City Manager to submit an application to the WV Division of Homeland Security in the amount of $90,000 and administer any funds awarded. These funds will be utilized to purchase field force protective equipment for Charleston Police Department Patrol officers. Be it Resolved by the Council of the City of Charleston, West Virginia: That the Mayor or City Manager is authorized to submit an application to the WV Division of Homeland Security in the amount of $90,000 and administer any funds awarded. These funds will be utilized to purchase field force protective equipment for Charleston Police Department Patrol officers. Finance Director and Acting City Manager, Andy Wood, added that the grant will be used by the Charleston Police Department Patrol Division for protective equipment. Councilmember Burton moved to approve the Resolution. With members present recorded thereon as voting unanimously in the majority as affirmative, Chairperson Jenkins declared Resolution No. 759-23 approved. 2 Page | 4 of  b. Resolution No. 760-23 – Authorizing the Mayor or City Manager to submit an application to the WV Division of Homeland Security in the amount of $24,500 and administer any funds awarded. These funds will be utilized to purchase a hot water dive system and wetsuits for Charleston Police’s Dive Team. Be it Resolved by the Council of the City of Charleston, West Virginia: That the Mayor or City Manager is authorized to submit an application to the WV Division of Homeland Security in the amount of $24,500 and administer any funds awarded. These funds will be utilized to purchase a hot water dive system and wetsuits for Charleston Police’s Dive Team. Wood added that the grant funds will be used to purchase dive equipment for the Police Dive Team. In response to Councilmember Jenkins, Chief Hunt added that this equipment will significantly add to the time the team can spend in the water. Councilmember Burton moved to approve the Resolution. With members present recorded thereon as voting unanimously in the majority as affirmative, Chairperson Jenkins declared Resolution No. 760-23 approved. 3 Page | 5 of  c. Resolution No. 761-23 – Authorizing the Mayor or City Manager to purchase two 2023 Chevrolet Tahoe PPV for the Fire Department from Klick-Lewis, Inc., for a unit cost of $46,456.00 each and the total amount of $92,912.00. This is a direct purchase authorized under section 2-486 of the Municipal Code due to supply chain issues in the automotive market and the absence of a state contract for these vehicles. These will replace units 408 and 450 as part of the fleet rotation schedule. Be it Resolved by the Council of the City of Charleston, West Virginia: That the Mayor or City Manager is authorized to enter into a contract with Klick-Lewis, Inc. in the amount of $92,912 for the purchase of two 2023 Chevrolet Tahoe PPV for the Fire Department. Wood added that Klick-Lewis is located in Pennsylvania due to the local availability of the automotive market. The CPD will be allowed to test the vehicles before putting them into rotation to determine if they would also be a good fit for their department. Councilmember Burton moved to approve the Resolution. With members present recorded thereon as voting unanimously in the majority as affirmative, Chairperson Jenkins declared Resolution No. 761-23 approved. 4 Page | 6 of  d. Resolution No. 762-23 – Authorizing the Mayor or City Manager to enter into contract with Premier Power and Pyrotechnics in the total amount of $35,000 for fireworks displays for the City’s 2023 Live on the Levee Concert Series and the 2023 4th of July Celebration. Be it Resolved by the Council of the City of Charleston, West Virginia: That the Mayor or City Manager is authorized to enter into a contract with Premier Power and Pyrotechnics in the amount of $35,000 for fireworks displays for the City’s 2023 Live on the Levee Concert Series and the 2023 4th of July Celebration. Wood added that the purchase was the result of a competitive bid. The Live on the Levee budget is funded through sponsors, and the 4th of July Celebration is funded through the General Fund. Councilmember Taylor confirmed with Wood that the company is bonded and insured. Councilmember Burton moved to approve the Resolution. With members present recorded thereon as voting unanimously in the majority as affirmative, Chairperson Jenkins declared Resolution No. 762-23 approved. 5 Page | 7 of  e. Resolution No. 763-23 – Authorizing the Mayor or City Manager to purchase a Kubota backhoe for the Parks and Recreation Department from State Equipment, Inc., for the total amount of $58,972.75 pursuant to a competitively sourced multi-state contract. This will replace units 319 and 323 as part of the fleet rotation schedule. Be it Resolved by the Council of the City of Charleston, West Virginia: That the Mayor or City Manager is authorized to enter into a contract with State Equipment, Inc. in the amount of $58,972.75 for the purchase of a Kubota backhoe for the Parks and Recreation Department pursuant to a competitively sourced multi state contract. Wood added that the competitively sourced multi-state contract is through Sourcewell. It was determined that the two units listed in the resolution could be replaced with one backhoe. Councilmember Burton moved to approve the Resolution. With members present recorded thereon as voting unanimously in the majority as affirmative, Chairperson Jenkins declared Resolution No. 763-23 approved. 6 Page | 8 of  f. Resolution No. 764-23 – Authorizing the Mayor or City Manager to purchase two 2023 Ford F-250 pickup trucks for the Refuse Department from National Auto Fleet Group, for a unit cost of $49,661.80 each and the total amount of $99,232.60 pursuant to a competitively sourced multi-state contract. These will replace units 134 and 135 as part of the fleet rotation schedule. Be it Resolved by the Council of the City of Charleston, West Virginia: That the Mayor or City Manager is authorized to enter into a contract with National Auto Fleet Group in the amount of $99,232.60 for the purchase of two 2023 Ford F-250 pickup trucks for the Refuse Department pursuant to a competitively sourced multi state contract. Resolution No. 725-22, adopted October 3, 2022, is rescinded. Wood added that the resolution is the second attempt to order these vehicles for the Refuse Department. The previously approved trucks were no longer available after Council approval. Councilmember Burton moved to approve the Resolution. With members present recorded thereon as voting unanimously in the majority as affirmative, Chairperson Jenkins declared Resolution No. 764-23 approved. 7 Page | 9 of  g. Resolution No. 765-23 – Authorizing the Mayor or City Manager to purchase a Kubota skid steer for the Street Department from State Equipment, Inc., for the total amount of $75,925.82 pursuant to a competitively sourced multi-state contract. This will replace unit 80 as part of the fleet rotation schedule. Be it Resolved by the Council of the City of Charleston, West Virginia: That the Mayor or City Manager is authorized to enter into a contract with State Equipment, Inc. in the amount of $75,925.82 for the purchase of a Kubota skid steer for the Street Department pursuant to a competitively sourced multi state contract. Wood added that the unit being replaced will be made available to Parks and Recreation for a needed replacement of one of their vehicles. Councilmember Burton moved to approve the Resolution. With members present recorded thereon as voting unanimously in the majority as affirmative, Chairperson Jenkins declared Resolution No. 765-23 approved. 8 Page | 10 of  h. Resolution No. 766-23 – Authorizing the Mayor or City Manager to purchase six self- contained breathing apparatus for the Fire Department from Atlantic Emergency Solutions, for a discounted unit cost of $7,882.02 each and the total amount of $47,292.12 pursuant to a competitively sourced multi-state contract. Be it Resolved by the Council of the City of Charleston, West Virginia: That the Mayor or City Manager is authorized to enter into a contract with Atlantic Emergency Solutions in the amount of $47,292.12 for the purchase of six self-contained breathing apparatus for the Fire Department pursuant to a competitively sourced multi- state contract. Wood added that the purchase is part of a scheduled replacement. Councilmember Burton moved to approve the Resolution. With members present recorded thereon as voting unanimously in the majority as affirmative, Chairperson Jenkins declared Resolution No. 766-23 approved. 9 Page | 11 of  i. Resolution No. 767-23 – Authorizing approval of Amendment No. 5 of the FY 2022-2023 General Fund Budget as indicated on the attached list of accounts. Be it Resolved by the Council of the City of Charleston, West Virginia: That Amendment No. 5 of the FY 2022-2023 General Fund Budget as indicated on the attached list of accounts is approved. Wood added that the budget amendment allocates funds from the Contingency Account from the General Budget to the Street Department for the purchase of road salt. The market prices have increased significantly since the previous budget was set. This will allow the purchase of an additional 1500 tons of salt. From the audience, Councilmember Pepper commented that there has been a lot less snow this year. Director of Public Works, Brent Webster, added that while they have an adequate amount of salt currently, the problem is that it has been taking so long to be delivered. Additionally, their decisions are usually based more on precipitation than actual snow fall. Councilmember Robinson confirmed with Webster that the salt was still being stored under the interstate by the MLK Center. Councilmember Burton moved to approve the Resolution. With members present recorded thereon as voting unanimously in the majority as affirmative, Chairperson Jenkins declared Resolution No. 767-23 approved. Councilmember Burton motioned to adjourn the meeting. Meeting adjourned. 10 Page | 12 of  Resolution No. 768-23 Introduced in Council: Adopted by Council: February 21, 2023 Introduced by: Referred to: Joseph Jenkins Finance 1 Resolution No. 768-23 - Authorizing the Mayor or City Manager, subject to final review by the 2 City Attorney, to enter into contracts with the West Virginia Counties Group Self Insurance Risk 3 Pool, Inc., DBA West Virginia Communities Risk Pool, at a price of $1,048,032 for the City’s Risk 4 Management and Property, Casualty, and Cyber Insurance coverage and including all Third 5 Party Administrator (TPA) Services for those lines of coverage for the period March 31, 2023 6 through March 31, 2024, in accordance with the costs referred to as Coverage Option 2 in 7 Exhibit A except for the proposal for Workers’ Compensation coverage. Underinsured motorists 8 coverage is specifically rejected. Uninsured motorists coverage with statutory minimum limits 9 of $25,000/$50,000/$25,000 is accepted only. 10 11 Be it Resolved by the Council of the City of Charleston, West Virginia: 12 13 That the Mayor or City Manager is authorized, subject to final review by the City Attorney, to 14 enter into contracts with the West Virginia Counties Group Self Insurance Risk Pool, Inc., DBA 15 West Virginia Communities Risk Pool, at a price of $1,048,032 for the City’s Risk Management 16 and Property, Casualty, and Cyber Insurance coverage and including all Third Party 17 Administrator (TPA) Services for those lines of coverage for the period March 31, 2023 through 18 March 31, 2024, in accordance with the costs referred to as Coverage Option 2 in Exhibit A 19 except for the proposal for Workers’ Compensation coverage. Underinsured motorists coverage 20 is specifically rejected. Uninsured motorists coverage with statutory minimum limits of 21 $25,000/$50,000/$25,000 is accepted only. Page | 13 of Self Insurance Proposal February 1, 2023 City of Charleston Package coverages, terms, conditions, and exclusions are only briefly outlined. For complete provisions, please refer to the coverage contract. For additional information, please contact: Member Services at (844) 986-2705 or info@riskprograms.com 1 Page | 14 of WELCOME TO WVcorp WVcorp was established in 2007 at the request of West Virginia counties seeking to break from the status quo of the commercial insurance industry and assert more control over their risk management and coverage needs. Today, we are the only self-insurance risk pool for public entities in the state. We provide coverage to more counties and county-related agencies than any other provider, and we attribute our extraordinary success to the strength of our members. As a member, you are so much more than a customer. You are a part of WVcorp itself! Our membership is at the heart of everything we do, and this member-centric focus has driven us to emerge as a leader in developing coverage solutions. We are a one-stop-shop when it comes to safeguarding your peace of mind – capable of addressing all of your risk management needs, including coverage for: Property General Liability Workers' Compensation Inland Marine Public Officials Liability Business Automobile Equipment Breakdown Law Enforcement Liability Cyber Risk Crime Environmental Liability Excess Liability Limits 2 Page | 15 of  WVcorp WELCOME TO WVcorp YOU’RE CHOOSING OWNERSHIP At WVcorp, you are an owner of the program and its assets. Unlike traditional insurance providers, we have no outside owners, investors or shareholders expecting dividends or profits to be generated from our programs. Rather than profit-minded executives making decisions, we have a Supervisory Board elected from and by our members. The Board approves all major risk pool decisions, and as a voting member, you have a direct voice in the decisions that matter most to your organization. In choosing WVcorp, you are choosing a partner that is unlike any traditional insurance provider for one reason: you are truly our primary concern. YOU’RE CHOOSING PRICE STABILITY No one likes surprises. The pool was founded to and competitors have stripped away coverages to provide an alternative to the commercial combat rate increases, the pool has enjoyed rate insurance marketplace, in part based on the stability for more than a decade, even as we’ve principle of providing price stability. This long- consistently expanded coverages. It all adds up to standing ideal has guided our decisions since day giving you peace of mind that rates will remain one. While the commercial market has seen predictable, aiding in long-term planning and considerable volatility and rate increases, budgeting. 3 Page | 16 of  WVcorp YOU'RE CHOOSING SPECIALIZED PROTECTION We were created by public entities, service only they happen, adjusting coverages or creating new public entities, and are directed by our Board programs as needed. elected from within our membership. This gives our organization remarkable focus, and it’s Our expert Risk Control team works directly with allowed us to grow our team with experts that members to provide employee training, safety know your organization and its unique needs, audits, or consult on relevant risk management because serving partners like you is all we do. It topics to help prevent claims from occurring. It’s also means we’re able to keep ahead of all part of our commitment to address your need regulatory and other changes as or even before for protection holistically. YOU'RE CHOOSING TRANSPARENCY We’re proud of the products and services we offer, so we feel there’s no need to play games or hide behind gimmicks. Although our policy period begins on July 1, renewal quotes are distributed as early as mid- March, giving you ample time to prepare your budget. We empower members to run your own loss reports at the click of a button on our website without having to request that information through an agent. Because we’re partners when it comes to protecting your assets, we openly share every bit of information we have for each of your claims. With our online claim viewer, we bring you behind the curtain and give you the same access to financials and notes that our adjusters have themselves. 4 Page | 17 of  WVcorp MEMBERSHIP HIGHLIGHTS WEBSITE Intuitive, user-friendly design Claims reporting with instantaneous claim number Risk management tools and templates Downloadable employee training presentations and webinars Customizable loss reports Claim viewer giving access to claim summaries, financials, and adjuster notes Property and vehicle schedule editing tool Certificates of insurance request feature RISK CONTROL Facility safety assessments Certified Playground Safety Inspectors (CPSI) Risk management policy creation and consultation In person and web-based employee training – safety, liability, human resource, cyber security, and more Loss analysis Safety committee assistance and participation Up to 14 hours of approved CE-credits for law enforcement Hot topic workshops presented at various conferences across West Virginia For more than a decade, WVcorp has been a leader in creating innovative, member-centric solutions to the unique challenges faced by West Virginia’s public sector entities. As a pool participant, you can take advantage of WVcorp’s vast array of membership benefits. 5 Page | 18 of  WVcorp WORKERS' COMPENSATION Medical Bill Review provides savings across multiple medical provider networks to ensure cost effective treatment First Fill program so employees have no “out of pocket” for prescriptions CYBER RISK Comprehensive cyber risk coverage like no other West Virginia provider No deductible Optional limits up to $5,000,000 Designated breach coach guides legal guidance on cyber incidents Live and webinar based cyber security training available SERVICES Property valuations provided at no charge Investigations unit available for claim surveillance and analysis Tenant User Liability Insurance Program (TULIP) makes it simple to acquire short-term event coverage for facility users Contract and lease review to ensure adequate coverage requirements Safelite Auto Glass direct billing allows for quick and painless glass replacement; with a deductible waiver with glass repairs COVERAGE Guaranteed replacement cost on property coverage No annual aggregate on general liability coverage Pollution liability coverage for first party and third party clean up Optional increased crime coverage limits available Defense coverage for EEOC and HCR complaints included 6 Page | 19 of Contribution Summary Form Coverage - OPTION 1 Deductible Contribution Property: Special Form; Replacement Cost (or stated $50,000 $305,623 otherwise); No Coinsurance; Blanket Inland Marine: Replacement Cost if Scheduled, otherwise $50,000 $5,868 Actual Cash Value Equipment Breakdown $5,000 $33,060 General Liability: $1,000,000 Combined Single Limit; $250,000 $285,645 Occurrence Form; No Annual Aggregate; Non-Audited Law Enforcement Liability: $1,000,000 Limit $250,000 Included Public Officials Liability: $1,000,000 Limit Each Wrongful Act $250,000 $94,782 Automobile: $1,000,000 Liability for Owned Autos; Coverage $50,000- Comp Level per Schedule; Automatic Coverage for Additions; Non- $50,000-Collision $123,477 $250,000- Liability Audited Crime: Blanket $1,000,000 Faithful Performance; In/Out Robbery; Counterfeit; Forgery; Computer Fraud; Telephone $50,000 $5,000 Toll Fraud $100,000 sublimit Excess Liability: Refer to the proposal page for limit information. Underlying limits must be exhausted before excess None $162,298 liability is available for losses. Environmental Liability : $500,000 Limit $250,000 Included Cyber Risk: $5,000,000 Limit $50,000 $55,000 Workers' Compensation: $250,000 $452,113 Grand Total Annual Contribution $1,522,866 Total Contribution Due $1,522,866 STOP LOSS P&C $1,200,000 STOP LOSS WC $1,250,000 STOP LOSS LIMIT P&C $1,000,000 STOP LOSS LIMIT WC $1,000,000 • All TPA Services Included • WC Bill Review $7.50 Per Bill & 22% of PPO Savings • Nurse Case Management $90 Per Hour 8 Page | 20 of Contribution Summary Form Coverage - OPTION 2 Deductible Contribution Property: Special Form; Replacement Cost (or stated $50,000 $305,623 otherwise); No Coinsurance; Blanket Inland Marine: Replacement Cost if Scheduled, otherwise $50,000 $5,868 Actual Cash Value Equipment Breakdown $5,000 $33,060 General Liability: $1,000,000 Combined Single Limit; $300,000 $267,630 Occurrence Form; No Annual Aggregate; Non-Audited Law Enforcement Liability: $1,000,000 Limit $300,000 Included Public Officials Liability: $1,000,000 Limit Each Wrongful Act $300,000 $90,076 Automobile: $1,000,000 Liability for Owned Autos; Coverage $50,000- Comp Level per Schedule; Automatic Coverage for Additions; Non- $50,000- Collision $123,477 $300,000- Liability Audited Crime: Blanket $1,000,000 Faithful Performance; In/Out Robbery; Counterfeit; Forgery; Computer Fraud; Telephone $50,000 $5,000 Toll Fraud $100,000 sublimit Excess Liability: Refer to the proposal page for limit information. Underlying limits must be exhausted before excess None $162,298 liability is available for losses. Environmental Liability : $500,000 Limit $300,000 Included Cyber Risk: $5,000,000 Limit $50,000 $55,000 Workers' Compensation: $300,000 $412,623 Grand Total Annual Contribution $1,460,655 Total Contribution Due $1,460,655 STOP LOSS P&C $1,200,000 STOP LOSS WC $1,250,000 STOP LOSS LIMIT P&C $1,000,000 STOP LOSS LIMIT WC $1,000,000 • All TPA Services Included • WC Bill Review $7.50 Per Bill & 22% of PPO Savings • Nurse Case Management $90 Per Hour WVcorp Member Agreement assessment provision language located under section 15, paragraphs 3 and 4 is waived in the event this Option (2) is selected. 9 Page | 21 of  RESPONSE NEEDED - If electing option(s) below, please indicate on Coverage Intent Form form. Otherwise, coverage will be based upon current coverage as you do not wish to select proposed option(s) below. 2023 - 2024 Quote Options for City of Charleston OPTION 1 : Reduced Cyber Deductible Limit Deductible Additional Contribution $5,000,000 $25,000 $15,000 OPTION 2 : Auto Physical Damage Deductible Deductible Additional Contribution $25,000 $42,000 OPTION 3 : Auto Physical Damage Deductible Deductible Additional Contribution $5,000 $120,000 OPTION 4 : Property Deductible Deductible Additional Contribution $25,000 $45,000 Page | 22 of  Property WVCoRP provides members with the most extensive property coverage available. Property coverage is Special Form specifically drafted for public entities; all perils are covered except those specifically excluded. Buildings and Contents Total Building Values $ 449,436,151 Total Contents Values $ 10,408,549 Business Income / Extra Expense ($100,000 Automatic or as scheduled) $ 4,000,000 Coverage Includes: (no additional charge)* Back-up of Sewers & Drains: $1,000,000 Limit Debris Removal: $20,000,000 Pool Limit Pollutant Clean-up and Removal: $500,000 Pool Limit Newly Acquired Property: $10,000,000 Limit (up to 120 Days) When timely reported, covered until renewal at no additional charge if under $500,000 in value; additional charge for new values above $500,000 Property in Transit: $5,000,000 Pool Limit Utility Services Time Element: $2,000,000 Pool Limit Building Ordinance/Increased Cost of Construction/Demolition: up to $20,000,000 Pool Limit Earthquake, Volcanic Eruption, Landslide, and Mine Subsidence: up to $10,000,000 Pool Limit Flood (if outside the 100 year flood plain): up to $10,000,000 Pool Limit Architect & Engineering fees for plans, specifications, and supervision included upon replacement Error in Reporting Provision Improvements and Betterments to buildings leased by the member Signs, fences, light poles, antenna, masts, and towers; retaining walls are covered within 1,000 feet of the premises provided their values are included in the schedule *Does not apply to properties valued at Actual Cash Value (ACV) Coverage Available (Additional Charge): Builders’ Risk during building construction (Optional - must be reported) Perils Covered Special Form; specifically drafted for public entities; all perils are covered except those specifically excluded. Flood (if outside the 100 year flood plain) and Earthquake are included. 11 Page | 23 of  Valuation Building & Contents – Replacement Cost, except vacant property at Actual Cash Value or stated otherwise Business Income - Actual Loss Sustained Other Terms Blanket Limit No Coinsurance Vacant Buildings must be reported. If vacant building becomes occupied, please notify WVCoRP to ensure proper coverage is in place. Deductibles (Per Occurrence) $50,000 Building & Contents $50,000 Flood $50,000 Earthquake Definitions Replacement Cost (RC): The cost to repair, rebuild, or replace, at the same site, lost, damaged, or destroyed property, with other property of comparable size, material, and quality; or the applicable Limit of Coverage. Actual Cash Value (ACV): The cost to repair, rebuild, or replace lost or damaged property, at the time and place of the loss, with other property of comparable size, material and quality, less allowance for physical deterioration, depreciation, obsolescence, and depletion. Functional Replacement Cost: The cost of repairing or replacing damaged or stolen property with the same kind or quality; or comparable new property as of the time of loss; or applicable Limit of Coverage. Vacant: A building that does not contain adequate Covered Property to conduct customary business operations. 12 Page | 24 of  Inland Marine Inland Marine is property coverage for movable or specialized types of property and equipment. Electronic Data Processing (EDP) covers direct physical loss to member-owned computer equipment, phone systems, fax machines, printers, and copiers. Inland Marine Total Inland Marine Value (Per Schedule) $ 21,000,618 Computers / Electronic Data Processing (EDP) Hardware (Per Schedule) $ 1,000,000 Software (Per Schedule) Included Perils Covered Special Form; specifically drafted for public entities; all perils are covered, except those specifically excluded. Electronic Data Processing (EDP) includes electrical and mechanical breakdown. Valuation Inland Marine – Replacement Cost if scheduled, otherwise Actual Cash Value except: Electronic Data Processing (EDP) - Functional Replacement Cost, if scheduled at 100% replacement values - otherwise Actual Cash Value. Deductible $50,000 Definitions Replacement Cost (RC): The cost to repair, rebuild, or replace, at the same site, lost, damaged, or destroyed property, with other property of comparable size, material, and quality; or the applicable Limit of Coverage. Actual Cash Value (ACV): The cost to repair, rebuild, or replace lost or damaged property, at the time and place of the loss, with other property of comparable size, material and quality, less allowance for physical deterioration, depreciation, obsolescence, and depletion. Functional Replacement Cost: The cost of repairing or replacing damaged or stolen property with the same kind or quality; or comparable new property as of the time of loss; or applicable Limit of Coverage. 13 Page | 25 of Equipment Breakdown Equipment Breakdown is comprehensive coverage for direct damage to covered equipment. Examples of covered equipment include: air conditioning and refrigeration equipment, boilers and pressure vessels (air tanks, hot water tanks, cookers, furnaces), communication systems, and electrical equipment (compressors, fans, system motors). Coverage includes the expense of inspections and certification of boilers and air compressors as required by the Department of Labor and Industry Limits $50,000,000 Limit Per Breakdown; includes Property Damage, Business Income and Extra Expense, and Hazardous Substances $1,000,000 Newly Acquired Property (up to 90 Days) $1,000,000 Demolition (Coverage B) $1,000,000 Increased Cost of Construction (Coverage C) $1,000,000 Service Interruption $250,000 Spoilage Damage $100,000 Electronic Data or Media Damage Covered Events Property losses ranging from air conditioning equipment and HVAC systems to electrical equipment, including system motors, compressors, refrigeration equipment, fans, switchboards, coils, pipes and air conditioning vessels. Deductibles 24 Hours Business Income Loss $5,000 Per Occurrence 14 Page | 26 of  General Liability WVcorp general liability coverage provides the broadest protection for public entities in West Virginia. WVcorp coverage provides protection from claims or suits for personal injury or property damage. Excess limits available Basis of Contribution Net Operating Expense $ 64,919,237 Limits $1,000,000 Combined Single Limit for Bodily Injury and Property Damage - Each Occurrence No Annual Aggregate Additional Coverages Failure to Supply (No Sublimit) Sidetrack Agreements including Railroads Contractual Liability for Covered Contracts Personal Injury and Advertising Liability Broad Form Property Damage Liability Incidental Medical Malpractice Limited Worldwide Liability Owned Watercraft under 51 feet Products/Completed Operations Punitive Damages Covered in Most Cases Employee Benefits Liability Deductible $300,000 Per Occurence 15 Page | 27 of  Cyber Risk WVcorp members are covered for online privacy matters (including identity theft), losses due to network security breaches (including hacking and viruses), copyright infringement, and online slander or libel, among other issues. Increased limits available Limits $5,000,000 Per Occurrence and Aggregate - Per Member 16 Page | 28 of  Coverages Network Security, Privacy, and Data Breach Liability Liability for unauthorized access to the computer network, including personal identifying information such as social security numbers, credit card numbers, etc. Liability for transmission of a computer virus Multimedia Liability Copyright/trademark infringement, invasion of privacy, plagiarism, libel and slander through website or social media Regulatory Liability Liability, including defense costs, resulting from a claim by an official regulatory agency or governmental body as a result of a security breach or privacy breach or breach of privacy regulations Includes civil and/or administrative penalties or fines imposed by an official regulatory agency or governmental body Data Breach Incident Response Expenses paid to third party service providers arising from a data breach for legal services, notification expenses, fraud monitoring and resolution services, call center services, public relations services, and computer forensic services. Data Restoration Costs to restore, compile or replace data Reasonable and necessary costs and expenses to determine scope of breach Costs paid to restore, compile or replace data to a third party as a result of a network security breach or cyber extortion event Cyber Extortion Reimbursement of reasonable costs and expenses resulting from request for money to avoid damage, destruction, corruption or introduction of a computer virus, a malicious code or denial of service Social Engineering Fraud Covers financial loss relating to a social engineering event whereby an employee is instructed to move funds to another bank fraudulently PCI DSS Fines Covers PCI contractual costs and regulatory fines following a security or privacy event Deductible $50,000 Per Occurrence 17 Page | 29 of Environmental Liability WVcorp provides members with liability protection for first and third party environmental liabilities. Coverage for third party cleanup involving above ground pollution exposures is included. Limits $500,000 Each Incident and Aggregate - Per Member $1,000,000 Pool Aggregate Coverages Third Party Clean-up for above ground pollution exposures, such as: Water & Sewer Operations Transfer Stations Spraying of Pesticides and Herbicides Golf Courses Above Ground Storage Tanks Exclusions * Underground Storage Tanks Landfills * WVcorp will place coverage for these excluded exposures through a commercial carrier, if requested. Deductible $300,000 Per Occurrence 18 Page | 30 of  Law Enforcement Liability WVcorp Law Enforcement Liability provides protection from allegations arising from law enforcement operations. Limit $1,000,000 Personal Injury, Property Damage, or Wrongful Act – Per Occurrence Coverages Follows Coverage Contract for Liability Coverage Additional Coverages Bodily Injury/Property Damage with respects to Law Enforcement operations Personal Injury Liability Broad Form Property Damage Liability Limited Worldwide Liability Owned Watercraft under 51 feet Volunteers included as covered persons (volunteer fire & rescue are excluded) Contractual Liability for covered contracts Deductible $300,000 Per Occurence 19 Page | 31 of  Public Officials Liability Public Officials Liability provides protection against allegations of wrongful acts, such as sexual harassment and employment practices. Defense costs are provided for certain excluded coverages Prior Acts Coverage included if prior coverage was written on claims-made basis. Limits $1,000,000 Each Wrongful Act $1,000,000 Annual Aggregate Policy Form Occurrence Coverages Employment Practices Sexual Harassment Notary Public applicable for all current employees while acting within the course and scope of their notarial duties of the Member Defense cost in addition to coverage limits Additional Provisions Claims handled when filed, not only if a lawsuit is filed $100,000 Defense Limit provided for the following excluded coverages: Employment Wrongful Acts, when no monetary damages requested Land Use/Eminent Domain (subject to $25,000 Deductible) Suits for non-monetary relief brought to remove an elected official pursuant to WV Code §6-6- 7 (subject to $25,000 Deductible) $50,000 Defense Reimbursement Limit provided for the following excluded coverages: Criminal Acts (subject to a $10,000 Deductible); see contract language for specific terms and conditions Deductible $300,000 Per Occurence 20 Page | 32 of  Automobile Liability and Physical Damage WVcorp coverage includes hired and non-owned vehicles Automatic coverage for newly acquired vehicles at no additional charge until renewal. Excess limits available. Basis of Contribution Number of Vehicles 435 Liability Limits $1,000,000 Hired Auto Bodily Injury & Property Damage Liability $1,000,000 Liability Limit For Owned and Hired Autos - Bodily Injury and Property Damage - Each Occurrence $1,000,000 Non-Owned Auto Liability (excess over any other collectible insurance) $25,000 Per Person/$50,000 Per Accident/$25,000 Property Damage Uninsured Motorists / RejectedUnderinsured $1,000,000 Garage Liability/$100,000 Garagekeepers No Annual Aggregate Additional Coverages Out of State No Fault Coverage provided at the basic minimum limits required by state law Newly acquired vehicles covered until renewal at no additional charge Unlimited Physical Damage for all owned vehicles; deductible will apply Replacement cost coverage can be provided on any vehicle with a replacement cost value in excess of $50,000 Must be reported at 100% of replacement cost value Additional charge will apply Physical Damage Deductibles $50,000 Comprehensive (ACV) $50,000 Collision (ACV) $250 Physical Damage to Hired or Borrowed Autos (up to $50,000) Definitions Replacement Cost (RC): The Fund will pay the lesser of: (a) the cost of repairing damaged property or replacing damaged or stolen property with the same kind or quality; (b) the cost to replace the damaged or stolen property with comparable new property as of the time of loss; or (c) the Limit of Coverage applicable to the lost, damaged or stolen Covered Auto. Actual Cash Value (ACV): The cost to repair, rebuild, or replace lost or damaged property, at the time and place of the loss, with other property of comparable size, material and quality, less allowance for physical deterioration, depreciation, obsolescence, and depletion. Please provide values for all vehicles you wish to have this coverage applied to effective 07/01/2022 21 Page | 33 of  Crime Coverage Crime provides protection from loss of money and securities, as well as, forgery and fraud. State-required faithful performance bonds for covered persons are included. Coverage is for covered crimes committed by employees, board members, commission members and volunteers. Limits $1,000,000 Per Occurrence $100,000 Telephone Toll Fraud Coverage Forms Employee Theft Employee Dishonesty (Faithful Performance Form) Loss Inside and Outside the Premises Money Orders and Counterfeit Paper Currency Depositors Forgery Coverage Computer Fraud Funds Transfer Fraud Public Officials Required Bond Meets maximum listed Bond value for all public officials as outlined by West VA Code §6-2-10, §6-2- 10A, and §6-2-11 Deductible $50,000 Per Occurrence 22 Page | 34 of Excess Liability Excess liability provides additional limits over and above the underlying limits for those coverages for which excess limits are purchased. Underlying limits must be exhausted before excess liability is available for losses. Limits Excess Automobile Liability $4,000,000 Limit $0 Excess Liability Aggregate Excess General Liability $4,000,000 Limit $0 Excess Liability Aggregate Excess Law Enforcement Liability $4,000,000 Limit $0 Annual Aggregate Excess Public Officials Liability $4,000,000 Limit $4,000,000 Annual Aggregate *Does not include Non-Owned Automobile Liability, Garage Liability, and Uninsured/Underinsured Motorists Coverage 23 Page | 35 of  Workers’ Compensation WVcorp provides the most affordable and responsive Workers’ Compensation coverage available. WVcorp provides leading medical bill review and case management services to ensure cost effective treatment and return to work for injured employees. Online claim reporting capability through our WVcorp member website. Coverages Workers’ compensation coverage is provided in accordance with and limited to guidelines established by the Offices of the West Virginia Insurance Commissioner and Employers Liability. Employers’ Liability Bodily Injury by Accident $1,000,000 Bodily Injury by Disease (Per Person) $1,000,000 Bodily Injury by Disease (Per Accident) $1,000,000 Rate Classification Group Code Payroll (Per $100 Contribution Payroll) Landscape Gardening 0042 $783,820 $5.38 $42,169.52 & Drivers Street Construction & 5506 $2,072,435 $8.21 $170,146.91 Drivers Firefighters & Drivers 7710 $10,881,145 $2.32 $252,442.56 Police Officers & 7720 $11,289,869 $3.02 $340,954.04 Drivers Auto Service or Repair 8380 $792,512 $1.60 $12,680.19 Clerical 8810 $7,630,757 $0.15 $11,446.14 Attorney - All 8820 $408,645 $0.10 $408.65 Employees Building Operated by 9015 $473,012 $2.39 $11,304.99 Owner Park NOC - All 9102 $1,225,990 $1.98 $24,274.60 Cemetary & Drivers 9220 $150,554 $3.57 $5,374.78 Garbage Collection & 9403 $2,012,552 $6.75 $135,847.26 Drivers Municipal Employees 9410 $2,696,679 $2.30 $62,023.62 NOC Municipal Social 9411 $277,351 $1.98 $5,491.55 Workers Total Payroll: $40,695,321 Page | 36 of Manual Contribution $1,074,564.80 Experience Modification 1.00 Modified Contribution $1,074,564.80 Scheduled Debit/Credit ($682,348.65) Regulatory Surcharge 1.05 Total Estimated Annual Contribution $412,623 Workers’ Compensation Coverage is available only if Property & Casualty coverage is in place through WVcorp. The classifications and codes shown are established by the National Council on Compensation Insurance (NCCI) and are the same as those used by insurance companies in West Virginia. Rates have been filed with the State Corporation Commission and are subject to approval. Workers’ Compensation Coverage Contribution is payable in equal quarterly installments. Subject to Audit and Annual Adjustment Page | 37 of  WITH OUR MULTITUDE OF COVERAGES, YOU ARE TRULY PROTECTED Local Government Coverages We diligently listen to our members to provide a growing number of coverages in-house, including those below: • Property - Written specifically for West Virginia local governments under a “special form,” meaning all perils are covered unless specifically excluded • Inland Marine - Covers trailers, boats, and other movable and specialized property, as well as miscellaneous equipment • Boiler & Machinery - Covers a wide range of equipment such as air conditioning and refrigeration, boilers, and pressure vessels • Crime - Covers crimes committed by employees and volunteers, including losses of money and securities, failure to faithfully perform duties, forgery, and computer fraud • Auto - Covers all vehicles you own, as well as hired and rented vehicles for member business • General Liability - Provides the broadest protection and defense for public entities against allegations of bodily injury or property damage • Public Officials Liability - Provides coverage and defense against allegations of wrongful acts, such as sexual harassment, employment practices, petition for removal, and criminal defense reimbursement • Law Enforcement Liability - Protection and defense from allegations against your officers and their actions • Environmental Liability - Provides members liability protection, including defense, arising from an environmental incident of discharge or release of pollutants • Cyber - Provides coverage due to network security breaches that may include hacking, malware, viruses, and online privacy matters like identity theft • Workers’ Compensation - Provides the most affordable and responsive workers’ compensation program available • Excess/Increased Limits - All coverages can be customized with increased limits beyond what is standard 31 Page | 38 of WVcorp is right for local government. You have been entrusted with the power and responsibility to govern your communities, so why shouldn’t you have more control over the coverage decisions that matter most when it comes to safeguarding your peace of mind? With WVcorp, you are an owner of the program and its assets, and you have a voice in guiding the direction of the risk pool. WVcorp is governed by a Supervisory Board elected from and by our membership. Why do so many local government entities trust WVcorp with their coverage needs? • Former local government officials on staff • Endorsed by WVACo, CCAWV, and WVML • Only self-insurance risk pool for local government entities in West Virginia • Only comprehensive cyber liability coverage program available in West Virginia • Customizable training available at no additional charge We truly understand you. WVcorp was founded upon the vision of providing the best coverages possible for local government while maintaining price stability and transparency. The fact that today WVcorp has been so successful is a testament to our unwavering commitment to those founding principles. Because we work exclusively with local government members of all sizes, we are able to tailor our coverages specifically to your unique needs and quickly respond to new coverage challenges that emerge. WVcorp was the first to offer comprehensive programs for cyber liability, environmental liability, and active shooter coverage, among others, and we are constantly analyzing the regulatory environment for new ways to innovate. We are committed to stability. While the insurance industry as a whole has experienced considerable volatility and regular rate increases, the pool has enjoyed remarkable rate stability year after year. Not only that, but we bring you our rates without gimmicks or games. Although our policy period beings on July 1 each year, you can expect to receive your renewal quote in mid-March, giving you ample time to prepare your budget accordingly. We empower our members to run their own loss reports at the click of a button on our website without having to request that information through an agent. Because we are on the same team when it comes to your protection, we openly share every bit of information that we have for each of your claims. With our online claim viewer, we bring you behind the curtain and give you the same access to financials and notes that our adjusters have themselves. For more information about this program, please contact the following: info@riskprograms.com 32 Page | 39 of  PROTECTING MEMBERS IN THE EVER-CHANGING TECHNOLOGY FIELD Cyber Risk Coverage Protect your organization from the latest online threats. WVcorp gives members peace of mind by providing liability coverage for digital breach of information. In the rapidly-evolving landscape of the technology world, new threats are always around the corner. WVcorp’s CyberRisk coverage provides protection from the latest threats and liability concerns. We want members to feel safe when accessing the Internet, which is vital for work life as well as using digital information and equipment when conducting public business. Cyber claim frequency has escalated: • According to the FBI, instances of Cybercrime have jumped as much as 300% since the beginning of the coronavirus pandemic • The Bureau’s Internet Crime Complaint Center (IC3) says it receives between 3,000 and 4,000 cyber security complaints every day, up from around 1,000 complaints per day • Attacks against public entities have intensified (SolarWinds) • $1,500,000 Ransomware event • $700,000 Social Engineering event 33 Page | 40 of Our Solution Our coverage includes: • Network and Information Security Liability • Communication and Media Liability • For unauthorized access to or breaches of personal identifying information • Transmission of a computer virus • Copyright and trademark infringement, plagiarism, libel, and slander online • Regulatory Defense Expenses • For any claims by a governmental agency resulting from liability related to network security lapse or breach • Crisis Management and Security Breach Notification Expenses • Coverage for public relations services as a result of a network breach or communication fault • Expenses to determine the scope of the breach • Costs of notification of all affected parties as required by law WVcorp is the only local government self- insurance pool that provides: • Cyber liability coverage with zero deductible • Cyber Breach Attorney guidance on each claim • Claims handled by Specialists familiar with Cyber Security trends • Ransomware/Public Relations event response coverage, no sublimit • Social Engineering/Fraudulent Instruction event coverage, no sublimit • No pooled aggregate for purchase of $1,000,000 limit or greater • Increased coverage available up to $10,000,000 limit For more information about this program, please contact the following: info@riskprograms.com 34 Page | 41 of  A TRANSPARENT AND INTUITIVE WAY TO MANAGE YOUR RISK Online Member Portal Our portal makes it easy to file or review claims and so much more. We give you access to online tools to help you streamline and simplify your risk management efforts. We believe that interactions with your coverage provider should be easy and transparent. That is why we take you behind the curtain with our secure member portal. When you log in with your unique password, you have the following features available at your fingertips: • Homepage – The home page gives you a quick snapshot of your organization’s claims data without going too far into the weeds. You can see a broad overview of the status of current fiscal year claims, current claims by claim type, your financial data over the previous 5 years, and all open claims without ever leaving the home page. • Claim reporting tool – We strive to make reporting claims as simple and convenient as possible. With our claim reporting tool, you can fill out a form online to file a claim, and you’ll instantly receive a claim number to help you track your claim through our system. • Claim viewer – You have a right to your claims data. With our claim viewer, we give you access to all the information that we have on each of your losses. You can filter and search for specific claims in order to see the details and financial data associated with each individual claim. We even post our adjuster’s notes and correspondences to keep you apprised of any new developments. • Report generator – You have the ability to create, view, and export your own loss runs without ever having to contact us. You can customize your loss reports by selecting which lines of coverage you’d like to see, setting a date range, and choosing to view a summary or detailed report. • Site tools – We offer several online tools that allow you to view your vehicle, equipment, and property schedules, make edits to those schedules, or even request certificates of insurance without ever having to pick up the phone. • Risk control resources – This resource library contains relevant sample policy and procedure templates that can be customized to suit your needs. You will also find training webinars and corresponding presentation slides 35 that can be used to educate your staff. Page | 42 of  THERE’S ALWAYS RISK...THE IMPORTANCE IS ADDRESSING THE DEPTH OF IT Risk Control Services Our team helps identify and minimize the risks you encounter every day. While WVcorp is proud to offer the most comprehensive coverages available to protect your organization, we know that every claim can still be disruptive and shouldn’t be accepted as an inevitable part of operations. In addition to the financial burden, claims can cost you precious time, result in public embarrassment, or even alter the lives of the individuals involved. Fortunately, we’re here to help. Our solution Our Risk Control team is available to help you mitigate risk before it ever results in an incident. Our extensive experience in the operations of our members enables us to identify and address common exposures shared by all as well as those specific to your unique operations. Customized to your needs Our services are custom-tailored to meet the distinct needs of each member. We have an extensive array of member-specific programs, including those for: •Counties, Cities, Towns, and Villages •Law Enforcement •Authorities, including Water & Sewer 36 Page | 43 of Breadth of services Proactive risk control is the essence of pooling, so WVcorp offers a wide array of services to help members working control their risks. From employee training to policy consultation to physical property walkthroughs, our staff will work with you to help identify exposures that can impact your operations from a safety, liability, and property damage standpoint. Services offered through our Risk Control department include: • Organizational Risk Management Consultation – Educating member contacts about coverage, loss history, exposures, and strategies for reducing specific losses • Loss Analysis • Workers’ Compensation & Property and Casualty • Summary by Year • Summary by Claim Type • Departmental Summary • Open claims analysis • Detailed individual claim review • “Train the trainer” approach to promote internal safety programs • Safety Committee assistance – Supporting members in developing, operating, and leading safety committees • Employee training – Customized training sessions at member sites to address risk management needs • Topics include: • Safety and OSHA related training • Human Resources • Cyber Liability • Fleet Management • Law Enforcement specific training • In-person, live via video conferencing platform, and pre- recorded webinar formats available • Online archive of recorded training webinars • Safety Source – Online collection of over 1,000 safety videos available to stream instantaneously • Periodic pool-wide webinars on relevant risk management issues • On-site facility safety surveys • Comprehensive reviews of facility safety • Evaluation of work procedures, including job-safety analysis and ergonomics • Playground safety inspections with Certified Playground Safety Inspector (CPSI) • Fire and electrical hazard assessment • Policy Consultation – Assisting members with creation or review of formal, written safety programs, policies, and procedures • Archive of customizable templates available online For more information about this program, please contact the following: info@riskprograms.com 37 Page | 44 of  EQUIPPING AND EMPOWERING THOSE SWORN TO SERVE AND PROTECT Law Enforcement Training The selfless nature of our law enforcement personnel makes it necessary that they be trained to look out for their own wellbeing while also looking out for the safety of the citizenry. No matter how safe we attempt to make their jobs, law enforcement officers have an inherently dangerous profession, and they willingly accept those risks. However, we see an increasing number of preventable incidents that could have been avoided had appropriate training been in place. Our Solution WVcorp employs a Public Safety Specialist with a law enforcement background whose focus is solely our members’ law enforcement agencies. This specialist, along with other members of WVcorp’s Risk Control team, provides law enforcement training on several key areas, including: • Wellness and physical fitness to ensure optimal performance • Safety awareness, including pictures, news reports and videos of incidents from our vast claims experience • Injury and fatality statistical analysis, as well as accident trends based on claims reporting and other data 38 Page | 45 of • Scenario awareness through prior and pending litigation, where law enforcement is either plaintiff or defendant through our claims experience and national stories • State law changes that affect law enforcement, as well as policy review • Safety mindset and complacency, traffic-stop safety, arrest safety and safe transport of prisoners • Hands-on driving training, including driving simulator scenarios • Mental fitness to prevent and heal from PTSD and mental stress • Division of Justice and Community Services updates • Critical Incident Review - video, statements, and reports Submit training for credit. Along with these training opportunities, we also offer up to 14 hours of coursework that can be submitted to the state for credit: • Law Enforcement Defensive Driving – 2 hours • Law Enforcement Emergency Driving/Pursuit – 4 hours • Responsibilities • Policy Review • Sovereign Immunity • Driving Simulator – 2 hours • Law Enforcement Safety Attitudes – 2 hours • Safety attitude makes a difference • Making safety a core value • Recognizing unsafe attitudes • Emergency vehicle operations • Traffic stops • Making arrests • Transporting suspects • Safety away from work • • Below 100 - 4 hours • Wear your seatbelt • Wear your vest • Watch your speed • Complacency skills • WIN (What’s Important Now) For more information about this program, please contact the following: info@riskprograms.com 39 Page | 46 of  Resolution No. 769-23 Introduced in Council: Adopted by Council: February 21, 2023 Introduced by: Referred to: Joseph Jenkins Finance 1 Resolution No. 769-23 - Authorizing the Mayor or City Manager to purchase 41 sets of bunker 2 gear for the Fire Department from Red Hot Fire Equipment, for a unit cost of $2,349.00 each 3 and the total amount of $96,309.00 pursuant to a competitively sourced multi-state contract. 4 5 Be it Resolved by the Council of the City of Charleston, West Virginia: 6 7 That the Mayor or City Manager is authorized to enter into a contract with Red Hot Fire 8 Equipment in the amount of $96,309.00 for the purchase of 41 sets of bunker gear for the Fire 9 Department pursuant to a competitively sourced multi-state contract. Page | 47 of Page | 48 of Page | 49 of Page | 50 of Page | 51 of Page | 52 of Page | 53 of Page | 54 of Page | 55 of Page | 56 of Page | 57 of Page | 58 of Page | 59 of Page | 60 of Page | 61 of Page | 62 of Page | 63 of Page | 64 of Page | 65 of Page | 66 of Page | 67 of Page | 68 of Page | 69 of Page | 70 of Page | 71 of  Resolution No. 770-23 Introduced in Council: Adopted by Council: February 21, 2023 Introduced by: Referred to: Joseph Jenkins Finance 1 Resolution No. 770-23 - Authorizing the Mayor to execute the attached Termination of Lease 2 and Settlement Agreement between the City of Charleston and CRA Communications, LLC, 3 successor in interest to Charles Ryan Associates, LLC. 4 5 Whereas, Parties entered into a lease agreement dated November 7, 2011, which is attached 6 hereto as Exhibit B, pertaining to the use of office space located in Suite 301 of 601 Morris 7 Street, Charleston, WV; and 8 9 Whereas, the term of the lease was for fifteen (15) years, with an expiration date of December 10 31, 2027, with early termination options contained therein; and 11 12 Whereas, the Tenant has made timely payments under the terms of the lease and has 13 requested that the Landlord grant a termination of the lease at an end date of April 30, 2023, in 14 exchange for a one-time payment of $90,042.47 to buy out the remainder of the term of the 15 lease; and 16 17 Whereas, Tenant has agreed to vacate the premises on or before 11:59 p.m. on April 30, 2023, 18 and City has agreed to accept $90,042.47 as a buy out of the remainder of the term of the 19 Lease. 20 21 Be it Resolved by the Council of the City of Charleston, West Virginia: 22 23 That the Mayor is authorized to execute the attached Termination of Lease and Settlement 24 Agreement between the City of Charleston and CRA Communications, LLC, successor in interest 25 to Charles Ryan Associates, LLC. Page | 72 of  TERMINATION OF LEASE AND SETTLEMENT AGREEMENT This Termination of Lease and Settlement Agreement (hereinafter the “Agreement”) is entered into this ____ of February, 2023, by CRA COMMUNICATIONS, LLC, a West Virginia Limited Liability Company, and successor in interest to CHARLES RYAN ASSOCIATES, LLC, a Delaware Limited Liability Company (hereinafter “Tenant”) and the CITY OF CHARLESTON, WEST VIRGINIA, a municipal corporation (hereinafter “Landlord” or “City”). RECITALS WHEREAS, Tenant and Landlord entered into a lease agreement dated November 7, 2011, (hereinafter the “Lease”, which is attached hereto as Exhibit A and made a part hereof) pertaining to the use of office space located in Suite 301 of 601 Morris Street, Charleston, WV (hereinafter the “Premises”); and WHEREAS, the term of the Lease was for fifteen (15) years, with an expiration date of December 31, 2027, with early termination options contained therein; and WHEREAS, the Tenant has made timely payments under the terms of the Lease and has requested that the Landlord grant a termination of the lease at an end date of April 30, 2023, in exchange for a one-time payment of $90,042.47 to buy out the remainder of the term of the Lease; and WHEREAS, Tenant has agreed to vacate the Premises on or before 11:59 p.m. on April 30, 2023, and City has agreed to accept $90,042.47 as a buy out of the remainder of the term of the Lease. NOW THEREFORE, in consideration of the above recitals and the mutual benefits contained herein, and other valuable consideration, the receipt and sufficiency of which is hereby acknowledged, Tenant and Landlord hereby agree as follows: 1. FINAL PAYMENTS AND TERMINATION The Landlord acknowledges that the Tenant is in good standing on the Lease as of the execution date of this Agreement. The Tenant agrees that it will make its regularly scheduled rental payment under the terms of the Lease of $9,991.17 for the months of March and April 2023. The Landlord acknowledges that after the April 2023 payment is made, the amount remaining due on the Lease is $559,505.52 and the Landlord agrees to accept payment of $90,042.47 in exchange for early termination of the Lease and the other terms and conditions of this Agreement. The Tenant agrees to make the final buy out payment of $90,042.47 on or before April 30, 2023. Subject to the terms and conditions of this Agreement, the Lease is terminated effective at 11:59 p.m. on April 30, 2023. 1 Page | 73 of 2. YIELD OF PREMISES Tenant hereby agrees to vacate and peaceably surrender the Premises on or before 11:59 p.m., April 30, 2023. Tenant agrees that all alterations and improvements shall remain upon and become part of the Premises. Tenant agrees to leave the premises broom-cleaned and in good condition, excepting ordinary wear and tear. 3. SURVIVAL OF CERTAIN LEASE TERMS The Landlord and Tenant agree that Section 8 of the Lease regarding the indemnification of the Landlord, by the Tenant, for certain costs and expenses related to the Tenants use of the Premises, as specifically set forth in subsections a and b of Section 8 shall survive the termination of the Lease and continue to have full force and effect under the terms of this Agreement. In addition, all remaining terms of the Lease shall continue to govern the relationship between the Landlord and Tenant through April 30, 2023. 4. RELEASE OF LIABILITY Tenant does hereby release, acquit, and forever discharge Landlord from any and all claims, demands, actions, causes of action, and suits at law or equity arising from or related in any manner to the Lease or the Premises, including, but not limited to, the right of possession or use of the Premises after April 30, 2023, and the right to compensation or damages in any form whatsoever. Pursuant to the terms of this Agreement and following the final buy out payment, Landlord does hereby release, acquit, and forever discharge Tenant from any and all obligations under the Lease other than those set forth in the terms of this Agreement. 5. KNOWING AND VOLUNTARY AGREEMENT Landlord and Tenant are relying upon their own judgment and/or the judgment of their own legal counsel or other consultant in entering into this Agreement and have not relied upon or been induced to act by the statements or representations of the other party, including their employees, agents and attorneys, except as to the consideration and covenants herein described. The undersigned affirmatively state that they over the age of eighteen years, are fully competent and authorized to enter into this Agreement, and a r e otherwise under no incapacity which could affect their legal ability, capacity, authority or competency to enter into this Agreement. 5. GOVERNING LAW, CONSENT TO JURISDICTION AND VENUE This Agreement shall be deemed to be executed in The City of Charleston, State of West Virginia, and shall be governed by and construed in accordance with the laws of the State of West Virginia. The parties agree that any and all claims arising under this Agreement, or related thereto, shall be exclusively heard and determined either in the United States District Court for the Southern District of West Virginia or in the Circuit Court of Kanawha County, West Virginia. 2 Page | 74 of 6. ENTIRE AGREEMENT This Agreement constitutes the entire Agreement between Tenant and Landlord and supersedes all prior or contemporaneous communications, whether electronic, oral or written between the parties. IN WITNESS WHEREOF, The parties have caused this Agreement to be properly executed by persons or officers thereunto duly authorized. TENANT: CRA COMMUNICATIONS, LLC, a West Virginia Limited Liability Company, and successor in interest to CHARLES RYAN ASSOCIATES, LLC, a Delaware Limited Liability Company By: Susan Lavenski, CEO/Owner Date LANDLORD: CITY OF CHARLESTON By: Amy Shuler Goodwin, Mayor Date 3 Page | 75 of Page | 76 of Page | 77 of Page | 78 of Page | 79 of Page | 80 of Page | 81 of Page | 82 of Page | 83 of Page | 84 of Page | 85 of Page | 86 of Page | 87 of Page | 88 of Page | 89 of Page | 90 of Page | 91 of Page | 92 of Page | 93 of Page | 94 of Page | 95 of Page | 96 of Page | 97 of Page | 98 of Page | 99 of Page | 100 of Page | 101 of Page | 102 of Page | 103 of Page | 104 of Page | 105 of Page | 106 of Page | 107 of Page | 108 of Page | 109 of Page | 110 of Page | 111 of Page | 112 of  Resolution No. 771-23 Introduced in Council: Adopted by Council: February 21, 2023 Introduced by: Referred to: Joseph Jenkins Finance 1 Resolution No. 771-23 - Whereas, When Charleston’s City Hall was built in 1922, it was 2 designed to house all City operations. On opening day, City Hall had a fully-equipped fire 3 station, police station, municipal court, as well as all of the general administrative departments 4 of city government. Over time, Charleston’s population, budget, and service offerings changed, 5 resulting in a general expansion of government; 6 7 Whereas, City Hall continues to serve as the City’s primary police station, but the architecture 8 of the building, as well as its age, create substantial obstacles to efficient police operations. 9 While largely under one roof, the police department is physically segmented within the 10 building; 11 12 Whereas, The municipal courtroom and its access points are inconvenient to citizens and court 13 staff alike. Moreover, entry points have substantial ADA challenges. The Municipal Court Clerk’s 14 Office is housed on the first floor of City Hall’s main entrance, which is not where the 15 courtroom is located, straining operations during court proceedings; 16 17 Whereas, The administrative headquarters for the Charleston Fire Department is located within 18 an active fire station, Station No. 2. Having the headquarters located within a fire station is 19 often distracting to the conduct of administrative business of the department. Additionally, the 20 Charleston Fire Department routinely conducts intensive fire training, but the department is 21 currently without a permanent facility to conduct its training operations; and 22 23 Whereas, Both the police and fire departments maintain separate physical training (PT) facilities 24 and equipment, located in different parts of the city. The City’s Administration desires to create 25 a single PT facility for both police and fire employees; 26 27 Whereas, the City publicly advertised a request for Expressions of Interest for qualified 28 architecture and design firms to submit a proposal for evaluation by the City, and 29 30 Whereas, after a thorough and thoughtful review process, the proposal scoring committee 31 recommend that Silling Architects, with partner Architects Design Group, be selected to 32 perform the pre-design services related to the development of a new public safety center. 33 Page | 113 of 1 Be it Resolved by the Council of the City of Charleston, West Virginia: 2 That the Mayor or City Manager is authorized to enter into a contract with Silling Architects in 3 the amount of $242,000.00 for pre-design planning services related to a new public safety 4 facility for the Police Department, Fire Department administration, and Municipal Court 5 functions of the City. Services include spatial needs assessments, staffing studies, site analysis, 6 conceptual planning, community engagement, estimates of development budgets, and grant 7 identification according to the attached Exhibit A. Page | 114 of February 1, 2023 Jessica Wintz-Adams City of Charleston Assistant to City Manager 501 Virginia Street East Charleston, WV 15301 RE: City of Charleston Public Safety Facility Proposal for Pre-Design Planning Services The Silling Architects + Architects Design Group is pleased to provide you with this proposed outline of the scope of services to be provided in the requested pre-design planning study for the city’s public safety center needs. It is our understanding the public safety facility will include all police operations, municipal court and related clerk functions, and fire department administration. Phase One - PRE-DESIGN SERVICES: Task 1-A: Detailed Spatial Needs Assessment Silling + ADG will develop the building programs desired to be located on the new public safety center site. We will facilitate a Project Visioning meeting with an Executive Project Committee identified by the city to generally define the overarching mission and objectives of the Project. Additionally, our team will meet with each of the user groups to be included within the new facility utilizing a series of strategic planning sessions while also observing current facilities and operations. The Program will include a detailed list of all spatial and operational requirements. The new Program will be responsive to current operational issues, staffing demands, as well as future growth demands and will identify requirements including square footage, adjacencies, performance, and various equipment and furnishing needs. The Program will also include a preliminary technology review including the security access control and CCTV systems, audio-visual needs, and the coordination of the data distribution network with the City’s Information Technology Department representatives. Executive Project Committee and end user meetings will be conducted on-site while technology assessment services can be conducted virtually. After initial departmental interviews are conducted and specific needs and desires are documented, our team will conduct a progress meeting with the Executive Project Committee to confirm direction and build consensus prior to moving on to Task 1-B. Task 1-B: Staffing Study Silling + ADG will perform an analysis of the staffing needs of the department and develop a report that examines the police department’s current roster and organization chart while taking into account its fleet and other apparatus, special units and services provided to the community. This report examines external data such as population as well as future population changes, with particular emphasis on these factors’ effect to the provision of public safety services. Other issues such as growth and changes in neighboring communities will also be examined as they will also affect personnel in the department. Page 1 of 5 Page | 115 of Particular attention will be paid to those areas of greatest impact within the department – namely patrol, criminal investigations, evidence processing, storage and retrieval as well as call-taking and dispatch. Our team will utilize proprietary algorithms that provide a deep analysis of these key areas. The study effort will result in data-driven recommendations for staffing of each department relative to the services provided to project personnel requirements that align with community need. The final report matrix will include a line-item chart of staffing in every personnel position within the department, demonstrates how personnel changes will or should occur in current, five, ten- and twenty-year intervals. Task 1-C: Site Analysis & Selection _____________ Our team will work with the Executive Project Committee to identify up to five possible sites for initial evaluation, which will include general suitability of land area, land use/identity, general vehicular and pedestrian connectivity, ownership, and probable feasibility of acquisition. Upon the initial evaluation and discussion with the city, our team will identify up to three sites to advance into more detailed analysis which will include gathering information from readily available sources such as GIS information, tax maps, utility information from the providers, zoning and land use information, and aerial imagery, while land surveying and geotechnical investigation is not included. Silling + ADG will analyze up to three sites and develop a site selection matrix scoring the critical site characteristics affecting the suitability for a new public safety facility. During the conclusion of this task, our team will provide a draft report detailing the site candidates in order for the City to make an informed decision on which site(s) may work best for the proposed project. Task 1-D: Conceptual Site Planning & Architectural Master Plan Silling + ADG will develop conceptual site planning for up to two of the most qualified sites. All known building and site amenity features will be identified in consideration of the long-term build-out of the public safety center with the understanding that the City may elect to implement a phased development approach contingent upon funding availability. If needed, the phased approach will be reflected in the master planning concepts. Conceptual site planning considerations will include:  Study of site’s general constructability relative to site grading, utility infrastructure, and support of the building, parking, and other site amenity requirements. Project constraints affecting these aspects of the site will be limited to those reasonably found through available site information collected, zoning research, known jurisdictional requirements, and visual observation.  Study of site’s opportunities for future expansion.  Coordination with transportation agencies to identify design requirements for potential vehicular access.  Development of site plans that conceptually diagram: Grading strategy, flood plain considerations, and storm water management requirements Vehicular entry, circulation, and parking layout Building footprint(s) and setbacks Site security barrier locations Utility infrastructure concept Potential future building and/or site improvement concepts Task 1-E: Conceptual Building Design______________________ Having analyzed up to three sites and studied up to two at the conceptual site master planning level, a final site will be identified by the city and design team for the development of a building concept, incorporating the information developed in Tasks 1-A through 1-C. This effort will include the development of operational adjacency diagrams, architectural and engineering narratives of anticipated construction methods, material Page | 116 of selections, and building systems selections, all of which will be presented to and reviewed and approved by the city. The building space planning will move into conceptual massing and exterior elevation studies to generally depict the architectural character of the potential project on the preferred site. The deliverables of this and the preceding tasks will be instrumental to inform the estimate of probable development costs for the city’s budgeting purposes. Task 1-F: Community Engagement_________________________ Concurrent with Tasks 1-C and 1-D, Silling + ADG will work with the city to develop a community engagement campaign at the onset of the project geared toward the inclusion of diverse stakeholders, education of project purpose, and consensus support of project need. Based on our team’s experience with public safety projects in similar communities, we envision two separate “Town Hall” meetings. We will coordinate with the city’s Public Information Office to invite local community members and groups to attend an information session to understand the unique needs and characteristics of public safety facilities and garner feedback. Additional community engagement meetings, if deemed necessary by the city, may be added to these efforts as an additional service. Task 1-G: Estimate of Probable Development Costs A budget estimate will be prepared based upon the conceptual site and building master plan and descriptive narratives produced by each discipline including architecture, interior design, civil, structural, mechanical, electrical, plumbing, fire protection, and technology. Site and building construction costs will be estimated based on the conceptual level of development and informed by historic data relative to the building typology, anticipated construction type, and recent regional market conditions. It is understood that our team cannot guarantee actual material and labor costs at the time of Project delivery, nor predict various unforeseen conditions related to site development or building construction. Total estimates for project development will include:  Site Grading, Paving, Lighting, Barriers, Hardscape and Landscape, and Stormwater Management Budget  Utility Infrastructure Development Budget  Building Construction Budget  Furniture, Fixture, and Equipment Budget  Building Technology and Security Budget  Professional Design Fees Budget  Owner Administrative Costs Budget for Permitting, Commissioning, Construction Testing, and Various Reimbursable Expenses  Appropriate Contingencies for the Design, Bidding, and Construction Phases Task 1-H: Grant Identification Assistance______ The Center for Public Safety, Inc. (CPS), a subsidiary of team member ADG, follows federal, state and private grant and funding opportunities. Specifically, CPS tracks 32 federal grant opportunities through different parts of the year from announcement through the NOFO (Notice of Funding Opportunity) to schedule closing. In addition, CPS follows US Senate and US House bills as well as resolutions that may benefit our public safety clients. Our team with work with the Charleston Finance Department to make a determination of your need or needs to match against funding sources, noting the very specific, relative criteria of local agencies as they align with funding source requirements. We will advise the City of potential funding sources that align with the project mission and agency criteria, including general information related to application schedules and content. Grant Page | 117 of writing and administration of the application process is not provided by Silling + ADG and must be provided by the City for the ultimate pursuit of grant funds. Phase One Schedule______________________________________________________________________ The Architect anticipates the timeframe to complete the Phase One work defined in this proposal to be approximately 180 days from the City Council’s execution of the Agreement, dependent upon the city’s availability to participate in programming meetings and duration of city review periods for various tasks. Phase One Deliverables____________________________________________________________________ Deliverables for the Phase One Services will include:  Architectural Space Program of Requirements  Staffing Study Report  Site Selection Matrix considering up to three sites  Conceptual Site Plan indicating proposed developments and future opportunities for up to two sites  Conceptual Building Design Space Plan and Massing/Character Imagery developed for the most compelling site  Architectural and Engineering Narratives for the proposed development  Narrative description of the Community Engagement exercise and outcomes  Estimate of Probable Development Costs  Narrative description of Grant Funding opportunities and related application and deadline requirements Phase One Compensation__________________________________________________________________ Lump Sum Fee of Two Hundred Forty-Two Thousand Dollars ($242,000.00). Services will be invoiced monthly based on progress and percentage of tasks completed. Lump sum fees associated with each task are as follows: Task 1-A: Detailed Spatial Needs Assessment $47,000.00 Task 1-B: Staffing Study $18,000.00 Task 1-C: Site Analysis & Selection $38,000.00 Task 1-D: Conceptual Site Planning and Architectural Master Plan $45,000.00 Task 1-E: Conceptual Building Design $60,000.00 Task 1-F: Community Engagement $15,000.00 Task 1-G: Estimate of Probable Development Costs $9,000.00 Task 1-H: Grant Identification Assistance $10,000.00 Reimbursable Expenses___________________________________________________________________ Reimbursable expenses are in addition to compensation for Tasks 1-A through 1-H and include expenses incurred by Silling, ADG, and their consultants directly related to the services provided under this agreement, as follows: • Transportation and authorized out-of-town travel and subsistence • Printing and reproductions required for owner review, community engagement events, and record deliverables Page | 118 of For reimbursable expenses the compensation shall be the expenses incurred by Silling and their consultants plus ten percent (10%) of the expenses incurred. Additional Services_______________________________________________________________________ Silling + ADG will provide additional architectural / engineering services not described in this document for this project when authorized in writing by the city specifically for each service and fee required. OWNER: ARCHITECT: City Council, City of Charleston, WV Silling Associates, Inc. By_____________________________________ By______________________________________ Title Jody S. Driggs, Principal END OF DOCUMENT Page | 119 of  Expression of Interest PUBLIC SAFETY CENTER FEASIBILITY STUDY City of Charleston, West Virginia 11/4/2022 Page | 120 of Orlando Police Department Headquarters Architects Design Group Page | 121 of Page | 122 of November 4, 2022 City of Charleston Jonathan Storage, City Manager 501 Virginia Street East, Room 101 Charleston, WV 25301 RE: Expression of Interest Public Safety Center Feasibility Study Mr. Storage, The team of Silling Architects + Architects Design Group is very excited about the opportunity of your project and extremely interested in working with you to learn more about your goals and vision for the City of Charleston’s Public Safety Center Feasibility Study. Our unified team offers the very best in local project management and public safety service, coupled with five decades of national leadership in public safety planning and design. Ours is a team founded in like-minded design professionals committed to principal leadership, client care, and the development of architectural solutions that are both pragmatic and rooted in a deep understanding of place and community. Silling, a well-known and trusted architectural practice established in downtown Charleston 120 years ago will be your local Architect of Record and Overall Project Executive. We have a vested interest in ensuring the Feasibility Study exceeds every expectation from the City of Charleston, public safety leadership, and the greater Charleston community. While Silling has evolved into a national leader in courts and judicial facilities over the last 20 years, our firm has also designed a number of local and regional law enforcement, public safety, and emergency response projects including the award-winning Martinsburg Police Department and Municipal Court, Raleigh County Sheriff’s Department, Marshall County Public Safety Building, Putnam County Sheriff’s Department, and Randolph County 911/OEM Center, among others. Under this contract, Silling will provide executive leadership, local project management, architectural planning and design support, and municipal court planning for your exciting project. We have teamed with nationally-recognized public safety design expert Architects Design Group (ADG). ADG has planned over 350 public safety facilities in the U.S., and specializes solely in the design of public safety, law enforcement, fire-rescue, EOC / 911, and public safety training facilities. They bring a deep understanding of the unique requirements of this project type and how they should be designed in order to provide maximum efficiency, security, and functionality. Notably, two ADG staff members served on the International Association of Chiefs of Police (IACP) committee to create the design standards for police and public safety training facilities, and speak yearly at the Station Design Conference. ADG has won several awards for their facilities, and are regarded as a top national public safety firm. We consider our two firms as “one studio” in this endeavor and will work side-by-side from project start to completion. The Silling + ADG team has developed an engaging and collaborative process that is highly inclusive and leaves participants excited about the possibilities for their public safety and justice facilities through the input they have contributed. This approach is also the foundation for identifying the specific needs of your Public Safety Center leading to planning and design solutions that speak to what is important and unique about the City of Charleston Page | 123 of and its community. Additionally, ADG has facilitated hundreds of community input sessions, public meetings, and charrette sessions to build support for public safety projects across the country. For your project we propose a team of architectural and engineering design professionals who share a unique history of project collaboration and service within the state of West Virginia and beyond. This team includes the following partners:  Silling Architects – Architect of Record and Municipal Court Planning  Architects Design Group (ADG) – Public Safety Design Architect and In-House Project Financial Analysis Consulting  TLC Engineering Solutions (TLC) – Security, AV, and Technology Consulting  Scheeser Buckley Mayfield (SBM) – Mechanical, Electrical, Plumbing, and Fire Protection Engineering  SMBH – Structural Engineering  Terradon Corporation – Civil and Environmental Engineering  A. Morton Thomas & Associates (AMT) – Traffic Engineering Our team’s primary mission for this project is to guide the City through the planning and design process to deliver a useful, public safety facility planning study that realizes your vision and meets all project goals. We believe the combination of our team’s experience with state-of-the-art combined public safety facilities makes us uniquely qualified to work with you on this important project. Thank you for reviewing this proposal and we hope to have the opportunity to meet in person to discuss this project in greater detail. We would be honored to bring the very expertise that has positioned the Silling + ADG Team as national thought leaders for these types of facilities to our own home town of Charleston, West Virginia. Respectfully Submitted, Jody S. Driggs, AIA, NCARB Ian Reeves, AIA, IALEP Principal Principal Silling Architects Architects Design Group jdriggs@silling.com ianr@adgusa.org Page | 124 of TABLE OF CONTENTS TAB 1 The Silling + ADG Collaboration PDF pages 8-9 Firm Histories 10-11 Our Subconsultant Team 12 Relevant Project Experience 14-55 TAB 2 Overall Capabilities 56-57 Organizational Chart 58 Team Resumes 59-69 Current Workload 70 TAB 3 Our Planning Approach + Process 72-79 TAB 4 Other Required EOI Items 80-97 Page | 125 of The notions of Accessibility and Transparency are often design drivers for both space planning organization as well as architectural character development, and these are extremely applicable concepts for successful law enforcement facility designs. Because of the incredible workload of law enforcement and the urgency of its daily mission, notions of Efficiency and Responsiveness shape our design approach for facility operations. Page | 126 of Tab 1 The Silling + ADG Collaboration Firm Profiles Our Subconsultant Team Relevant Project Experience Page | 127 of City of Charleston, West Virginia PUBLIC SAFETY CENTER FEASIBILITY STUDY STATEMENT OF THE FIRM’S HISTORY & EXPERIENCE THE SILLING + ADG COLLABORATION To maximize the success of the Feasibility Study and to best explore the opportunities for a modern, state-of-the- art Charleston Public Safety Center takes collaboration. Strategically, and with a tremendous desire to see our clients receive the very best service, Silling Architects has pioneered the notion of design collaboration in the West Virginia design service marketplace. In the ever-growing world of specialization, as well as the global ability of professionals to capitalize on technology and communication tools to serve infinite geographic spheres, we have recognized the great value of including some of the nation’s most talented and renowned architects on our teams – and our clients have been the benefactors of unparalleled design and service. We believe that nationally-recognized firms can bring expertise to projects with specialized design components, and coupled with a local design professional’s knowledge of the local conditions and processes, the highest level of planning and design can be achieved. We have worked in various teaming capacities in recent years with a number of national design firms of the highest quality, including commissions for the “re-imagined” Kanawha County Public Library, the new Anthony Correctional Center serving the WV Division of Corrections, Bible Center Church’s Southridge Campus, Mount Olive Correctional Complex, and the design of the Chesapeake Energy Eastern Regional Headquarters and for all of Chesapeake’s operations facilities throughout KY, OH, WV and PA. Interestingly, our recent success in courthouse design has vaulted us into a position of national design expertise and we have served as the lead Design Architect teamed with solid local architects in multiple states, giving us a unique perspective from both sides of the collaborative table. What we’ve learned, and perfected, is the notion of a highly- Department requires the involvement of a planning and defined matrix of team responsibilities and a clear consensus design consultant uniquely equipped for this building of roles and communication protocols to ensure a seamless typology. Through the numerous collaborations we have and thorough execution of the study/project intent, and entered, we have come to understand that partnership among that regardless of the specific responsibilities, planning architects requires a shared philosophy of design and service, and design leaders are engaged in the process from the a commonality of design and management approach, and beginning to the end. Finally, through our collaboration with perhaps most importantly, a genuine appreciation and regard so many acclaimed design firms, we’ve been most humbled for the people behind the firms. and prideful that each sees our modest West Virginia firm as a reflection of themselves, sharing a similar passion for design We are confident that the architecture firm of Architects and service. Design Group is the RIGHT partner for Silling and the City of Charleston. While we truly believe Silling is an ideal fit as the Executive Architect for your Feasibility Study having planned and designed a number of local law enforcement facilities here in WV, we recognized very early that the most appropriate service to the City of Charleston and the Charleston Police Page | 128 of City of Charleston, West Virginia PUBLIC SAFETY CENTER FEASIBILITY STUDY Martinsburg Police Department & Municipal Court YEARS IN BUSINESS SILLING ARCHITECTS 120 years Established in 1902 in downtown Charleston, West Virginia, Silling Architects is an architectural firm specializing in justice facility planning and design for city and county governments LOCATIONS Charleston, WV throughout the Mid-Atlantic region and beyond. In the past decade our experience includes Orlando, FL over sixty Justice + Civic projects throughout ten states totaling over 3.4 million square feet with a combined construction value exceeding $932 million. EMPLOYEES 20 Beginning with the Mt. Olive Correctional Complex and the Putnam County Judicial Building EXPERTISE in the 1990s, Silling’s current firm principals and associates have developed a specialization Courthouses in the courts, law enforcement, correctional/detention, and public safety building facility Judicial Centers typologies. While all of these projects work together in the delivery of justice, we understand City Halls and appreciate their unique roles and the way in which they are perceived and engage with Law Enforcement Detention/Corrections the communities they serve. Of these justice-related services, law enforcement certainly is Public Safety most publicly connected and regularly interfaced. For that reason, we approach the planning Emergency Response of law enforcement centers founded on an intimate understanding of their urban context and community’s culture while balancing the critical issues of security, safety, and privacy. WEBSITE silling.com While our commitment to Justice + Civic facility work has grown over the past twenty years and become a primary focus of our practice, we have continued to invest in the technical and professional development of our staff seeking every opportunity to enhance our skills and knowledge base, as we constantly strive to perfect our craft and provide value to our clients. For more than a decade, we have been active members of the American Institute of Architects Academy of Architecture for Justice (AIA AAJ), a national and international network of architects devoted to promoting industry best practices and state-of-the-art justice facility design. Page | 129 of City of Charleston, West Virginia PUBLIC SAFETY CENTER FEASIBILITY STUDY Provo Public Safety and City Center YEARS IN BUSINESS ARCHITECTS DESIGN GROUP 50 Architects Design Group (ADG) is a national firm specializing in spatial needs assessments, programming, site selection / analysis, master planning, project budget analysis, design, LOCATIONS Winter Park, FL and construction administration services. Since being founded in 1971, the ADG team has Dallas, TX worked on over 350 public safety facilities across the United States. EMPLOYEES Over the years, ADG has narrowed its focus from a diversity of project types to a small 40+ number of areas of specialization. Our primary areas of expertise includes design services EXPERTISE for combined public safety, law enforcement, fire-rescue, EOC / 911, and public safety Law Enforcement training facilities. ADG’s projects reflect our knowledge of state-of-the-art trends in Fire/Rescue facility programming and design, as well as our ability to focus collective talents toward Public Safety innovative applications and cost effective techniques. EOC / 911 Dispatch Police & Fire Training Public Works ADG is proud to have earned numerous national, regional, and local awards that reflect our firm’s ability to solve complex design challenges, use the most innovative and cost IN-HOUSE SERVICES effective techniques, maximize space functionality, and achieve the highest level of Spatial Needs Assessments Master Planning overall quality. Over the past 50 years, we have received many honors and awards for Conceptual Design and Renderings design excellence and have won AIA, design, and technology awards for over 75 of our Project Budget Analysis and Planning public safety projects. Architectural Design Construction Administration Interior Design Grant Writing Assistance WEBSITE adgusa.org Page | 130 of City of Charleston, West Virginia PUBLIC SAFETY CENTER FEASIBILITY STUDY STATEMENT OF WHETHER SUBCONSULTANT WORK IS EXPECTED, AS WELL AS A BRIEF DESCRIPTION OF THE IDENTITIES OF AND SCOPE OF WORK FOR EACH CONTEMPLATED SUB-CONSULTING FIRM Silling Architects believes it is critically important to bring the highest levels of talent and experience to meet the City’s vision and objectives of the Public Safety Center Feasibility Study. It is our commitment that each person proposed to the City will be actively involved in leading and delivering this Study from its inception to its completion. We look forward to bringing this collaborative relationship to the project. TLC ENGINEERING SOLUTIONS Security & Technology Consultant TLC Engineering will provide all security, technology, and AV services needed for the new public safety facilities. TLC has provided design services for over 170 public safety facilities across the United States, including 80+ with ADG. They are well-adept at mission critical, survivable facilities that support multiple agencies by using the latest computer-aided design and testing tools to produce cutting-edge designs tailored to each client’s unique operation SCHEESER BUCKLEY MAYFIELD (SBM) TERRADON CORPORATION MEPT Engineering Civil/Site & Environmental Engineering SBM will provide mechanical, plumbing, electrical, fire Terradon provides a wide range of land development and civil protection, and telecommunications engineering services engineering services, and is particularly suited to serve the for the team, and has a long and proven track record for project given their years’ of successful experience serving public and private projects throughout West Virginia. Terradon excellent design service to our Justice + Civic clients provides a wide variety of engineering, environmental, throughout multiple states. SBM has been the MEP engineer surveying, and landscape architecture services utilizing cost of choice for Silling for nearly three decades serving a great effective design solutions and providing the highest level of multitude of projects totaling well over 4 million square feet service to our clients. of construction. Together, we provide a long and successful history of project collaboration and professional service A. MORTON THOMAS & ASSOCIATES that ensures a highly technical, yet seamless integration of Traffic Analysis & Engineering architecture and engineering design. For the past 67 years, A. Morton Thomas and Associates SMBH (AMT) has provided transportation and traffic engineering Structural Engineering services for contracts for federal, state, and local government agencies. An Engineering News-Record “Top 250 Design SMBH will provide structural engineering services for the Firm,” AMT has a staff of approximately 475 working from 21 team. Our firms have been collaborating on projects for over offices in the eastern region of the United States, including thirty-eight years, and they’ve proven to be a tremendous Charleston and Parkersburg in West Virginia. AMT has professional resource and teammate throughout each and prepared more Traffic Impact Studies in WV than any other every design commission. SMBH has served an impressive list of design projects throughout West Virginia, Ohio, and firm and also has served the WVDOH for several recent traffic beyond. They are highly-regarded for providing professional studies including US 460 at the Princeton Interchange, US structural engineering services and documents known for 33 in Buckhannon, and a statewide research effort regarding their constructability, attention to detail, and efficiency. interstate speed limits. Page | 131 of Our experience in planning these facilities allows us to address the complexities of Security and Privacy as concepts that sensitively integrate themselves in a seamless law enforcement facility composition. Page | 132 of City of Charleston, West Virginia PUBLIC SAFETY CENTER FEASIBILITY STUDY Martinsburg Police Headquarters MARTINSBURG, WV & Municipal Court SCOPE With a growing Police Department and Municipal Court operations the City of Martinsburg 36,000 SF was in need of additional space for these services. The city purchased a parcel of property New Construction just steps away from City Hall on the corner of West Race and North College Streets that had COST previously been home to the local Chapter of the American Legion as a possible location for a $11 million new Police headquarters and Municipal Court. Working closely with representatives from the City, Police Department and Municipal Court, Silling performed programming services and STATUS developed a graphic test-fit as a means to demonstrate how the program could fit in a new Completed in 2020 building constructed on the purchased property. CONTACT George Swartwood The massing of the building is a representation of the interplay between solid and void and Chief of Police how that form is created relative to the usage of the spaces within the building. A community 1.304.264.2100 g_swartwood@martinsburgpd.org room is located on the first level just off of the main public lobby and security screening area. The remainder of the first level consists of a new multi-cell holding area, vehicular sallyport, SERVICES locker rooms for police officers and other police support spaces. The Police Department is Site Analysis located on the second level with its own separate public waiting area and large squad room Master Planning with glass façade that provides natural light and views down Race Street to the downtown Programming and the adjacent public parking area that serves City Hall. The Municipal Courtroom and Full Design Services associated spaces are located on the third level with a spacious public waiting area with an easily visible courtroom entrance and private circulation for staff. Transaction windows for the Court Cashier, Court Clerk and Magistrate are located off the public lobby. The third level features a ribbon of clerestory windows allowing natural light into the courtroom and offices located along the perimeter walls. AWARDS: AIA WV Honor Award for Excellence in Architecture 2021 Community Award, WV Municipal League Page | 133 of Page | 134 of City of Charleston, West Virginia PUBLIC SAFETY CENTER FEASIBILITY STUDY Raleigh County Sheriff’s Department BECKLEY, WV SCOPE The Raleigh County Commission selected Silling Architects to design a new headquarters for the 27,400 SF Raleigh County Sheriff Department located in Beckley, West Virginia. The Sheriff Department has New Construction outgrown their headquarters which was a former WV State Police detachment facility. The County COST Commission purchased a parcel of property located in an industrial park off the East Beckley $9 million Bypass. Silling worked closely with representatives from the County and Sheriff Department to perform programming services and developed a graphic test-fit in order to demonstrate how the STATUS program could fit in a new building located on the purchased property. December 2022 Completion The single-story massing of the building is a result of the functional arrangement of the spaces CONTACT J.C. Canaday within the building. A dual-purpose community and training room is located just off the access Chief Deputy controlled main public lobby. The remainder of the building consists of a new in-custody intake, 1.304.255.9300 processing and holding area, locker rooms for officers, large evidence storage areas and other jcanaday@raleighcounty support spaces. Highlighted spaces to aid in officer mental and physical health are a large patrol sheriff.com room with a glass façade providing natural light for the officers’ workstations and a fitness room SERVICES with a glass façade with views to an outdoor space accessible by officers and staff. Site Analysis Programming Full Design Services Page | 135 of Construction Progress Page | 136 of City of Charleston, West Virginia PUBLIC SAFETY CENTER FEASIBILITY STUDY Franklin County Judicial Center CHAMBERSBURG, PA & Sheriff’s Department SCOPE The new 130,000 gsf judicial center includes administrative office departments for the Common 130,000 SF Pleas, District, and Magistrate Courts, Clerk of Courts, Public Defender, Juvenile Probation, Adult New Construction Renovations Probation, Sheriff, and the District Attorney. The upper levels include courtrooms of varying sizes and supporting judges’ chambers and admin spaces. The subterranean sallyport with COST central holding offers isolated secure elevator transport of detainees to intermediate holding $35 million cells between the courtsets. Below grade protected judges’ parking provides access to secure vertical circulation paths to the chambers above. The existing courthouse (with additions) STATUS Completed in 2021 has been partially reprogrammed to support a portion of the aforementioned departments. A subtle and unobtrusive pedestrian bridge softly engages the former structure to intermingle all CONTACT court activities. The high-volume entry lobby is strategically placed biaxially with the historic Carrie Gray courthouse to further bow in formal significance, yet houses the single point of entry for queuing County Administrator and screening. The approach to the welcoming entry portico is served by a grand stair and a 1.717.261.3812 cegray@franklincountypa.gov subtractive treatment of the colonnade opposite the infilled lobby condition. This extends the rhythm of the courthouse’s vertical fenestration and provides a covered portico leading to the SERVICES largely accepting glass storefront entry doors. Programming Full Design Services The massive footprint is broken down by sections of neo-traditional brick character reflections infilled with fully transparent modern hyphens. This assists in complimenting the contextual storefront proportions with a systematic rhythmic character on the main street elevation. Silling has enjoyed the opportunity to delicately blend the formula and achieve a highly integral solution to serve the residents of Franklin County for many years to come. AWARDS: AIA WV Honor Award for Excellence in Architecture Page | 137 of Page | 138 of City of Charleston, West Virginia PUBLIC SAFETY CENTER FEASIBILITY STUDY Putnam County Sheriff’s Department WINFIELD, WV SCOPE The Putnam County Commission selected Silling Architects to design a new headquarters for 15,500 SF the Putnam County Sheriff Department located in Winfield, WV. The Commission’s desire was New Construction to bring the entire Sheriff Department back onto the Courthouse campus as they were operating 6,600 SF from several different locations throughout the county because they had outgrown their facility Renovations on campus. The project scope consists of complete renovation of an existing 6,600 square foot building (shown above at right) located on campus currently being used by the department COST and construction of a new addition (shown above at left). Silling is currently working in close $9.3 million collaboration with representatives from the County and Sheriff’s Department to perform STATUS programming services, preliminary space planning, massing and exterior character studies to Construction Phase determine how the new construction ties into the existing building and enhances the Courthouse Estimated 2023 Completion campus. CONTACT Jeremy Young The two-story massing of the building is organized around a central, day-lit circulation spine with County Manager an open communicating stair. Entrance into the new building is via an access controlled secure 1.304.586.0201 vestibule allowing visitors access to the main lobby, Records Clerks or Day Report. A large multi- jyoung@putnamwv.org purpose room is located off the main lobby for use by the department for large training meetings, SERVICES press conferences or county meetings. The remainder of the new construction program includes Space Needs Assessment large evidence processing and storage areas, an open patrol room, outdoor rooftop space, Master Planning executive offices and other support spaces. The renovation of the existing building will provide Full Design Services space for Day Report, detectives and an enlarged fitness area with lockers and showers for officers and staff. Page | 139 of Page | 140 of City of Charleston, West Virginia PUBLIC SAFETY CENTER FEASIBILITY STUDY Athens-Clarke County Judicial Center ATHENS, GA Feasibility Study SCOPE Silling Architects was selected by the Athens Clarke County Unified Government to provide Urban Justice Campus detailed analysis of a downtown site, focusing on its appropriateness to accommodate their plans Master Planning for a new Judicial Facility. Our initial steps of program validation included collaboration with Site Studies/Analysis judges and judicial staff, prosecutors and solicitors, various representatives of the clerk of courts COST divisions, and sheriff security – providing justice planning leadership to the stakeholder group $80 million (Proposed) while also understanding the unique aspects of courts operations in Athens Clarke County. STATUS Completed in 2020 Based on the space needs and site analysis, two comparative building stacking diagrams were developed – both adhering to appropriate internal zoning and safe segregation of public users, CONTACT courts staff, and detainees. A predominantly vertical organization of the courts program with Blaine Williams a more minimal footprint was compared to more horizontal grouping of court spaces stretched County Administrator along the long, narrow site. Without moving into detailed definition of the architectural character 1.757.653.3015 Blaine.Williams@accgov.com for either concept, general massing studies were illustrated for the two test fits, considering broad issues of scale and contextual sensitivity. The model studies also help in visualizing the SERVICES relationship of the interior public spaces, courtrooms, and secure staff zones with the surrounding Space Needs Assessment fabric of the city while also considering the urban design and placemaking opportunities and Site Analysis challenges presented with each stacking diagram. Feasibility Study In conclusion of the programming and preliminary planning steps, total project cost estimates were considered for the differing options, considering cost variances between vertical and horizontal building construction weighed against site development costs unique to each. Page | 141 of Page | 142 of City of Charleston, West Virginia PUBLIC SAFETY CENTER FEASIBILITY STUDY Kanawha County Public Library CHARLESTON, WV SCOPE The design team of Silling and Cleveland-based HBM Architects have “reimagined” Kanawha 80,000 SF County’s historic downtown library, providing a dynamic transformation that features fully Additions & Renovations renovated existing space, 20,000 square feet of new space, and beautifully sculpted glass walls reaching to the sky, creating a 21st century library that will serve our region for decades to come. COST This new main library building will allow Kanawha County’s library system to provide more efficient $25 million services to its nearly 117,000 card holders. STATUS Completed in 2022 The new library building will feature a total of 80,000 square feet of space: 60,000 square feet fully renovated and 20,000 square feet of expanded space, two new additions including a three- CONTACT story addition to what is now the rear of the library that will serve as the new entrance to the Monika Jaensson building, as well as a two-story addition utilizing space along an alley between the library and the Former President KCPL Board of Directors KB&T building. A third floor covered walkway above Quarrier Street will take library patrons from 1.304.357.9924 the Summers Street Parking Garage to the library. The project will provide approximately 10,000 square feet of children’s activity space, more than double the current size, for collections, story SERVICES time, a craft room, and other activities. More public space for the community, including much Multi-Site Analysis needed and often-requested reading areas, study rooms and flexible meeting space for groups Programming of 2 to 200 are also incorporated into the design. Full Design Services By renovating and expanding its century-old space, the Kanawha County Public Library will revive an iconic landmark in downtown Charleston and bring an exciting, fresh, new space to serve as the community’s gathering place. Page | 143 of Page | 144 of City of Charleston, West Virginia PUBLIC SAFETY CENTER FEASIBILITY STUDY ADG has performed programming and multi-purpose space accessible to the public and staff to foster community policing interactions. The planned building will master planning services nationwide consolidate the entire department into one facility, including for over 350 public safety facilities. The administration, field operations, criminal investigations, special investigations, evidence and forensics, and information following are a few similar examples of technology. In addition, the project will include training areas our public safety studies: with classrooms, as well as physical agility training areas. A large community meeting room with support spaces will also be located immediately off the main lobby to be readily accessible to the public. ADG is currently working on the design. Cobb County Police Department In association with a local architectural firm, Architects Design Group was hired by Cobb County to develop the spatial needs assessment, site analysis, master plan, cost estimates, and bridging documents for the police headquarters and public safety training complex. The police headquarters will consist of approximately 150,000 SF to house PD operations. The current headquarters is a two- Boynton Beach Police Department story building constructed in the 1960s and is too small. An ADG designed the new 57,000-SF, two-story police administrative area, a detective’s space, a community meeting headquarters facility. This building houses the Chief and room, physical agility, department meeting rooms, a crime lab, administrative offices suite, professional standards, detectives evidence processing and storage, holding, and break areas are bureau, narcotics, special victims unit, uniformed services included. The training complex will consist of 107,845 SF of division, K-9 unit, crime scene investigative services, evidence, specialized areas. crime prevention, technical / IT services, training, facility support (lockers and physical agility), and records. Public Mobile Public Safety Facility access areas include a shared lobby and a large community The City of Mobile selected room. Conceptually, the new headquarters forms a public safety Architects Design Group neighborhood center with the existing Fire Rescue Station to provide a spatial needs No. 5 through the use of shared public site access and public assessment, master plan, parking, as well as a landscaped entry plaza and pedestrian link renderings, and cost estimate connecting the public lobbies of both buildings. for a new consolidated public safety facility. The new facility will house police administration Apopka Fire Department and Public Safety Facility and operations to support the department’s 474 sworn and 232 The City of Apopka has seen a significant increase in population civilians. The new facility will also include fire administration with over the years. As such, the city hired ADG to evaluate the facility approximately 45 fire department staff. space needs for the city’s police and fire departments in hopes of creating a joint public safety facility. The new facility will be Cheyenne and Laramie County Public Safety Facility designed to accommodate the police department’s 127 staff ADG provided the City of Cheyenne and Laramie County with members, including their 108 sworn and the Fire Department’s a detailed space needs study that examines four elements; the 102+ firefighters. This facility would include the central 4-bay Cheyenne Police Department, the Laramie County Office of fire station, house seven administrative staff members and Emergency Management, the Cheyenne Fire Administration, and fire administration offices, kitchen, bunk rooms, EMS supply the Cheyenne/Laramie County Combined 911 Dispatch. ADG storage, meeting rooms, and day room. It will also co-site the examined several potential sites and evaluated each to develop city’s communications center, housing 28 staff members, a options for the future facility. Preliminary estimates suggest a 12-staff member EOC, shared training rooms, and a gym. new combined facility would be between 50,000 and 60,000 SF. Lynchburg Police Department Columbia Police Department ADG, in association with a local architecture firm, completed ADG conducted a department-wide spatial needs assessment a detailed spatial needs assessment for the Lynchburg Police of the Columbia Police department, located in 15 different Department and Courts Facilities. The 102,000-SF police structures across the city. With money from HUD, the city headquarters will include a community-oriented gymnasium / purchased property on Busby Street, intending to establish a Page | 145 of community and training facility along with elements of the police Cocoa Beach Fire Station No. department. This study determined which aspects of the police 51 - Design Criteria Package department would be moved to the new facility. After our team ADG’s scope of work included qualified the spatial needs, master plan, conceptual design, and completing design criteria cost estimates; we finished the phase 2 design services. bridging documents used to select the design-build team, Tybee Island Public Safety Facility Pre-Design which included a spatial needs The Town of Tybee Island selected ADG to provide a detailed assessment, site analysis, master planning, conceptual design, spatial needs analysis of the police department, the municipal schematic design, and partial design development documents. courts, and the fire department. Critical to this process was a ADG also assisted the city with selecting the design-build team study of potential sites on the island to accommodate the needs to ensure the city received the expected quality and served as of the police department and associated judicial facility, as their the owners’ rep through project completion. Additionally, ADG facilities were inadequate in size and could not be survivable. provided complete site design and permitting services. As a result, preliminary master plans were developed for two sites. They were part of the presentation to the Town Council, Alpharetta Public Safety accompanied by recommendations regarding facility size, Facility location, and project budget. ADG, in association with a local architect, was Northglenn Police, Courts, hired to perform a spatial and City Hall Complex needs assessment and Pre-Design building program for the ADG completed a needs Alpharetta Department of assessment, campus master Public Safety (ADPS). The current location is part of a renovated plan, and conceptual design municipal complex that includes the city hall. for the 13.58-acre site that is the current location of the city hall and police department in Boca Raton Multiple Public Safety Facilities the City of Northglenn. The expansion and relocation of both ADG was selected to provide an existing facility evaluation facilities on the same site required a multi-phased approach, study, spatial needs assessment, master planning, conceptual which will ultimately include an additional municipal court design, and complete design services for several facilities which component. Therefore, the project is divided into three phases house the Boca Raton public safety operations. Components of to allow all the existing facilities to remain fully functional during this multi-phase / multi-building project include a public safety construction. building, a firing range/training center, and a renovation of the existing police headquarters. Longview Fire Stations The City of Longview contracted with the Architects Design St. Louis County Police Group team to perform a needs assessment study for Fire Department Substations Stations No. 5, 7, and 8 to determine the most practical and cost- ADG, in association with effective renovation, expansion, or new construction options. a local architecture firm, This study provided several alternatives for each station so that has been hired to provide the city could decide on the best option based on station location a prototype design for and available funding. various precincts within the county, as the current Orange County Fire Station Prototypes facilities are aged and need to accommodate new workflow, ADG recently completed multiple architectural design options technology, and increased staff. The new stations are one- for the Orange County Fire Department’s new prototype story, approximately 15,000 SF in size, on sites ranging between design for three stations. The new prototype fire stations will 4 and 6 acres. Program elements include public entry and be located on sites throughout the county. The interior layout community room, booking and intake, interview spaces, uniform is interchangeable for the three stations; however, the exterior patrol, police administration, sally port functions, miscellaneous is adapted to fit into the context of each site. Orange County storage, physical agility, and locker and toilet room facilities. Fire Station No. 68 (pictured) As part of a prototype design contract to design six fire stations for the county, Station No. 68 is the second station to be completed. The facility includes a community room, training room, physical agility, and general functions such as a kitchen, dining room, day room, dormitory rooms, restrooms and showers, two apparatus bays, and apparatus bay support spaces. Page | 146 of City of Charleston, West Virginia PUBLIC SAFETY CENTER FEASIBILITY STUDY North Kingston Public Safety Facility North Kingston, RI Pre-Design Study SCOPE Architects Design Group, along with a local architecture firm, is successfully working together 50,000 SF on a new consolidated 50,000-SF public safety facility for the Town of North Kingston to accommodate all police operations, fire headquarters, town’s public safety communications COST TBD dispatch center, EOC, detention facility, and a multi-unit fire station with living quarters. The first phase, which is now complete, included a detailed space needs assessment, site analysis and STATUS selection, master planning, schematic design, probable cost report, energy efficiency-life-cycle TBD cost considerations, public involvement, and best practices recommendations for the Town of North Kingstown Public Safety Facility. Preparation of narratives describing site work and building CONTACT Scott Kettelle, Fire Chief systems, including MEP/FP, audiovisual, communications, and security/technology requirements 401.294.3346, ext. 7200 were also included. REFERENCE Both departments have outgrown their current facilities and are in need of accommodating “The team of DBVW and larger fire apparatus, a more modern detention facility, and access control for parking. The North Architects Design Group were Kingstown Police Department currently has over 50 sworn and is divided into four squads of six selected from a list of over ten officers and two supervisors. The patrol officers work one of two 12-hour shifts. Two squads are firms that responded to a request for qualifications. As our project assigned to each shift, providing 24 / 7 coverage to the Town of North Kingstown. Additionally, is still in discussion and design one patrol officer is assigned as a School Resource Officer to the North Kingstown High School. stage, both firms have been The current North Kingstown Police detention facility has four male cells and two female cells extremely helpful in assisting as well as a processing area and a juvenile holding area. The NKPD’s prisoners are held short us in navigating the process of producing a product that the term at the facility and are not typically held overnight. The North Kingstown Communications voters will support and our staff Division is staffed by two public safety telecommunicators who handle calls for the police and with benefit from in fire departments, as well as the water department after hours. Additionally, the North Kingstown the future.” Fire Department has 65 firefighters that work out of five stations. The new facility house the fire - Scott Kettelle, Fire Chief department’s current administrative staff, including the Fire Chief, Fire Marshal, Assistant Fire Marshal, Head Fire Mechanic, Assistant Fire Mechanic, and an administrative secretary as well as provide room for future expansion. The operational personnel requirements will be based on the final station location and the fire department’s future deployment needs. Page | 147 of MASSING STUDY OPTION 1 OPTION 2 OPTION 3 OPTION 4 Page | 148 of City of Charleston, West Virginia PUBLIC SAFETY CENTER FEASIBILITY STUDY Idaho Falls Police Headquarters IDAHO FALLS, ID Pre-Design Study & Full Design SCOPE Architects Design Group, in association with a local architect, was selected to provide conceptual 60,000 SF design services for the new Idaho Falls Police Headquarters. Services for this project include creating a spatial needs assessment, site development, master planning, and full design services. COST TBD The new +60,000-SF community-oriented state-of-the-art police complex will be located at 701 Northgate Mile, in the Northside of Idaho Falls. The facility will include components such as STATUS evidence, forensic lab, future firearms range, locker rooms, climate-controlled storage, sally port, Ongoing K-9 unit and SWAT / patrol vehicle garage. The project will also include a back-up generator, New Construction landscaping elements, secured perimeter access, open parking for staff and the public with future CONTACT electric vehicle charging stations. This project is slated to open in Spring 2023. Jeremy Galbreaith, Captain JGalbreaith@idahofalls.gov 208.612.8660 REFERENCE “I can recommend ADG with confidence to any other law enforcement agency. It has been a pleasure to work with this incredible group of professionals over the past two years” - Captain Jeremy Galbreaith Page | 149 of City of Charleston, West Virginia PUBLIC SAFETY CENTER FEASIBILITY STUDY Lowell Police Headquarters LOWELL, MA Pre-Design Study SCOPE Architects Design Group in association with local architecture firm, LBA, was selected to design 120,000 SF the Lowell Police Department Headquarters. The new facility is a three-story structure with the front of the building aligned parallel to Tanner Street using the building as a protective barrier for COST TBD the secured staff parking areas to the east. The public entrance to the building is directly off the public plaza adjacent to the public and visitor parking area. The public lobby is an open atrium with STATUS natural day lighting, and the building interior is organized by two main wings. Completed The main building will house most of the 120,000 SF program within the headquarters, featuring CONTACT a training auditorium and classrooms, an emergency operations center, crime analysis labs with Maryanne Ballotta two vehicle evidence bays, emergency dispatch, physical agility area and over 20,000 SF of office Project Manager MBallotta@lowellma.gov space for the various divisions. The Lowell Police Department staff will enter the building on the 978.674.1903 southeast side of the building from the two-bay parking garage structure through two bridge connectors on the second level or the sally port. The indoor firing range, the rolling asset storage, and the detention areas will be located beneath the parking structure on the lower level with over 150 secure parking spaces on the upper deck. This project is awaiting funding for full design and construction. Page | 150 of City of Charleston, West Virginia PUBLIC SAFETY CENTER FEASIBILITY STUDY Springfield Police Headquarters SPRINGFIELD, MA Pre-Design Study SCOPE Architects Design Group in association with local architecture firm, LBA, was hired to perform 117,985 SF a feasibility study to determine the current and future needs of the steadily growing police department which currently has 460 sworn and 120 non-sworn staff. Built in the 1960’s, Springfield COST TBD PD’s current headquarters is too small, functionally obsolete, and does not meet current building codes. STATUS Completed in 2017 In addition to the spatial needs assessment, our team assisted the city in determining if the current building could be renovated to suit the current and future needs of the department, or if CONTACT Peter Garvey, a new building on the current site would better accommodate the projected future growth. Cost Director of Project Management estimates were prepared for each option, as well as conceptual schematic design plans. PGarvey@springfieldcityhall.com 413.787.6445 The program includes the Springfield Police Headquarters (99,028 SF), 911 communications center (included in HQ), a firearms training facility (12,306 SF), and a fleet maintenance facility REFERENCE (6,651 SF). The site development approach accounts for secured indoor parking for 60+ spaces “Th as well as separated secured staff parking from the open publicly-accessible parking areas, totaling over 400 spaces on site. This project is awaiting funding for full design and construction. Page | 151 of City of Charleston, West Virginia PUBLIC SAFETY CENTER FEASIBILITY STUDY Midlothian Public Safety & Courts MIDLOTHIAN, TX Pre-Design Study SCOPE In preparation for the recent bond election, ADG assisted the city in updating the spatial needs 65,000 SF assessment for the police department. The report also created the programming and square footage needs for fire administration, emergency management, and the municipal court, resulting COST Est. $46M in a consolidated public safety complex. This est. 65,000-SF joint public safety campus will enhance operational capabilities, while allowing shared use and budget efficiencies. STATUS On-going As the new building will be built on the existing site, it is critical for the current police headquarters to remain operational during design and construction. ADG reviewed several master planning options CONTACT Carl Smith, Chief of Police to utilize the existing parking and green space on-site. We also worked with local construction Carl.Smith@Midlothian.tx.us experts to identify various construction methods and phasing to provide the city a two-story linear 972.775.7610 building creating optimum operational adjacencies for the police, fire administration, and courts staff, while providing an effective and efficient move management approach to limit the disruption of this process to the MPD’s ongoing daily operational needs. Page | 152 of City of Charleston, West Virginia PUBLIC SAFETY CENTER FEASIBILITY STUDY Provo Public Safety and City Center PROVO CITY, UT SCOPE The new 204,000-SF Provo City Center co-locates several of the city’s departments into one campus, creating a 204,000 SF civic hub and gateway to the downtown core. The complex houses city administration departments, city council New Construction chambers, mayor’s office, customer service, police department functions, and fire department administration. The public safety portion of the facility has secure circulation, independent of the city hall functions, while maintaining COST connectivity for staff to both sides of the building. These spaces include all police department functions, fire $57 million department administration, emergency dispatch, and the city’s emergency operation center. STATUS Completed in 2022 The first-floor entry houses the records department, providing ample storage, digital processing, and emerging technologies to allow for advancements in the industry as it relates to compliance with CJIS and other federal SERVICES information sharing protocols. The patrol division was strategically located to allow direct access to the secured Spatial Needs Study staff parking and also provides K-9 kennels to allow handlers to secure their K-9s for short periods of time. The Site Analysis second floor provides space to CID, secure and soft interview rooms, crime lab, and evidence storage. A large Master Planning training room on the third level was carefully situated to feature the spectacular views of the Wasatch Front Estimates of Probable Costs Mountains. In addition to a large exterior terrace, the training room opens into the kitchen to provide a flexible Community Outreach meeting and training space for a wide variety of public safety events and ceremonies. The dispatch center is also Interior Design Design Documents located on this level, providing emergency dispatch response to the Cities of Provo and Orem. Construction Oversight The new Provo City Center is positioned on the main central downtown transportation artery and is anchored via a large civic plaza. The entry was designed to be community-focused and inviting to show transparency within the city. A large community room is adjacent to the public safety lobby and public plaza for hosting community events, as well as provide an overflow for council meetings. The building is situated on a tight, urban site and has five levels, including a basement with secure parking for public safety staff, a sally port, and vehicle evidence bays, all designed to meet the accreditation standards. Each level of the building was carefully planned to include future expansion space, as each of the city departments grow. This new facility not only increases the space for the departments, but also improves staff cohesiveness by providing spaces to facilitate efficient and effective interaction between the city’s departments. As a net-zero emissions building, this facility is positioned to be a functional, innovative, durable, resilient, and sustainable city campus to serve Provo City for decades to come. Page | 153 of Page | 154 of City of Charleston, West Virginia PUBLIC SAFETY CENTER FEASIBILITY STUDY Orlando Police Headquarters ORLANDO, FL SCOPE Serving as architect of record as part of the design-build team, Architects Design Group updated 100,307 SF the design-build criteria package and completed full design services for the new Orlando Police New Construction Department Headquarters. As the design-build team began developing the project to its greatest COST potential, it became readily apparent that the needs of the department far exceeded the city’s $29 million development budget. Working together, the design team and general contractor prepared four development options to allow for 450 sworn officers to operate out of the new headquarters. Of STATUS the four options, only one fit the construction budget while meeting all program needs. This option Completed in 2017 included the adaptive reuse of an off-site warehouse for property and evidence, crime scene, and SERVICES a portion of the training unit program. Spatial Needs Study Site Analysis The 100,000-SF facility serves as a major catalyst for urban growth while integrating itself into the Master Planning Estimates of Probable Costs historic neighborhood, the Parramore District. The entrance plaza is located at the most prominent Community Outreach corner of the site and welcomes public visitors through the north public entrance. The building Interior Design features a community meeting room for up to 320 people, a 4,500-SF gymnasium, real-time Design Documents crime center, and over 35,000 SF of office space for every bureau within the police department. Construction Oversight The meeting room is a multi-purpose space with an adjacent warming kitchen and chair storage space offering the flexibility to accommodate a full range of uses from graduation banquets for the police academy and other community meetings. AWARDS: 2020 Law Enforcement Design Awards, Gold Award for LE Facilities 50,000+SF 2018 Merit Award / AIA Award of Excellence 2015 AIA Award of Excellence Page | 155 of Page | 156 of City of Charleston, West Virginia PUBLIC SAFETY CENTER FEASIBILITY STUDY Orlando Police Crime Lab Renovation ORLANDO, FL SCOPE As part of a design-build team, ADG was selected to provide programming, master planning, 82,000 SF design, and construction administration of a new crime scene and evidence facility for the Orlando New Construction Police Department. The project consists of the adaptive reuse of an existing 82,000 SF warehouse COST to accommodate evidence operations. $10 million The evidence facility includes the property and evidence unit, storage, crime scene investigations STATUS and processing labs, training rooms, high density storage, bulk receptor storage, drop lockers, Completed in 2017 vehicle processing, narcotics, and weapons storage. SERVICES This project provides the department with 55,000 SF of evidence space, with an additional 27,000 Spatial Needs Study Site Analysis SF of shell space to be built out for future growth. Critical infrastructure components are tied Master Planning into the existing emergency operations center systems to provide redundancies for continuity of Estimates of Probable Costs operations. Community Outreach Interior Design Design Documents Construction Oversight Page | 157 of Page | 158 of City of Charleston, West Virginia PUBLIC SAFETY CENTER FEASIBILITY STUDY Lafayette Police Headquarters LAFAYETTE, IN SCOPE In association with a local architecture firm, ADG was selected by the City of Lafayette to design 60,000 SF a new police headquarters facility. The new headquarters will be a four-story, 70,000 SF facility New Construction with an integrated multi-level parking garage. The main building will include components such as COST administration, patrol, dispatch, investigations, information technology, property and evidence, Est. $50 million Office of the Chief, kitchen / break area, K-9 Units, and multi use training rooms. Additionally, STATUS the new Lafayette PD Headquarters’ design incorporates a community meeting room that will be 70% Construction Phase accessible to both the public and police department staff. SERVICES Spatial Needs Study Site Analysis Master Planning Estimates of Probable Costs Interior Design Design Documents Construction Oversight Page | 159 of Page | 160 of City of Charleston, West Virginia PUBLIC SAFETY CENTER FEASIBILITY STUDY Sanford Public Safety Facility SANFORD, FL SCOPE This facility was a concept nearly two decades in the making. A spatial needs assessment conducted 80,000 SF by ADG showed the police and fire services had outgrown their existing facilities. To provide New Construction adequate facilities, ADG designed a two-story facility housing the city’s police department, fire COST administration, and a five-bay fire station. Both departments were designed as separate facilities $15 million connected by a shared two-story atrium, which included vertical circulation, lobby / reception, a historic apparatus display, and community meeting room that overlooks the civic plaza. STATUS Completed in 2010 The facility included a crime lab as part of the investigative services / crime scene department. SERVICES Several aspects of the facility supported the crime lab, including: a central evidence drop-off / Spatial Needs Study processing area; biohazard evidence storage and blood drying rooms; crime lab with fuming Site Analysis hoods, latent print analysis, forensic-science support, and forensic facial imaging. Master Planning Estimates of Probable Costs Grant Funding Assistance The facility houses the City’s Fire Department Administration and five bay Fire Station No. 31. The Community Outreach station includes a watch office, crew quarters, SCBA room, bunker gear storage, decontamination, Interior Design EMS supply, fire training rooms, fire training tower, a historic fire apparatus display, and community Design Documents Construction Oversight meeting room that overlook the Civic Plaza. The main training room also serves as the city’s EOC. Exterior walls were constructed in concrete tilt wall with hurricane impact glazing throughout, designed to withstand 150 mph hurricane-force winds and was designed with 100% backup to all mechanical and electrical systems. A civic plaza was situated at the prominent corner of the site and contains seating areas that have open views of the historic apparatus display and community meeting room, creating a true civic space for the community. In addition to design services, ADG wrote the HMGP grant application for the City of Sanford which produced $1,001,305 in grant funding. AWARDS: Un-Built Design Award, Merit Award / AIA Award of Excellence, AIA Award of Excellence Page | 161 of Page | 162 of City of Charleston, West Virginia PUBLIC SAFETY CENTER FEASIBILITY STUDY Georgetown Public Safety Facility GEORGETOWN, TX SCOPE Architects Design Group, in association with a local architecture firm, was selected for the 111,048 SF programming update, master planning, and design of the new 111,048-SF Georgetown Public New Construction Safety Operations and Training Complex. Designed to withstand estimated F3 tornado forces, the COST facility can maintain continuity of operations, accommodate state-of-the-art technologies, and $29 million meet future needs. STATUS Completed in 2015 The complex design included a 76,831-SF main building which contains administrative offices for the entire police department, fire department administration, community room, training SERVICES classrooms, communications center, physical agility room, locker room, quiet room, and kitchen. Spatial Needs Study The building also included a chemical processing lab, crime scene investigations lab, an evidence Site Analysis processing lab, and two vehicle evidence processing bays. The labs utilized stainless steel Master Planning Estimates of Probable Costs counters, chemical-resistant cabinets, epoxy flooring, fume hoods, an emergency eye wash Community Outreach station, and various counter-mounted materials analysis equipment. The bulk evidence storage Interior Design was located directly adjacent to the evidence processing lab. It also was designed to contain Design Documents high-density storage units that provide three times the storage capacity of conventional storage Construction Oversight units. An additional 18,672-SF tactical training facility was also designed and constructed on campus. It included a flexible training area with reconfigurable walls for reality-based training, cross fit box, video production room with green screen, storage and office space, outdoor covered classroom, and rolling asset storage. The site also included a 1/3-mile slow speed EVOC track with a skid pad, a 125-foot high communications tower, obstacle course, and an on-site central energy plant. A 15,545 SF hybrid indoor / outdoor firing range was also designed as Phase II in 2022, and is currently under construction. All facilities were designed to be self-sustaining for up to 24 hours. This project was featured in the International Association of Police Chiefs (IACP) Police Facilities Planning Guidelines as a case study. Page | 163 of Page | 164 of City of Charleston, West Virginia PUBLIC SAFETY CENTER FEASIBILITY STUDY Sunrise Public Safety Facility SUNRISE, FL SCOPE ADG was selected by the City of Sunrise for the design of a new 132,000-SF Sunrise Public Safety 132,000 SF Complex. The contracted scope of services included the development of a detailed spatial needs New Construction assessment, master planning, cost estimating, design, and construction administration. The public COST safety complex was designed to house the entire operations of the Sunrise Police Department, $32 million the joint county / city 911 communications center (PSAP), fire-rescue administration and training, municipal EOC, city-wide management information systems (MIS) data center, and an eight-lane STATUS indoor firing range. Completed in 2011 SERVICES Police divisions within the complex included administration, internal affairs, records, detective’s Spatial Needs Study division, crime scene unit, crime analysis unit, property and evidence, victim advocacy program, Site Analysis patrol, SWAT, and crisis negotiation unit. The facility design also included an evidence processing Master Planning lab, located on the second floor across from the evidence drop and storage area. The lab includes Estimates of Probable Costs Community Outreach stainless steel counters, chemical resistant cabinets, epoxy flooring, a fume hood, emergency eye Interior Design wash, and various analysis equipment. Design Documents Construction Oversight Under a separate competitive RFQ selection process, ADG was contracted to design Fire Station No. 72 on the same campus. Fire Station No. 72 is a two-story, 19,045 SF station with four bays, co-located adjacent to the Sunrise Municipal Complex. ADG simultaneously designed the Fire Station and the five-story Public Safety Building, which shares a Central Energy Plant serving both facilities on the campus and which provides 100% redundancy to all critical infrastructure components. During the project planning phase, ADG examined vehicle and pedestrian access, utility network, and overall site infrastructure connections with modification recommendations to benefit current municipal complex functionality and enhance future improvements. AWARDS: Eagle Award for Excellence in Construction Page | 165 of Page | 166 of City of Charleston, West Virginia PUBLIC SAFETY CENTER FEASIBILITY STUDY Knoxville Public Safety Facility KNOXVILLE, TN SCOPE Architects Design Group is serving as the public safety design architect, in association with a local 172,883 SF firm, to provide a new home for the city’s public safety departments. The project encompasses Additions Renovations 172,883-SF of renovated space and 8,000-SF of additions. The scope of services for this project includes developing a spatial needs assessment, master planning of the entire campus, renovation COST plan, full design documents, interior design, and construction oversight. $30,500,000 This project was several years in the making; multiple sites and design delivery options were STATUS considered. Ultimately in 2019, the city decided to utilize an abandoned hospital complex, just Construction Phase north of downtown, to combine policing operations, fire-rescue administration, municipal courts, SERVICES and pension offices into a consolidated public safety campus. Spatial Needs Study Site Analysis A large portion of the existing hospital will be demolished, leaving three buildings and two Master Planning structured parking garages to be renovated. The two existing multi-story garages will provide Estimates of Probable Costs secured parking for police and fire staff, as well as city-owned vehicles. A portion of the two Interior Design Design Documents existing garages will be converted to provide storage, vehicle processing, radio maintenance, and Construction Oversight a single-lane firing range to allow officers to maintain the required certification . Page | 167 of Page | 168 of City of Charleston, West Virginia PUBLIC SAFETY CENTER FEASIBILITY STUDY Sarasota Police Headquarters SARASOTA, FL SCOPE ADG was selected to provide a detailed spatial needs assessment, site analysis of multiple sites, master 196,000 SF plan, full-design documents, construction administration, and voter referendum assistance for the new New Construction six-story Sarasota Police Headquarters, which houses the department’s 250 employees. The new 196,000- Additions SF facility design included spaces for professional standards, support services, internal affairs, criminal COST investigations, property and evidence, and records. Additionally, the building included 21,790-SF for crime $34 million scene investigations, 9,275-SF for forensics and evidence storage, and 2,860-SF for vehicle processing. Several specialized areas are designed into the secured garage including a SWAT-tactical ready room, STATUS SWAT vehicle storage, vehicle evidence processing bays, and the central energy plant, which includes the Completed in 2011 HVAC chillers and emergency generator / fuel tank. SERVICES Spatial Needs Study The entire facility was designed to withstand Category-5 hurricane force winds. With the critical infrastructure Site Analysis redundancies that are in place, this headquarters is built to maintain operations during or after a significant Master Planning event. This LEED-certified facility fronts a beautiful 40-acre passive recreation park, creating a large-scale Estimates of Probable Costs Grant Funding Assistance backdrop to the park. Community Outreach Interior Design To serve the required parking for the police headquarters, the design team developed a plan to partner Design Documents with the county on an expansion project involving the county-managed public parking garage to be located Construction Oversight across the street from the headquarters. This expansion would have afforded the police department the 200+ secured spaces that the building program required. More than halfway through the design of the facility, a major challenge presented itself when the funding for the county garage expansion was not earmarked in time for the scheduled completion of construction. This essentially ensured that the project would not be able to be issued a certificate of occupancy, as it would not have the code-mandated parking provisions. To ensure there was no schedule interference, ADG quickly started design revisions of the site, building, and parking garage. The design revisions were accomplished in under 6 months. The multi-story, 200-vehicle, secured parking garage is an integral component to making the headquarters a reality. AWARDS: 2008 AIA Florida Southwest Chapter Award of Unbuilt Merit, 2008 AIA Orlando Chapter Design Excellence Award Page | 169 of Page | 170 of City of Charleston, West Virginia PUBLIC SAFETY CENTER FEASIBILITY STUDY Altoona Public Safety Facility ALTOONA, IA SCOPE ADG, working alongside a local architecture firm, was contracted to design a new public safety 70,000 SF facility for the City of Altoona. The new public safety facility consists of an approximately 70,000- New Construction SF, two-level building to house the City of Altoona’s city hall offices, council chamber, police COST department, related public improvements, and parking. The Altoona Police Department occupies $36 million about two-thirds of the new building. STATUS The specialized components located within the new public safety facility include a public lobby, Completed in 2019 community meeting room, patrol operations, interrogation rooms, booking, sallyport, roll-call room, training, locker rooms, administration, records, CID / forensics, 50-yard, 12-lane range, SERVICES Spatial Needs Study property and evidence, public records, kitchen, workspace, physical agility, storage spaces, and Site Analysis secured parking. Master Planning Estimates of Probable Costs Community Outreach Interior Design Design Documents Construction Oversight Page | 171 of Page | 172 of City of Charleston, West Virginia PUBLIC SAFETY CENTER FEASIBILITY STUDY ADG’s National Experience • Alachua County Public Works / Public Safety Complex • Longview Fire Department Headquarters Design Criteria Sheriff Complex Study • DeKalb County Fire Station No. Rehabilitation Projects Package • Alachua County Sheriff’s Complex 7 Owner’s Rep • Lowell Police Headquarters • Pinellas Park Police Facility • Alpharetta Public Safety Facility • Deltona Fire Station No. 65 • Lynchburg Police Headquarters • Plantation Firing Range • Altamonte Springs Fire Station • Dover Police Headquarters • Manchester Police Department • Polk County Sheriff Correction • Altamonte Springs Public Safety • Eastern Florida State College Headquarters Facility Phase I and II Complex Public Safety Training Center • Marion County Correctional Center • Polk County Sheriff District • Altoona Public Safety Facility • Elmira Police Facility • Martin County Public Safety Facility Command Center • Auburndale Fire Station No. 1 • Evangeline Parish Consolidated • Miramar Historic Police Substation • Polk County Sheriff’s Regional • Auburndale Police Facility Comm. / EOC Facility • Miramar Police Evidence and Crime Command Facility • Aurora Police and Fire Department • Flagler County Sheriff’s Lab • Port Fourchon EOC Joint Training Facility Complex • MNCPPC National Division • Port Fourchon Public Safety Center • Bal Harbour Police Facility • Florida Municipal Power Agency Headquarters • Port St. Lucie Police and EOC • Bay County EOC and 911 Facility • Florida Solar Energy Center • Mobile Public Safety Facility • Portsmouth Police Facility • Bartow City Wide Space Needs and • Florosa Fire Station No. 5 • Monroe County Emergency Programming Study Feasibility Study • Fond du Lac Fire and Police Operations Center • Provincetown Police Department • Belton Public Safety Facility Training Facility Pre-Design • Mount Dora Public Safety Facility Preliminary Space Needs Analysis Renovation • Frankfort Public Safety and EOC Renovation • Provo Police and Municipal • Boca Raton Fire Administration and Complex • Mount Dora Utilities and Public Complex Training Center • Ft. Myers Fire Station No. 1 and Works Facility • Richland County EOC and 911 • Boca Raton Police Services Facilities Administration • Nacogdoches EOC and 911 Facility Center Spatial Needs Assessment • Boca Raton Public Safety Information • Gainesville Police Department • Naples Fire Administration and EOC • Riviera Beach Police Facility Management Center Training Facility Design • New Port Richey Utilities and Public • Rochester Consolidated 911 / 311 • Boone County EOC and 911 Facility • Gainesville Police Facility Works Facility Center • Boynton Beach City Wide Needs Renovation • Niceville Police Headquarters • Rochester Police Department Re- Assessment • Georgetown Public Safety • Norman EOC and 911 Facility Organization Study • Boynton Beach Fire Station Operations and Training • North Collier Fire Headquarters • Rockledge Police Department • Boynton Beach Police Facility Complex and EOC Design Criteria Package • Bradford County Public Safety • Grand Prairie / Irving Public • Northglenn Police and City Hall • Sanford Fire Station No. 31 Facility Safety Training Facility Complex • Sanford Public Safety Complex • Branson Public Safety Facility • Greene County Public Safety • North Miami Beach Public Utilities • Sarasota County Bus Transfer • Brentwood Police Headquarters Coordination Center Complex Facility Preliminary Spatial Needs • Gulfport Public Safety Facility • North Port Utilities and Public • Sarasota County EOC, Assessment • Hallandale Municipal Complex Complex Communications, and IT Facility • Brevard County EOC Study and EOC / 911 Complex • North Port City Wide Needs • Sarasota County Government • Broward County EOC • Hernando County Emergency Assessment Complex • Brunswick Police Department Communications and • Oakland Park Facilities Needs • Sarasota County Sheriff’s Complex • Cabell County EOC and 911 Complex Operations Center Assessment Planning • Cabell County Sheriff Judicial Facility • Hernando County Public Works • Ocala Electric Utilities • Sarasota Police Facility • Cape Canaveral Police and Municipal and Fleet Maintenance Complex Administration • Seminole County EOC Facilities • Highlands County Sheriff • Ocoee Main Fire Station • Silverton Police Department • Cape Coral Fire Stations No. 1, 2, Detention Center Renovation • Ocoee Police Facility • South Sound Consolidated 911 and 9 • Highlands County Sheriff’s • Okeechobee County EOC and 911 Communications Center • Cape Coral Police Headquarters Complex Facility • Springfield Police Headquarters • Casselberry Fire Stations No. 21 • Hillsborough County Public • Orange County Central Utility • St. Charles County EOC and 911 and 25 Safety Operations Facility Facility Center • Catawba County Sheriff Criminal Design Criteria Package • Orange County Fire Station No. 3 / • St. Charles County Evidence Facility Justice Facility • Horry County EOC and 911 Fire Fighting Museum • St. Charles Parish EOC Study • Cayman Islands National EOC Center • Orange County Fire Stations • St. Johns Combined Fire Station • Cedar Falls Public Safety Facility • Idaho Falls Police Headquarters Prototype No. 5 and Sheriff Central Command • Cedar Park Police Headquarters • Indian River County Crime • Orange County Landfill Operations Center Renovation Scene Facility Complex • St. Louis Police Precinct No. 1 • Charleston County Consolidated EOC • Indian River County Sheriff’s • Orange County Sheriff 911 Facility • St. Louis Police Precinct No. 3 and 911 Center Complex Study • St. Lucie County EOC • Chatham County EOC and 911 Center • Johnston Fire Station No. 2 • Orange County Sheriff Criminal • Sunrise Fire Station No. 72 • Clay County Emergency Services • Johnston Public Safety Complex Justice Center • Sunrise Public Safety and Training Complex • Kingsport Courthouse and • Orange County Sheriff Sector II Complex • Clermont Police Department Police Renovation • Orlando Fire Stations No. 6, 9, • Tallahassee Police Headquarters Headquarters • Kissimmee Fire Station No. 4 and 11 • Terrebone Parish EOC and Safe • Cobb County Police Headquarters and 14 • Orlando Police Department Firing Room Pre-Design • Kissimmee Police Training Range and Training Facility • Union County EOC and 911 Center • Cobb County Training Facility Pre- Facility • Orlando Police Department • Utah Valley Special Services District Design • Lafayette Police Headquarters Headquarters Communications Facility • Cocoa Beach Fire Station No. 51 • Lake County EOC and 911 • Osceola County EOC and 911 • Washington County EOC and 911 • Cocoa Beach Police Headquarters Facility Facility Center Design Criteria Package • Lake Mary Fire Station • Osceola County Fire Stations • Waukee Public Safety Facility • Cocoa Fire Headquarters and Station • Lake Worth Central Fire Station Continuing Service Contract • Wells Public Safety Facility No. 1 / Fire-Rescue • Oviedo Police Headquarters • Wildwood Police Department • Cocoa Fire Station No. 2 • Lakeland Fire Training Complex • Owensboro Police Facility • Wilkes County Sheriff Judicial • Cocoa Fire Station No. 3 • Largo EOC and Police Training • Palm Bay Public Works and Fleet Complex • Columbia North Police Precinct Facility Maintenance Facility • Williamsburg County EOC and 911 • Columbia Police Substation and • Largo Fire Station No. 41 • Palm Beach County EOC Center Needs Assessment Community Center • Largo Fire-Rescue Admin. • Palm Beach Gardens Central Fire • Williamson County Public Safety • Cookeville Police Headquarters Facility Station / Fire- Rescue Facility • Corinth Fire and Public Safety Facility • Lawrence County EOC and 911 • Palm Coast Fire Stations No. 21, • Wilmington EOC Needs Facility 24, and 25 • Windermere Police and Municipal • Assesment • Lebanon Police Department • Palmetto Police Headquarters Facility • Covington Police and Courts Facility • Levy County Sheriff Jail Addition • Pasco County Sheriff Correctional • Winter Haven Police Facility • Davidson Fire Station Peer Review • Linn County Sheriff Complex Facility • Winter Park Fire Station No. 62 • Davie Central Fire Station and Jail • Pembroke Pines Police • Winter Park Public Safety and • Daytona Beach Shores Municipal and Training Page | 173 of Architects Design Group has extensive experience in the planning and design of public safety training facilities. We have completed planning and/or design services for over 350 public safety facilities in the last 50 years. The listing below is a sample of similar training facility projects. • 350+ Public Safety Projects Nationally • Hunterdon County Emergency Services Training Center • Altoona Public Safety Facility and Firing Range • Hillsborough Public Safety Operations and Training Facility • Auburndale Public Safety and Training Facility • Kissimmee Firearms Range • Aurora Public Safety Training Facility • Lakeland Fire Training Complex • Boca Raton Public Safety Training Center Master Plan • Manchester Police Department Headquarters and Training • Chattanooga Training and Firing Range Pre-Design Facility • Cobb County Public Safety Training Facility Pre-Design • Oakland County Sheriff’s Law Enforcement Training Center • Daytona Beach State College Firing Range • Orlando Police Department Training Facility and Firing • Eastern Florida State College Institute of Public Safety Range • Fond du Lac Public Safety Training Facility Pre-Design • Pearland Public Safety Training Complex • Grand Prairie / Irving Public Safety Training Facility • Plantation Firearms Range • Georgetown Public Safety Operations and Training Facility • Sanford Public Safety and Fire Training Facility • Georgetown Hybrid Firing Range • Sunrise Public Safety Training and Firing Range Complex • Greene County Public Safety Coordination and Training Center • Tallahassee Police Headquarters and Firing Range • Gulf Coast State College Public Safety Training Facility • Winter Park Public Safety and Fire Training Facility Page | 174 of Tab 2 Overall Capabilities Organizational Chart Team Resumes Current Workload Page | 175 of City of Charleston, West Virginia PUBLIC SAFETY CENTER FEASIBILITY STUDY STATEMENT OF THE FIRM’S OVERALL Additionally, our team features some of the region’s most CAPABILITIES TO HANDLE THE PROPOSED talented engineering consultants providing planning support WORK, INCLUDING PERSONNEL TO for the mechanical, electrical, plumbing & fire protection, BE ASSIGNED TO THE WORK, THEIR telecommunications, structural, civil, environmental, and QUALIFICATIONS, AND THEIR CURRENT traffic engineering discplines. WORKLOAD The following pages include a clear representation of our OVERVIEW: CAPABILITIES OF THE TEAM Team’s organizational structure and individual Study roles and responsibilies, staff resumes and overall qualifications, and The Silling + ADG planning and design team provides a summary of both Silling and ADG’s current and projected extensive staff resources, as well as local, regional, and workload for your review. national level expertise serving public safety and law enforcement projects, to develop and manage the City of Charleston’s Public Safety Center Feasibility Study. The Study will be led and managed by firm principal Jody Driggs, AIA from Silling Architects’ downtown Charleston office, working in close collaboration with Ian Reeves, AIA, a principal and public safety planning leader with Architects Design Group. Based out of Orlando, FL, Ian has successfully led the development of a long list of public safety feasibility studies and design projects throughout the United States- -often in collaboration with strong, highly-reputable local architects within the communities they serve. Page | 176 of City of Charleston, West Virginia PUBLIC SAFETY CENTER FEASIBILITY STUDY STATEMENT IDENTIFYING WHO THE INTENDED PROJECT MANAGER WILL BE ORGANIZATIONAL CHART Page | 177 of City of Charleston, West Virginia PUBLIC SAFETY CENTER FEASIBILITY STUDY Jody Driggs AIA, NCARB PRINCIPAL IN CHARGE + PROJECT MANAGER Jody is a twenty-six year member of Silling Architects and has served as a Principal since 2001. His primary focus within the firm is instilling a special notion of service and care in the way that we practice, rooted in a humility responsive to the level of trust our clients have in us. Jody’s desire to serve exceptionally is a driving force in the studio’s constant efforts of innovation and improvement. Jody also serves as an active design architect and project manager and appreciates the firm’s opportunities to develop solutions for a diverse and ever-expanding client base. He seeks to understand the people within each project, and the stories that project means to tell, in order to YEARS EXPERIENCE customize a design team and engage in a discourse unique to every opportunity. 26 The variety of both building typologies but more importantly, architectural EDUCATION language and character, are evidence of his and the firm’s approach to client- Bachelor of Architecture University of Tennessee, 1996 centeredness and critical design. REGISTRATIONS PROJECT EXPERIENCE Architect: WV, FL, MD, PA, VA, KY, OH, NC National Council of Architectural Martinsburg Police HQ & Municipal Court - Martinsburg, WV Review Boards (NCARB) Martinsburg City Hall Renovation - Martinsburg, WV Raleigh County Sheriff’s Department - Beckley, WV ASSOCIATIONS American Institute of Architects (AIA) Franklin County Judicial Center & Sheriff’s Office - Chambersburg, PA AIA Academy of Architecture for Justice Fernandina Beach City Hall Feasibility Study- Fernandina Beach, FL Kanawha County Public Library - Charleston, WV Haddad Riverfront Park - Charleston, WV Marshall County Courthouse - Moundsville, WV Cabarrus County Courthouse - Concord, NC Athens-Clarke County Judicial Center Study - Athens, GA Union County Courthouse - Marysville, OH Palm Bay City Hall Building E - Palm Bay, FL Monongalia County Justice Center - Morgantown, WV Barrow County Courthouse & Detention Center - Winder, GA Randolph County 911/OEM Center - Elkins, WV Harrison County General Services Annex - Clarksburg, WV Delaware County Courthouse - Delaware, OH Seneca County Joint Justice Center - Tiffin, OH Cambria County Courthouse - Ebensburg, PA Dickenson County Judicial Center - Clintwood, VA Anthony Correctional Center - Neola, WV Mt. Olive Correctional Complex - Mt. Olive, WV St. Marys Correctional Center - St. Marys, WV Stevens Correctional Center - Welch, WV WV Lottery Headquarters - Charleston, WV Page | 178 of City of Charleston, West Virginia PUBLIC SAFETY CENTER FEASIBILITY STUDY Ian Reeves AIA PUBLIC SAFET Y PRINCIPAL ARCHITECT Ian Reeves, AIA, ICA, IALEP is the President of ADG and has been with the firm for over 30 years. He has dedicated his entire career to the planning and design of public safety facilities. He participates in all phases of architecture providing oversight for programming, design, and construction administration. He is an expert in both CPTED and CALEA design standards and has assisted many police departments in obtaining this important accreditation through facility design. He is serving on the International Association of Chief’s of Police (IACP) committee for updating the police facility design guidelines and standards. YEARS EXPERIENCE Mr. Reeves will be involved throughout the entire project and will lead in 31 implementing the project ’s scope and goals. Additionally, Mr. Reeves works very closely with the client ensuring that the “Participatory Design Process” EDUCATION that ADG utilizes results in a product that exemplifies design excellence while Master of Architecture, exceeding all program requirements. He leads our team of experts in this University of Florida, 1996 highly specialized field of architecture to produce state-of-the-art facilities for our clients on a national level. Bachelor of Arts in Architecture, University of New Mexico, 1992 Mr. Reeves also leads ADG’s grant writing services by helping clients with effectively utilizing grant resources and efficiently obtaining funding for their REGISTRATIONS projects. He has been successful in helping our clients receive millions of Architect - AL, CO, FL, GA, LA, IN, MA, MO, NC, NJ, NY, OK, RI, SC, TN, TX, UT, dollars in funding, through local, state, and federal grants, FEMA Hazardous VA; NCARB Mitigation Grant Program (HMGP), FEMA Pre-Disaster Mitigation Grant Program (PDM), and assisting with voter referendum and community outreach ASSOCIATIONS efforts. American Institute of Architects (AIA) AIA Academy of Architecture for Justice PROJECT EXPERIENCE Designed over 8 million square feet of public safety space Auburndale Public Safety and Training Facility - Auburndale, FL Aurora Public Safety Training Facility Pre-Design - Aurora, CO Boca Raton Public Safety Training Center - Boca Raton, FL Chattanooga Training and Firing Range Pre-Design - Chattanooga, TN Cobb County Public Safety Training Facility Design Criteria Package - Marietta, GA Daytona State College Firing Range - DeLand, FL Eastern Florida State College Institute of Public Safety - Melbourne, FL Gulf Coast State College Public Safety Training Facility - Panama City, FL Georgetown Public Safety Operations and Tactical Training Facility - Georgetown, TX Grand Prairie / Irving Public Safety Training Facility - Irving, TX Greene County Public Safety Coordination and Training Center - Springfield, MO Hunterdon County Emergency Services Training Center Pre-Design - Flemington, NJ Hillsborough County Public Safety Operations and Training Facility - Tampa, FL Kissimmee Police Department Firearms Training Facility - Kissimmee, FL Lakeland Fire Training Complex Pre-Design | Lakeland - FL Manchester Police Department Headquarters and Training Facility - Manchester, NH Orlando Police Department Training Facility and Firing Range - Orlando, FL Plantation Firearms Range - Plantation, FL Sanford Public Safety and Fire Training Facility - Sanford, FL Sunrise Public Safety and Training Complex - Sunrise, FL Winter Park Public Safety and Fire Training Facility - Winter Park Page | 179 of City of Charleston, West Virginia PUBLIC SAFETY CENTER FEASIBILITY STUDY Rodney McManus, LEED AP PUBLIC SAFET Y PRINCIPAL Rodney McManus is the Vice President of Operations at ADG and has worked with the firm for ten years. He is a LEED AP and has been involved with many LEED-certified projects in his career. Prior to joining ADG, Rodney was a partner of an architecture firm in New York City where his focus was on large- scale projects in the city. Rodney’s 38+ years of experience with all facets of project design and management enables him to understand a project from many perspectives. He is detail-oriented but is also able to maintain a global focus throughout the project. His management style allows him to understand the nuances of a YEARS EXPERIENCE 38 project and provide specific information and guidance to the design team while responding to the needs of the client. Rodney’s multi-faceted background, EDUCATION affords him a solid understanding of specific project requirements, allowing Bachelor of Architecture, University of for the smooth development of a project from programming to completion. North Carolina at Charlotte, 1996 Rodney understands that the foundation of a project, beginning with the REGISTRATIONS initial interviews and programming, is of the utmost importance and builds a LEED AP solid foundation for a project’s success. His hands-on approach to project management and knowledge of various building types helps him identify potential issues in a timely manner so that they can be proactively addressed to ensure a successful project each time. PROJECT EXPERIENCE Branson Police Headquarters Study - Branson, MO Citrus County Judicial Facility - Inverness, FL Cookeville Police Headquarters - Cookeville, FL Cocoa Beach Police Department, City Hall, and Municipal Parking Structure Design Criteria Package - Cocoa Beach, FL Florosa Fire Headquarters and Station No. 5 - Florosa, FL Fort Myers Police Headquarters - Fort Myers, FL Gilchrist County Courthouse - Trenton, FL Gulf Shores Police Department and Justice Center Study - Gulf Shores, AL Gulf Shores Fire Station and Training Facility - Gulf Shores, AL Idaho Falls Police Headquarters - Idao Falls, ID Indian River County Sheriff’s Office Pre-Design - Vero Beach, FL Longview Fire Station No. 7 - Longview, TX Longview Fire Station No. 8 - Longview, TX Knoxville Public Safety Complex and Courts Renovation - Knoxville, TN Miami Fire Department Urban Search and Fire-Rescue Feasibility Analysis - Miami, FL Miami Fire Station No. 14 Owner’s Rep - Miami, FL Miramar Public Safety Complex - Miramar, FL Mobile Police Headquarters - Mobile, AL Monroe County EOC - Marathon Key, FL Quincy Central Fire Station - Quincy, MA Tallahassee Police Department - Tallahassee, FL Tallahassee Fire And Community Center - Tallahassee, FL Tampa Police Department Space Needs Assessment - Tampa, FL Page | 180 of City of Charleston, West Virginia PUBLIC SAFETY CENTER FEASIBILITY STUDY Michael LeBoeuf FAIA DIRECTOR OF DESIGN + LEAD COURTS PLANNER As the Director of Design at Silling, Michael has focused on the design and renovations of Justice facilities for over 30 years--projects that represent substantial investments by our society. His work has contributed to the evolution of the modern courthouse through design that has enhanced building efficiency and transformed courtroom design and court operations through design excellence. Additionally, Michael has led a number of feasibility studies, master plans, and designs for public safety, law enforcement, and emergecny response campuses. He has served as the Lead Designer and Courts Planner on over 40 courthouses compiling to be over 600 courtrooms YEARS EXPERIENCE and over 8,000,000 square feet of courthouse facilities around the United 35 EDUCATION PROJECT EXPERIENCE Bachelor of Architecture and Putnam County Sheriff’s Department - Winfield, WV Environmental Design Kent State University, 1979 Marshall County Health Department - Moundsville, WV Barren County Judicial Center - Glasgow, KY B.S., School of Fine and Professional Arts, Kent State University, 1979 Hoke County Courthouse & Administration Building - Raeford, NC Barrow County Courthouse Expansion Study - Winder, GA REGISTRATIONS Palm Bay City Hall Building E - Palm Bay, FL Architect: FL Hillsborough County Public Safety Operations Center - Tampa, FL* ASSOCIATIONS Valencia College Public Safety Campus Master Plan - Orlando, FL* American Institute of Architects (AIA) AIA Academy of Architecture for Justice Seminole County Justice Center Annex Design Build Submission- Sanford, FL* AIA College of Fellows US Greenville Courthouse - Greenville, Mississippi* AIA Committee on Justice GSA Design Excellence PEER Architect George C. Young US Federal Building and Courthouse New UCF School of Design Architecture Advisory Entry, Renovation and Addition - Orlando, FL* Board & Adjunct Design Professor Highlands County Courthouse Addition and Renovations - Sebring, FL* Gilchrist County Courthouse Addition and Renovations - Trenton, FL* Loudoun County Master Plan and Courthouse - Leesburg, VA * Volusia County Master Plan and Courts Consolidation - Daytona Beach, FL* County of Orange Courthouse Addition and Renovation - Laguna Nigel, CA* Pueblo County Courthouse - Pueblo, CO* Sacramento County Juvenile Courthouse- Sacramento, CA* Sparks Justice Center- Sparks, NV* Calaveras County Courthouse - San Andreas, CA* City of Henderson Courthouse - City of Henderson, NV* Alachua County Master Plan and Criminal Courthouse - Gainesville, FL* Crawford County Judicial Center- Pittsburgh, KS* Bryan Simpson US Courthouse - Jacksonville, FL* Robert T. Matsui US Courthouse and Federal Building - Sacramento, CA* Orange County Courthouse Complex- Orlando, FL* Orange County Juvenile Courthouse Renovations and Addition - Orlando, FL* Osceola County Courthouse and Government Center- Kissimmee, FL* * Projects completed prior to joining Silling Page | 181 of City of Charleston, West Virginia PUBLIC SAFETY CENTER FEASIBILITY STUDY Brian Estep AIA PUBLIC SAFET Y PROJECT ARCHITECT Brian is a Senior Project Architect with over 28 years of experience serving a variety of building typologies, most notably within the law enforcement, courts, civic, and educational markets. He is primarily responsible for day-to- day project activities including programming, design, construction document production, and coordination of the architectural and engineering disciplines, supporting public agency projects with thoughtful, analytical, and responsive designs. PROJECT EXPERIENCE YEARS EXPERIENCE Martinsburg Police HQ & Municipal Court - Martinsburg, WV 28 Martinsburg City Hall Renovation - Martinsburg, WV EDUCATION Raleigh County Sheriff’s Department - Beckley, WV Bachelor of Architecture Putnam County Sheriff’s Department - Winfield, WV University of Tennessee, 1992 Kanawha County Public Library - Charleston, WV REGISTRATIONS Dixon Hughes Goodman - Charleston, WV Architect: WV WV State Capitol Exterior Lighting Design - Charleston, WV ASSOCIATIONS State of WV, Building 4 Renovations - Charleston, WV American Institute of Architects (AIA) John Marshall High School - Glen Dale, WV AIA Academy of Architecture for Justice (AAJ) WVSU Walker Convocation Center - Institute, WV Montgomery County Court Security Assessment - Dayton, OH Raleigh County Schools Bond Projects - Beckley, WV Frankford Elementary School Study - Frankford, WV Glen Dale Elementary School Renovation - Glen Dale, WV Milton Middle School - Milton, WV* Bradshaw Elementary School - Bradshaw, WV* SCTC Applied Technology Center - Williamson, WV* WV Housing Development Fund HQ - Charleston, WV* Erma Byrd Center for Higher Education - Beckley, WV* Wood County Justice Center - Parkersburg, WV* Mary Snow Elementary School - Charleston, WV* Fort Gay PreK-8 School - Wayne County, WV* Big Otter Elementary School - Duck, WV* River View High School - Bradshaw, WV* * Projects completed prior to joining Silling Page | 182 of City of Charleston, West Virginia PUBLIC SAFETY CENTER FEASIBILITY STUDY Stockton Reeves GRANTS COORDINATOR Mr. Reeves brings 33 years of public safety experience to the project team. He assists his firm’s clients in several ways. During his tenure hosting and teaching facilities planning seminars for the past 22 years, Stockton has assisted more than 1,100 law enforcement, fire and fire-rescue, emergency management, communications, as well as correctional entities that have attended these seminars. Mr. Reeves has managed and directed more than 225 political, bond, and voter referendum efforts on behalf of candidates and local governments since YEARS EXPERIENCE the 1992 election cycle. Local governments can utilize education, persuasion 32 or a combination of the two to promote efforts to pass these referendum to pay EDUCATION for critical projects. Mr. Reeves has achieved an 86% success rate for winning Masters of Business Administration, these elections. Rollins College, 1996 Lastly, Mr. Reeves and ADG track and follow almost 30 federal grant programs Bachelor of Political Science, though the DHS, FEMA, DOJ and other entities and assist clients to find University of Florida, 1989 appropriate programs in which to apply. He also utilizes relationships with Congressional and Senate staff to track other bills that provide funding for projects, training equipment and other critical needs. PROJECT EXPERIENCE Cape Coral Police Department Bond Referendum - Cape Coral, FL Cape Coral Public Safety Training Facility Needs Assessment - Cape Coral, FL Osceola County Roadway Bond Referendum - St Cloud, FL Kissimmee Ordinance Referendums - Kissimmee, FL Lake County (MT) EOC Space Needs Study - Lake County, MT Billings EOC Space Needs Study - Billings, MT Nacogdoches Space Needs Study - Nacogdoches, TX Evangeline Parish Space Needs Study - Ville Platte, LA Polson Police, Fire, and Municipal Court Space Needs Study - Polson, MT Covington Police and Communications Space Needs Study - Covington, TN Byram Police, Communications, and Municipal Court Space Needs Study - Byram, MS Gloucester Township Police, Communications, and Municipal Court Space Needs Study - Clementon, NJ University at Buffalo Police Space Needs Study - Buffalo, NY Florida Polytechnic University Space Needs Study - Lakeland, FL West Melbourne Police and Communications Space Needs Study - West Melbourne, FL Miami Shores Police Space Needs Study - Miami Shores, FL Pelham Batesville Fire Space Needs Study - Greer, SC River Vale Police, Municipal Court and Communications Space Needs Study - River Vale, NJ Palmyra Police Space Needs Study - Palmyra, NJ Boone County EOC Space Needs Study - Columbia, MO Columbia, MO Police Space Needs Study - Columbia, MO Page | 183 of City of Charleston, West Virginia PUBLIC SAFETY CENTER FEASIBILITY STUDY Taw North, RCDD SECURIT Y / TECHNOLOGY CONSULTANT Taw North, RCDD, LEED AP is a principal and the director of the technology operating group at TLC Engineering Solutions. His experience is broad as he has more than 15 years of knowledge in designing and commissioning low- voltage technology systems in fire stations and public safety facilities. Taw’s expertise includes voice-data, security, access control systems, and audio- visual systems. Taw’s goal is to provide the best, cutting edge technology for the best value. Educated in the U.S. Military Academy, Taw invested a decade in his military career prior to fully transitioning to the private sector. His leadership skills, YEARS EXPERIENCE 19 ability to assess situations and develop plans for potential solutions, as well as his industry knowledge in designing systems that use technology to enhance EDUCATION Bachelor of Science, the efficiency of operations, result in a talented team leader. Taw strives West Point, 1995 to constantly develop his team and to also incorporate new and evolving technologies into his designs. PROJECT EXPERIENCE TLC and ADG have completed over 80 projects together Boynton Beach Police Headquarters (with ADG) Bradford County Public Safety (with ADG) Boone County 911 and EOC Facility (with ADG) Cape Coral Police Department Headquarters (with ADG) Chatham County Emergency Operations Center (with ADG) Columbia Police Department (with ADG) Dover Police Headquarters (with ADG) Flagler County Sheriff’s District 2 Administration and Operations Complex (with ADG) Florosa Fire Headquarters and Station (with ADG) Clermont Police Headquarters (with ADG) Georgetown Public Safety Operations and Training Complex (with ADG) Green County EOC and 911 Center (with ADG) Hillsborough County Public Safety Operations Complex (with ADG) Horry County 911 and EOC Center (with ADG) Idaho Falls Police Department Assessment (with ADG) Kissimmee Public Safety Training (with ADG) Knoxville Public Safety Complex and Courts Renovation Mobile Public Safety Facility (with ADG) Miramar Public Safety Building (with ADG) Lafayette Police Headquarter (with ADG) Lowell Public Safety and Police Department facility (with ADG) Lynchburg Police Department Headquarters (with ADG) Miramar Public Safety Complex (with ADG) Monroe County EOC (with ADG) Page | 184 of City of Charleston, West Virginia PUBLIC SAFETY CENTER FEASIBILITY STUDY Chad Montgomery PE, LEED AP, HFDP, BCxP PRINCIPAL MECHANICAL ENGINEER SBM Chad joined SBM in 1997 and has served as a design project manager and lead mechanical engineer on a wide variety of projects. He has extensive experience in all aspects of the design of mechanical systems for buildings, including advanced HVAC, plumbing, and fire protection systems. He also acts as the project manager for his projects within the office, coordinating the design team’s efforts to ensure a quality project, with emphasis on design deadlines and construction budgets. YEARS EXPERIENCE PROJECT EXPERIENCE 24 Martinsburg City Hall Renovations - Martinsburg, WV EDUCATION Putnam County Sheriff’s Department - Winfield, WV Ohio Northern University Raleigh County Sheriff’s Department - Beckley, WV BSME/1997 Marshall County Courthouse Expansion & Renovation - Moundsville, WV Mechanical Engineering Anthony Correctional Center - Neola, WV REGISTRATIONS Jackson County Courthouse Renovations - Ripley, WV Engineer: NC, WV, OH, NY, PA Greenbrier County Health Department Renovation & Addition – Fairlea, WV Cabarrus County Courthouse - Concord, NC Hoke County Judicial Center & Administration Bldg. - Raeford, NC Jim Eckman PE, CBCP, LEED AP PRINCIPAL ELECTRICAL ENGINEER SBM For over 29 years, Jim has been actively engaged in the electrical design and project management of hundreds of healthcare, secondary and higher education, institutional and commercial projects throughout Ohio and West Virginia. These projects include new construction, additions and renovation. His experience as both a contractor and consultant provide valuable insight into the design and construction process. YEARS EXPERIENCE PROJECT EXPERIENCE 30 Raleigh County Sheriff’s Department - Beckley, WV EDUCATION Martinsburg Police HQ & Municipal Court - Martinsburg, WV The University of Akron Cabarrus County Courthouse - Concord, NC BSEE, Electrical Engineering, 1984 Greenbrier County Courthouse - Lewisburg, WV Harrison County General Services Annex - Clarksburg, WV REGISTRATIONS Engineer: WV, OH, WY, Kanawha County Public Library - Charleston, WV NC, PA Monongalia County Justice Center - Morgantown, WV Morgan County Courthouse - Berkeley Springs, WV Lewis County Judicial Annex - Weston, WV Page | 185 of City of Charleston, West Virginia PUBLIC SAFETY CENTER FEASIBILITY STUDY Greg Barsch PE SENIOR STRUCTURAL ENGINEER SMBH Greg has been employed with SMBH, Inc. since November of 2013. During this time, he has collaborated on many complex and creative projects to create designs that are not only practical and economical but also dramatic and exciting. Greg has used the latest computer programs and structural modeling techniques along with traditional engineering methods and experience to create these designs in both a timely and a thorough manner. His experiences in a wide variety of projects and in the construction field have given him the ability to adjust and excel in various design situations. YEARS EXPERIENCE PROJECT EXPERIENCE 26 Martinsburg City Hall Renovation - Martinsburg, WV EDUCATION Raleigh County Sheriff’s Department - Beckley, WV Bachelor of Science Putnam County Sheriff’s Department - Winfield, WV Civil Engineering Youngstown State University Jackson County Animal Shelter - Ripley, WV Franklin County Judicial Center - Chambersburg, PA REGISTRATIONS WV Young Life WildRidge Camp - Nicholas County, WV Engineer: OH, WV Harrison County General Services Annex - Clarksburg, WV Greg Fox ASLA, LEED AP LAND DEVELOPMENT DIRECTOR TERRADON Greg Fox oversees Terradon’s Land Development Sector and has been responsible for hundreds of notable commercial, educational and recreational site development projects during his 25+ year career. During his time as Land Development Department Head, Terradon has earned Engineering Excellence Awards from the West Virginia Association of Consulting Engineers, numerous Merit Awards from the American Society of Landscape Architects, and the Gold Award from the American Council of Engineering Companies. YEARS EXPERIENCE PROJECT EXPERIENCE 28 Martinsburg Police HQ & Municipal Court - Martinsburg, WV EDUCATION Martinsburg City Hall Renovations - Martinsburg, WV B.S. Landscape Architecture, Putnam County Sheriff’s Department - Winfield, WV West Virginia University B.A. Geography (Planning), Raleigh County Sheriff’s Department - Beckley, WV West Virginia University Marshall County Public Safety Building - Moundsville, WV REGISTRATIONS South Charleston Fire Station # 3 & 5 - South Charleston, WV Landscape Architect: WV, OH, Harrison County General Administrative Services Annex - Clarksburg, WV NC, SC, PA, VA Page | 186 of City of Charleston, West Virginia PUBLIC SAFETY CENTER FEASIBILITY STUDY Jim Nagy PE SENIOR CIVIL ENGINEER TERRADON As a Senior Engineer at Terradon, Jim Nagy’s primary focus is on designing civil engineering projects for public and private development projects throughout West Virginia. Jim specializes in the design of water distribution systems as well as sewage collection systems, and offers decades of hands-on experience and has previously provided design engineering services for schools, commercial developments, residential developments, public utilities and more. He earned a B.S. in Civil Engineering from West Virginia University and is a Professional Engineer in the State of West Virginia. YEARS EXPERIENCE PROJECT EXPERIENCE 45 Harrison County General Administrative Services Annex - Clarksburg, WV EDUCATION Cava Development - Bridgeport, WV B.A. Civil Engineering South Charleston Fire Station No. 3 - South Charleston, WV West Virginia University South Charleston Fire Station No. 5- South Charleston, WV REGISTRATIONS Harmony at White Oaks Assisted Living/Memory Care Center - Bridgeport, WV Engineer: WV West Virginia State Police - Fairmont, WV Matt Glaspey CCM, ENV SP ENVIRONMENTAL CONSULTANT TERRADON Matt is the Vice President of Environmental Services and Construction Management at Terradon Corporation. He serves as an Environmental Agency Coordinator, acting as regulatory liaison/coordinator, and provides critical project support for specialized permitting and erosion and sediment control planning, as well as wetland assessment/ delineation projects and Section 404/401 permitting. Additionally, Glaspey is experienced in conducting, supervising and evaluating construction monitoring, testing and reporting activities including scheduling, oversight, and deficiency reporting. YEARS EXPERIENCE PROJECT EXPERIENCE 20 WV Department of Environmental Protection (WVDEP) Permitting - WV EDUCATION WV Route 2 Proctor to Kent - Proctor/Kent, WV B.S. Landscape Architecture, Boy Scout Service Center - Fairmont, WV West Virginia University Dickenson County Judicial Building - Clintwood, VA CERTIFICATIONS Ronald McDonald House - Charleston, WV OSHA 30 HR Certified Construction Manager (CCM) Envision Sustainability Professional (ENV SP) Page | 187 of City of Charleston, West Virginia PUBLIC SAFETY CENTER FEASIBILITY STUDY Tim Kirk PE, PTOE, RSP TRAFFIC ENGINEER A. MORTON THOMAS & ASSOCIATES Mr. Kirk has 28 years of experience on a broad range of transportation projects including numerous Traffic Impact Studies (TIS) in West Virginia including projects in the Charleston area. Mr. Kirk previously served the WVDOH as State Traffic Operations Engineer and was instrumental in establishing guidelines and procedures for preparing traffic studies in West Virginia. He is an expert in traffic analysis, the Manual on Uniform Traffic Control Devices (MUTCD), traffic forecasting and estimation, and intersection design. YEARS EXPERIENCE PROJECT EXPERIENCE 28 Park Place Traffic Impact Study - South Charleston, WV EDUCATION US 119 Little Creek Village Traffic Impact Study - Charleston & South Charleston, WV BS, 1993, Civil Engineering, Jefferson Road Development Traffic Impact Study - South Charleston, WV West Virginia University Van Voorhis Road (CR 59) Improvements (WVDOH) - Morgantown, WV REGISTRATIONS US 340 Design Study (WVDOH) - Jefferson County, WV Professional Engineer: WV #14169; Registered Professional Traffic Operations Engineer (PTOE) through ITE #1524 Page | 188 of City of Charleston, West Virginia PUBLIC SAFETY CENTER FEASIBILITY STUDY CURRENT WORKLOAD Silling Architects Projects in Construction Phase With a team of twenty architects, designers, production staff, Martinsburg City Hall Renovation, Raleigh County Sheriff’s construction administrators, and administrative support, Department, Putnam County Sheriff’s Department, Marshall Silling Architects has consistently proven itself capable of County Courthouse Addition & Renovation, Marshall County delivering a large volume of work annually, both in terms EMS Station, Greenbrier County Courthouse Addition & of numbers of projects as well as individual project size, Renovation, Jackson County Animal Shelter, WV Army scope, and complexity. Principal involvement in all projects National Guard Army Aviation Support Facility (AASF) and a studio environment allow our firm to build multiple- Renovation in Wheeling, and Cabarrus County Courthouse. person teams within the office to focus on a variety of projects simultaneously. Likewise, open sharing of project These projects are primarily being managed by our information, project status, and large picture scheduling of Construction Administration team and do not impact staffing our workload allow architects, designers, and technicians availability for this Study. to be informed on a number of current project needs and deadlines and cross-pollinate from job to job and task to Silling continues to serve a number of repeat clients for task. It is this efficiency and teamwork that is fundamental to smaller renovation and deferred maintenance work, including our ability to service the number of very satisfied clients that projects for West Virginia State University, Putnam County we are fortunate to have. (WV), Union County (OH), Delaware County (OH), and Four-S Development, among others. At any given time, we have as many as fifteen to twenty active projects within the office in various stages of development, Architects Design Group and as can be inferred from our financial statements, our staff ADG has the capacity to perform every aspect of this has managed $50 to over $100 million dollars of construction project. All of our services will be performed in our 16,000- annually with considerable capacity to produce even more. SF headquarters office. With over 40 full-time staff who specialize in the design of public safety facilities, our team Our firm’s current workload, including project phase and has the capacity to service this project appropriately. We status, is as follows: have several national projects, and are frequently on-site for design meetings and construction administration. Our design Anthony Correctional Center (in collaboration with DLR and planning partner, Silling is headquartered in Charleston Group Architects) - Neola, WV and also has offices in Orlando, FL in close proximity to our Design Development Phase, 60% complete ($27M) Winter Park studio. Both firms will work together with the City and public safety departments to provide exceptional service. Marshall County Health Department - Moundsville, WV In-person design meetings will be scheduled in advance, Design Development Phase, 100% complete ($7M) with agendas provided to make the most of everyone’s time. Our team will work with the GC during the construction phase, Afton Ridge Library & Active Living Center (in collaboration and regularly attend scheduled site meetings. If unforeseen with HBM Architects) - Concord, NC conditions arise during construction, ADG or Silling can be Schematic Design Phase, 35% complete ($25M) on-site to resolve any issues. It is important to note that the majority of our engineering subconsultants are located in the Hoke County Judicial Center - Raeford, NC local area and can be available for any meetings as well. Schematic Design Phase, 40% complete ($30M) Our team is prepared to start immediately on any project Plant Street Mixed-Use and Multi-Family Housing awarded by the city and has a proven track record of success Development - Winter Garden, FL in delivering projects within budget and schedule parameters. Schematic Design Phase, 100% complete (Budget TBD) Our entire team, ADG and consultants, have carefully examined our overall current and projected workloads, Winter Park (Orange County) Metric Drive Courthouse and we are confident we will have no difficulties providing Renovation - Winter Park, FL responsive and timely services for any contract. As a national Construction Documents, 95% complete ($10M) firm with over 50 years of experience delivering projects on time, our team has the ability to handle multiple projects Riverside Townhomes - Edgewater, FL simultaneously at various stages of development. Schematic Design Phase, 100% complete (Budget TBD) Page | 189 of Page | 190 of Tab 3 Our Planning Approach + Process Public Engagement + Outreach Final Report Page | 191 of City of Charleston, West Virginia PUBLIC SAFETY CENTER FEASIBILITY STUDY PLANNING PROCESS + APPROACH The scope of services of this RFQ speaks directly to our team’s core body of work. We are committed to being the City of Charleston’s long-term partner on this important project, and being adaptable as the project is refined to ensure the best solution for the City. KICK-OFF MEETING / PROJECT STAKEHOLDERS WORKSHOP Upon starting your project, our team will conduct an initial meeting to review the proposed project and confirm the schedule for specific tasks. This initial meeting is an orientation to the methodology, project objectives, and responsibilities of the City’s project management team, police and fire department representatives, and project stakeholders. At this time, the goals and objectives for the project activities and milestones are discussed and agreed upon. SPATIAL NEEDS ASSESSMENT The spatial needs assessment is an early, essential part of the comprehensive planning approach to determine the future spatial needs of the police and fire departments. During this Staff Questionnaire: During this task, our team will prepare task, we will schedule several meetings with City and project and distribute a detailed questionnaire (survey) to staff stakeholders. The space needs provides four important leaders. The questionnaire serves two important objectives. elements of the planning process: First, it documents important information formulated from facility user input. Secondly, it begins the formal process • Identifies and documents deficiencies in the existing during which the users begin to think critically about their public safety department and support facilities. current facility and what an appropriate facility should be to • Provides a detailed space-by-space definition of the best serve the needs of the community as well as the city’s elements to be included in the new facility, including police and fire departments. projections for potential future building needs. • Provides the initial budget analysis and options for On-Site Interviews: Our team will meet one-on-one with identifying the cost of an appropriate facility. facility users to gain a detailed understanding of entity • Initiates the political process necessary to create functions and general spatial requirements anticipated consensus. to be accommodated by the project. On-site interviews with the questionnaire respondents are necessary to “read Information Gathering and Data Collection: The design team between the lines and fill-in the gaps” of the respondents’ will analyze data obtained from the City, including current observations. We will record in detail what the needs are copies of departmental organizational structures reflecting for each space and will assist the department’s personnel the “chain of command” and identification of the departments’ in achieving a deeper understanding of how the new public administrators of each program component within the safety facility must function. project. Data collection gathers population and demographic statistics useful in the beginning to project future needs. Also helpful is historical information on size of staff and case load volumes. Information Gathering and Data Collection: The design team will analyze data obtained from the city, including current copies of departmental organizational structures reflecting the “chain of command” and identification of the departments’ administrators of each program component within the project. Data collection gathers population and demographic statistics useful in the beginning to project future needs. Also helpful is historical information on size of staff and case load volumes. Page | 192 of City of Charleston, West Virginia PUBLIC SAFETY CENTER FEASIBILITY STUDY Evaluation of Current Conditions: During site visits, we will their function, operation, respective interaction, relationship, conduct an evaluation of the existing facilities documenting and adjacency priorities. The team will utilize the space physical condition, code compliance, workplace safety, standards for individual staff work areas which ADG has potential hazards, and functionality pertaining to modern developed over the past 50 years of experience in planning policing and firefighting practices. Analyzing the current and designing public safety facilities. The information during conditions will assist us with creating the spatial needs this task will be provided in a draft report and dispersed to assessment. city stakeholders for review and comments before the final spatial needs assessment is completed. Preliminary Technology Review: This task includes a preliminary technology review including the security access SITE ANALYSIS & EVALUATION MATRIX control and CCTV systems, audio-visual technology needs, station alerting systems, and the coordination of the data distribution network with the city’s IT department representatives. This is an instrumental task in ensuring the estimates of probable costs are inclusive of all current and emerging technologies, specific to fire-rescue and law enforcement. “Crunch the Numbers”: Once a clear understanding of the daily operations is achieved, our team will quantify the space needed in terms of actual square footage. We will then list individual space by division in each department. We understand the city would like to find a suitable property The space is listed by current square footage needs and at near the downtown business area, preferably one that is least two subsequent future phases of potentially increased public owned. We will work with the city to identify these square footage needs. The one constant in life is change. parcels. During the site analysis phase, the team will prepare a With that concept in mind, the planned facility must be able preliminary analysis of each site. The civil engineer, Terradon to accommodate change over a minimum 20-year life of the Corporation, will obtain to the extent possible existing aerial building. The tabulation of space needs will be distributed photographs, county maps, legal description, and surveys in draft form to allow a detailed review by the city’s internal to assist in documenting the size and the location of primary project management team. features, such as buildings, paved areas, major landscape elements, easements, environmental jurisdictional limits, ISO Spatial Needs Assessment Draft Report: A thorough analysis ratings, and other physical aspects that potentially affect or of all of the information obtained will result in a detailed impact upon the proposed development and future expansion report. The team will prepare an analysis of the routine of the facilities. The team will obtain documentation through operations of each department in order to fully understand the city’s land development ordinance relative to codes and Page | 193 of City of Charleston, West Virginia PUBLIC SAFETY CENTER FEASIBILITY STUDY Sample Master Plan PUBLIC SAFETY OA D BUILDING NO ICER 2-STORY ED UR S R ST TH E RV SEC CES RE 9 S AC ET TH 7 NB AY6 HW FF STA RY HIG T US EN RTH BLIC PU TRY NO EN PUBLIC ED UR S SALLYPORT PARKING SEC CES CENTRAL AC SECURED UTILITY PARKING PLANT FUTURE ENTRY MUNICIPAL COURT & ADDITION COMMUNITY ROOM BLIC PU TRY EN TOWER FF TO REMAIN STA RY T EN DEVELOPMENT DATA STORMWATER SECURED TRAINING PUBLIC SAFETY BUILDING w/ ±66,500 SF PARKING BUILDING SALLYPORT EXISTING TO REMAIN TRAINING FACILITY ADDITION ±650 SF MUNICIPAL COURT ±10,000 SF SITE AREA 7.289 ACRES PARKING COUNT SECURITY WALL SECURED 108 EXISTING SECURED 44 PUBLIC 91 TOTAL 243 50 200 100 PUBLIC SAFETY COMPLEX - MIDLOTHIAN, TX MASTER PLAN ARCHITECTS DESIGN GROUP 1044| 2021.03.26 OPTION D - PHASE TWO / or development requirements including criteria relative to At the end of this phase, our team will provide a draft report buildable area, height limitations, parking requirements, detailing the site candidates in order for the city to make an provision of utilities, storm water retention and disposal, informed decision on what site would work best for the new environmental issues, soil contamination, landscape station. With all options, current or future sites, our team requirements, setbacks, and similar factors which may will implement the principles of CPTED (Crime Prevention potentially impact upon expansion capability and land usage. Through Environmental Design), as ADG is a long standing member of the ICA (International CPTED Association). After the information is gathered, our team will analyze the sites and develop a site selection matrix of critical site MASTER PLANNING characteristics affecting the suitability for a new public safety After meeting with the city and receiving consensus on the facility. The site selection process will include: best site for development, we will work on the master planning on the chosen site. To do this, we will explore various options • Providing a weighted “criteria value” of critical site to achieve current and future needs. Our team will also characteristics based upon their respective overall value evaluate the adjacent site areas relative to current zoning and or degree of importance. actual land use and reflect this information in the master plan • Conducting a detailed evaluation of the sites and documents. During the programming and master planning providing the same information in a written report. phases, we identify any long-term goals for the Charleston • Verifying and/or make recommendations as to the use police and fire facilities to create a comprehensive site master of the referenced sites, the need for additional sites plan, incorporating all future needs of the city. Based upon the and/or the possible acquisition of adjacent or nearby accepted spatial needs assessment and adjacent site areas, properties. our team will prepare a master plan document illustrating: • Providing an initial ranking of site development candidates base upon a weighted value of evaluation • Proposed land utilization criteria. • Location and general configuration of current need of • Comparing findings with evaluation of existing facilities. the building and site elements • Determining feasibility of multi-story facilities (zoning, • Areas of potential expansion for future needs function, cost impacts). • Location of vehicle access and egress, staff and public • Preparing initial “order of magnitude cost analysis” for • Vehicle parking areas for the secured and public access each site. areas Page | 194 of City of Charleston, West Virginia PUBLIC SAFETY CENTER FEASIBILITY STUDY • Site circulation with at least two egress points for staff • Site security • Natural vegetation area designed for storm-water retention /detention • Environmentally-sensitive areas • Utility access and distribution • Staging area for emergency events • Ability to apply principles of Crime Prevention Through Environmental Design (CPTED) standards OPERATIONAL ADJACENCY DIAGRAMS As square footage is always at a premium, one of our team’s greatest abilities is to program a building to maximize operational efficiency. Operational adjacency studies are a critical part of developing the full program and design documents in this phase. During this task, our team can create detailed internal division adjacencies, overall building adjacencies, and site adjacencies. CONCEPTUAL DESIGN / RENDERINGS At this point of design, the concept plan will be further detailed into sketches. This will include site plan refinements showing setbacks, parking and access/egress requirements, block diagrams / floor plans, 3-D massing diagrams, building elevations, and renderings. We have found 3D renderings as a useful tool in relaying how the building will look and fit onto the site. These can be presented to not only the user groups, but to the city council and the community to garner their support. Our team uses the latest render software to create Page | 195 of highly realistic imagery of what the inside and outside of the new facility can look like. Our team will conduct an interactive design meeting which will include the design team, city’s project manager, members of the public safety departments, planning, and project stakeholders. The premise of this meeting will be to obtain consensus on the conceptual site plan, conceptual floor plans, building elevations, and renderings. After feedback from the design meeting, our team will prepare revised drawings illustrative of the proposed solution for the new building. PUBLIC ENGAGEMENT, OUTREACH + BOND ASSISTANCE Keeping citizens informed about capital projects through effective communication is essential to the success of any public building project, just as gaining community consensus is an integral part of the planning and design process. Gaining consensus is also important for the funding of a project, as taxpayers will be the people who will help pay for the facility. Therefore, our team recommends the development of a community engagement campaign at the onset of the project to educate and involve the public. Our team can work with the city in developing this plan to educate and involve the community. Both Silling and ADG are well-versed in presenting to project committees, city council, bond committees, and the community during the design process, and feel we can serve as the client’s advocate and explain how a new facility will benefit the city and community in the long run. A Community Example: Tallahassee, FL Several community input meetings were conducted for the Tallahassee Public Safety Campus. Residents were able to voice their concerns about the location, design, and what community components would be in the building to serve their needs. The end result, gave those people who may have been opposed to the project the ability to have their voices heard and to feel a part of the design process. The public safety campus ultimately will include a 150,000 square foot, large-scale police headquarters, an over 820- car structured parking garage, a 48,000 square foot training building, and a central energy plant. The public safety campus will focus on enhancing the surrounding neighborhood as TPD utilizes the Community-Oriented Policing Philosophy. Project Financial Analysis Architects Design Group has become increasingly involved in the important aspect of identifying potential funding sources for counties and cities, specifically for public safety facilities. As a dedicated resource to the national public safety community, ADG has consistently offered services to their clients, and those entities that have reached out to them, for Page | 196 of City of Charleston, West Virginia PUBLIC SAFETY CENTER FEASIBILITY STUDY Hoke County Justice & Government Campus Master Plan - Raeford, NC guidance in their pursuits of supplemental funding sources. speed requirements for the building envelope, impact level They assist governmental entities with identifying alternative required, project size, number of stories, construction cost, ways to provide levels of appropriate funding. Since there construction delivery method, cost per square foot with and is generally not a singular source of revenue, facilities are without site development costs, and population served. typically funded by utilizing a variety of sources. Our team will analyze the information prepared in the needs They have helped governmental entities identify and assessment documents, and determine the potential costs secure potential funding sources including local, state, and for the various development options. The opinion of probable federal grants, FEMA Hazardous Mitigation Grant Program costs for each option will include scope of work narrative, (HMGP), bond issues, reallocation of revenue funds, and cost-related assumptions, anticipated land acquisition costs, other innovative methodologies. In addition, they have construction scope items, FF&E estimates, project soft costs, identified programs such as Sales Tax Exemption Programs, and contingencies. Development Impact Fees, and Bond Referendum Financing. In that respect, they have assisted numerous counties and FINAL FEASIBILITY STUDY REPORT cities with securing approximately $160 million through All of the information outlined above will result in a detailed a variety of options including grant programs and voter report that will contain recommendations and options for the referendums. development of the City of Charleston’s much needed public safety facilities. Our team will provide a formal presentation OPINION OF PROBABLE COSTS of the study and recommended solutions to city council, city Key decisions made at the start of a project have the staff, fire and police departments, and stakeholders. greatest impact on the ultimate success of the project. Good decisions are a product of thorough analysis of appropriate FUTURE SERVICES FOR FULL DESIGN and accurate data. During the early phases of the project, If selected, our team’s feasibility study and preliminary accurate budgeting is necessary. Our team has an excellent planning will result in a useful tool as the city moves forward history of accurate cost estimating, specifically for public as it will set a firm foundation for this project. For future safety projects. For the purpose of accurate project cost development, our team has the capabilities to provide full projecting, Silling and ADG maintain an extensive database design and construction administration services. A full of public safety projects on a national scale. This is a very approach to Phase II services can be furnished to the city. important contributing factor in our success of designing We have completed these services for hundreds of fire- to the budget in order to prevent value engineering at the rescue and public safety clients and will be able to bring that end of the design process. The database is populated with expertise to this project. the following project components: project location (and specific regional issues that may need to be mitigated), wind Page | 197 of Page | 198 of Tab 4 Other Required EOI Items Page | 199 of City of Charleston, West Virginia PUBLIC SAFETY CENTER FEASIBILITY STUDY STATEMENT REGARDING WHETHER THE FIRM HAS AN APPROVED AUDITED OVERHEAD RATE ON FILE WITH A WEST VIRGINIA AGENCY OR POLITICAL SUBDIVISION Silling Architects does not currently have an approved WV audited overhead rate on file. Our firm routinely does business with the State of West Virginia, various State agencies and departments, and a long list of county and municipal governments and this has not been a requirement for architectural service contracts. With that said, we would be happy to provide any and all information required to obtain an approved audited overhead rate with the State, if needed. STATEMENT REGARDING THE FIRM’S FAMILIARITY OR EXPERTISE WITH ROAD & TRAFFIC DESIGN, ROADWAY CONSTRUCTION, PARKING LOTS, THE UNIFORM MANUAL ON TRAFFIC CONTROL DEVICES, AND THE WEST VIRGINIA DIVISION OF HIGHWAYS’ 2017 STANDARD SPECIFICATIONS FOR ROADS AND BRIDGES, AS AMENDED Our team’s traffic engineering consultant, AMT, maintains two offices in West Virginia and has numerous staff members with WVDOH experience. Our team provides extensive traffic engineering and roadway design expertise and is intimately familiar with WVDOH Standard Details, Directives, and Construction and Materials specifications. AMT has a significant Construction Engineering Inspection (CEI) practice in West Virginia and we are well versed in WVDOH, WVDEP, and other state and federal regulatory agencies procedures. From our TIS experience, we are very familiar with WVDOH Traffic Engineering Directive (TED) 106-2, which outlines procedures for such studies. Tim Kirk is a member of the National Committee on Uniform Traffic Control Devices (NCUTCD), which is responsible for assisting FHWA in issuance of the MUTCD and he is intimately familiar with this document. AMT has conducted a considerable number of traffic impact studies (TIS) throughout the Mid-Atlantic in urban and rural environments, from small developments requiring minor roadway modifications (such as turn lane construction/ expansion and signing/pavement marking modifications) to regional development projects with significant infrastructure improvements (including traffic signal installation, roadway extensions and controlled access breaks). In recent times, AMT has conducted multiple traffic impact studies for retail projects in West Virginia that were required to obtain commercial driveway access approval by the WVDOH. We are currently serving the City of South Charleston for a potential project on Jefferson Road that impacts the ongoing WVDOH improvements and previously prepared local TIS projects for Starbucks on MacCorkle Avenue, Park Place in South Page | 200 of City of Charleston, West Virginia PUBLIC SAFETY CENTER FEASIBILITY STUDY Charleston, and Little Creek Village in South Charleston. architectural solutions one must first have an understanding We are just getting underway with a TIS for Sheetz in of and sensitivity to the context and culture that any project Kanawha City. Our Project Manager for this contract also is placed in. Architecture has both practical and expressive has considerable experience reviewing and managing traffic artistic qualities. It must satisfy both utilitarian and aesthetic impact studies for projects throughout West Virginia. requirements. Each client has their own vision. Each project has a unique story. Our passionate design team has the The first step in preparing a TIS is accurate data collection, experience and understanding to combine all of those and AMT encompasses a robust data collection team that has elements to tell your story and make your vision a reality. served the WVDOH for numerous contracts. Trip generation for the development and accurate forecast volumes are With multiple projects (including the historic City Hall itself) established using all available data sources, including WVDOH located within the City of Charleston, Silling is intimately records. The ITE Trip Generation Manual is typically utilized familiar with the City’s rich history and unique urban fabric. Our as the basis of traffic projection for proposed development most recent project in downtown Charleston, the reimagined projects. A network scope of work is established at the outset Kanawha County Public Library, is an excellent example of of the project, and each intersection is evaluated for existing, this familiarity and understanding. Our team worked closely future no build, and project build conditions to determine with the Board of Directors of the library and local real estate what, if any, capacity improvements are necessary to protect representatives to evaluate 20 different sites within the City adequate traffic operation in service to the traveling public. of Charleston. Various analysis tools are utilized to prepare quantitative analysis of potential impacts and improvement scenarios. If a site has not been selected for the Public Safety Center Coordination with all stakeholders is key and is incorporated and site review and evaluation is necessary, we see that throughout project completion. process being very similar to that of the library project. We understand the unique nature of this building type and the STATEMENT REGARDING THE FIRM’S importance of its visual prominence and identity within FAMILIARITY OR EXPERTISE WITH BUILDING different areas of the City. We understand the synergistic DESIGN, ARCHITECTURE, UTILITIES DESIGN, AND relationships to surrounding areas and how those meet with STRUCTURAL ENGINEERING the community focused mission of first responders. We understand proper vehicular circulation into and out of the Building Design & Architecture - Silling + Architects Design site and its relationship to response time. Last but certainly Group share a common philosophy that in order to produce not least, we understand the cost of property acquisition, highly successful projects that are composed of meaningful demolition and access to adequate utilities impact the overall Page | 201 of City of Charleston, West Virginia PUBLIC SAFETY CENTER FEASIBILITY STUDY budget and schedule. Sheriff’s Department, Morgan County Courthouse, and Raleigh County Judicial Center, among many others. Utilities Design - With over three decades of experience delivering responsive design, inspection, right-of-way, STATEMENT REGARDING EXPERIENCE WITH maintenance and construction services for electric, gas, PUBLIC ENGAGEMENT AND OUTREACH telephone, water/wastewater, and fiber optic and cable utility lines, our civil engineering partner (Terradon) has Keeping citizens informed about capital projects through assumed a leadership role in the rapidly advancing utilities effective communication is essential to the success of any and communications engineering industry. Using new public building project, just as gaining community consensus technologies and innovative approaches to problem solving, is an integral part of the planning and design process. Gaining our team’s planners, engineers and construction experts consensus is also important for the funding of a project, develop flexible, cost-effective solutions for public and as taxpayers will be the people who will help pay for the private-sector clients with varying needs. facility. Therefore, our team recommends the development of a community engagement campaign at the onset of the Our team’s capabilities also include route feasibility studies, project to educate and involve the public. Our team can conduit infrastructure, overhead design, relocation design, work with the city in developing this plan to educate and system expansion and code compliance. These abilities are involve the community. Both Silling and ADG are well-versed supported by technical expertise in property surveying and in presenting to project committees, city council, bond mapping services, environmental permitting, transportation committees, and the community during the design process, engineering, real estate due diligence, and site facilities and feel we can serve as the client’s advocate and explain engineering. With this full suite of services, Terradon is able how a new facility will benefit the city and community in the to cover every aspect of a utility design project. long run. Structural Engineering - Our consulting structural engineer, OFFICE LOCATION WHERE THE WORK WILL SMBH, has been serving a great multitude of public and PRIMARILY BE PERFORMED private clients throughout the state of West Virginia for 50 years. They bring a unique familiarity with the design of Downtown Charleston-based Silling Architects, in structures utilizing concrete, steel, wood, masonry, and collaboration with Orlando, FL-based Architects Design precast concrete systems. They are widely regarded for Group, will serve as your local Executive Architect and be the their expertise in designing innovative, economical, and City’s Primary Point of Contact. serviceable structures serving virtually every building type imaginable. Some of their most notable structural designs Silling Architects working with Silling Architects include the Kanawha County 405 Capitol Street, Upper Atrium Public Library, Martinsburg Police Department & Municipal Charleston, West Virginia 25301 Court, Raleigh County Sheriff’s Department, Putnam County (304) 346-0565 Community & Stakeholder Engagement Meeting KANAWHA COUNTY PUBLIC LIBRARY Page | 202 of City of Charleston, West Virginia PUBLIC SAFETY CENTER FEASIBILITY STUDY Our two firms will collaborate as a singular studio, with all team STATEMENT THAT THE FIRM IS IN GOOD STANDING members engaged and working continuously throughout WITH THE CITY COLLECTOR’S OFFICE REGARDING every phase of the Feasibility Study. The City of Charleston ITS TAX AND FEE OBLIGATIONS TO THE CITY OF will benefit from personal and professional relationships with CHARLESTON (IF APPLICABLE) leaders of our entire team, having open access and gaining appropriate input on the unique issues relative to location and As a downtown Charleston, WV practice for 120 years, typology. Silling has always maintained and continues to be in good standing with the City’s Collector’s Office regarding both STATEMENT REGARDING WHETHER THE FIRM our tax and fee obligations to the City of Charleston. We are MAINTAINS A COST ACCOUNTING SYSTEM THAT proud to continue our legacy as a Charleston-based public IS CAPABLE OF SEGREGATING AND IDENTIFYING servant design firm, and through our current portfolio of work ACCUMULATING COSTS FOR EACH JOB THAT IS throughout the mid-Atlantic and Southeast are honored to PERFORMED UNDER COST-TYPE CONTRACTS sustain and grow our practice as a West Virginia employer and improve the economy of our hometown. Silling Architects utilizes the project-based accounting and project management software Ajera by Deltek for all work LETTERS OF REFERENCE FROM CLIENTS FOR performed in both their Charleston, WV and Orlando, FL WHOM THE FIRM HAS PROVIDED SIMILAR OR studios. This software is used to input all employee hourly COMPARABLE SERVICES WITHIN THE LAST 5 investment specific to each project, tracking labor as well YEARS. as consultant and miscellaneous expenses in real time for each design commission. An open-book, transparent See attached Letters of Reference in the following pages. invoicing process is capable of identifying and segregating accumulating costs for each project performed for cost- based service contracts. IN INSTANCES WHERE ENGINEERING SERVICES ARE SOUGHT, PLEASE PROVIDE A CERTIFICATION FROM THE WEST VIRGINIA STATE BOARD OF REGISTRATION FOR PROFESSIONAL ENGINEERS THAT THE PERSON IN RESPONSIBLE CHARGE OF THE FIRM IS A REGISTERED PROFESSIONAL ENGINEER IN THE STATE OF WEST VIRGINIA AND IS A MEMBER IN GOOD STANDING We affirm that Silling Architects (Silling Associates, Inc.) is registered with the State of West Virginia and the Secretary of State’s Office. The Principal in Charge for this contract will be Jody Driggs, AIA, NCARB, who is a registred architect with the State of West Virginia (registrations and certificates are attached in this EOI response). STATEMENT THAT THE FIRM’S WORKERS’ COMPENSATION AND UNEMPLOYMENT ACCOUNTS ARE IN GOOD STANDING Silling Architects hereby attests to having Workers’ Compensation and Unemployment Accounts in good standing. STATEMENT REGARDING ANY DEBARMENT STATUS (WHETHER DEBARRED BY ANY FEDERAL, STATE, OR MUNICIPAL AGENCY) Silling Architects boasts a long and successful history of project performance, stewardship, and service--devoid of ANY governmental suspension or debarment, errors and omissions claims, conflicts, or litigation. Page | 203 of Page | 204 of City of Charleston, West Virginia PUBLIC SAFETY CENTER FEASIBILITY STUDY investment specific to each project, tracking labor as well as consultant and miscellaneous expenses in real time LETTERS OF REFERENCE FROM CLIENTS FOR for each design commission. An open-book, transparent WHOM THE FIRM HAS PROVIDED SIMILAR OR invoicing process is capable of identifying and segregating COMPARABLE SERVICES WITHIN THE LAST 5 accumulating costs for each project performed for cost- YEARS. based service contracts. See attached Letters of Reference in the following pages. IN INSTANCES WHERE ENGINEERING SERVICES ARE SOUGHT, PLEASE PROVIDE A CERTIFICATION FROM THE WEST VIRGINIA STATE BOARD OF REGISTRATION FOR PROFESSIONAL ENGINEERS THAT THE PERSON IN RESPONSIBLE CHARGE OF THE FIRM IS A REGISTERED PROFESSIONAL ENGINEER IN THE STATE OF WEST VIRGINIA AND IS A MEMBER IN GOOD STANDING We affirm that Silling Architects (Silling Associates, Inc.) is registered with the State of West Virginia and the Secretary of State’s Office. The Principal in Charge for this contract will be Jody Driggs, AIA, NCARB, who is a registred architect with the State of West Virginia (registrations and certificates are attached in this EOI response). STATEMENT THAT THE FIRM’S WORKERS’ COMPENSATION AND UNEMPLOYMENT ACCOUNTS ARE IN GOOD STANDING Silling Architects hereby attests to having Workers’ Compensation and Unemployment Accounts in good standing. STATEMENT REGARDING ANY DEBARMENT STATUS (WHETHER DEBARRED BY ANY FEDERAL, STATE, OR MUNICIPAL AGENCY) Silling Architects boasts a long and successful history of project performance, stewardship, and service--devoid of ANY governmental suspension or debarment, errors and omissions claims, conflicts, or litigation. STATEMENT THAT THE FIRM IS IN GOOD STANDING WITH THE CITY COLLECTOR’S OFFICE REGARDING ITS TAX AND FEE OBLIGATIONS TO THE CITY OF CHARLESTON (IF APPLICABLE) As a downtown Charleston, WV practice for 120 years, Silling has always maintained and continues to be in good standing with the City’s Collector’s Office regarding both our tax and fee obligations to the City of Charleston. We are proud to continue to our legacy as a Charleston-based public servant design firm, and through our current portfolio of work throughout the mid-Atlantic and Southeast are honored to sustain and grow our practice as a West Virginia employer and improve the economy of our hometown. Page | 205 of City of Charleston, West Virginia PUBLIC SAFETY CENTER FEASIBILITY STUDY Page | 206 of City of Charleston, West Virginia PUBLIC SAFETY CENTER FEASIBILITY STUDY Page | 207 of City of Charleston, West Virginia PUBLIC SAFETY CENTER FEASIBILITY STUDY Page | 208 of Page | 209 of City of Charleston, West Virginia PUBLIC SAFETY CENTER FEASIBILITY STUDY Page | 210 of City of Charleston, West Virginia PUBLIC SAFETY CENTER FEASIBILITY STUDY Page | 211 of City of Charleston, West Virginia PUBLIC SAFETY CENTER FEASIBILITY STUDY Page | 212 of City of Charleston, West Virginia PUBLIC SAFETY CENTER FEASIBILITY STUDY Page | 213 of City of Charleston, West Virginia PUBLIC SAFETY CENTER FEASIBILITY STUDY Page | 214 of City of Charleston, West Virginia PUBLIC SAFETY CENTER FEASIBILITY STUDY Page | 215 of  “As a longtime resident of Charleston and owner at Silling Architects, I am committing the firms’ resources to this very important Study. In addition to partnering with Ian Reeves and Architects Design Group, we will dedicate ourselves to making this a priority project in our Charleston office.” JODY DRIGGS, AIA IAN REEVES, AIA Principal | Design Leader Principal | Design Leader Silling Architects Architects Design Group jdriggs@silling.com ianr@adgusa.org 1.304.721.4321 1.407.647.1706 Page | 216 of  Resolution No. 772-23 Introduced in Council: Adopted by Council: February 21, 2023 Introduced by: Referred to: Joseph Jenkins Finance 1 Resolution No. 772-23 - Authorizing the Mayor to execute the attached Lease Addendum to the 2 lease between the City of Charleston and Shaner SPE Associates Limited Partnership forgiving 3 the amount of $84,061.30 in lease payments that were not noticed, invoiced, or paid. 4 5 Whereas, by Lease dated December 18, 1973, assigned and amended multiple times, and most 6 recently by Lease Amendment dated October 21, 2014, the parties amended certain terms of 7 the Lease, including providing for additional five-year terms of the Lease and escalating lease 8 payments based on the consumer price index, all of which are incorporated into the Lease; 9 10 Whereas, In March 2020, the COVID-19 pandemic significantly impacted all sectors of the 11 national economy, with hospitality being hit particularly hard. Hotels like the Lessee’s suffered 12 considerable losses and low occupancy rates. Parties inadvertently failed to provide specific 13 notice of the monthly payment increase triggered by the previous lease amendment, which led 14 to Lessee paying the unadjusted monthly payment for calendar years 2020, 2021, and 2022. 15 The total rent payment shortfall was $168,122.61. 16 17 Beginning in 2023, Lessee has paid the correct monthly lease payment and will pay the correct 18 payment moving forward. In consideration of the COVID-19 pandemic impact, the Lessee’s 19 considerable investment in its hotel, and the lack of clear communication between the parties 20 regarding the automatic increase, the City Council authorizes an abatement of the shortfall as 21 set forth in the Addendum. 22 23 Be it Resolved by the Council of the City of Charleston, West Virginia: 24 25 That the Mayor is authorized to execute the attached Lease Addendum of the lease between 26 the City of Charleston and Shaner SPE Associates Limited Partnership. Page | 217 of  LEASE ADDENDUM THIS LEASE ADDENDUM (“Addendum”) is made at the City of Charleston, Kanawha County, West Virginia, as of the ___ day of _________________ 2023, by and between THE CITY OF CHARLESTON, WEST VIRGINIA, a municipal corporation, hereinafter referred to as “LESSOR”, and SHANER SPE ASSOCIATES LIMITED PARTNERSHIP, a Delaware limited partnership, hereinafter referred to as “LESSEE”. RECITALS By Lease dated December 18, 1973, of record in Kanawha County, West Virginia, lease Book 190, at page 627, as amended by Amended Lease dated December 3, 1974 (the two agreements are collectively the “Lease”), the City of Charleston, West Virginia, leased to Doridon Corporation a parcel of land comprising 34,989.21 square feet located in the City of Charleston, West Virginia. By Confirmatory Assignment dated August 4, 1987, of record in Kanawha County, West Virginia, Assignment Book 115, at page 733, Doridon Corporation assigned to Columbia Sussex Corporation all of its rights, title, obligations, and interest as tenant under the Lease. By Assignment dated December 15, 1999, of record in Kanawha County West Virginia, assignment book 172, at page 282, Columbia Sussex Corporation assigned to Lance Shaner Hotel Limited Partnership all of its rights, title, obligations, and interest as tenant under the Lease. By Lease Amendment and Consent to Assignment dated December 15, 1999, of record in Kanawha County, West Virginia, lease book 245, at page 961, LESSOR and Lance Shaner Hotel Limited Partnership amended certain terms of the Lease, and the LESSOR consented to the assignment of the Lease. By Assignment and Assumption of Ground Lease dated as of August 15, 2001, of record in Kanawha County West Virginia, Assignment Book 183, at page 295, Lance Shaner Hotel Limited Partnership assigned all of its rights, title, obligations, and interest in the Lease, as amended, to Shaner Hotel Group Properties Three Limited Partnership. By Assignment and Assumption of Ground Lease dated as of August 15, 2005, of record in Kanawha County, West Virginia, Assignment Book 207, at page 765, Shaner Hotel Group Properties Three Limited Partnership assigned all of its rights, title, obligations, and interest in the Lease, as amended to LESSEE. By Lease Amendment dated October 21, 2014, LESSOR and LESSEE amended certain terms of the Lease, including providing for additional five-year terms of the Lease and escalating lease payments based on the consumer price index, all of which are incorporated into the Lease. In March 2020, the COVID-19 pandemic significantly impacted all sectors of the national economy, with hospitality being hit particularly hard. Hotels like the LESSEE’s suffered considerable losses and low occupancy rates. LESSOR and LESSEE inadvertently failed to 1 Page | 218 of provide specific notice of the monthly payment increase triggered by the previous lease amendment, which led to LESSEE paying the unadjusted monthly payment for calendar years 2020, 2021, and 2022. The total rent payment shortfall was $168,122.61. Beginning in 2023, LESSEE has paid the correct monthly lease payment and will pay the correct payment moving forward. In consideration of the COVID-19 pandemic impact, the LESSEE’s considerable investment in its hotel, and the lack of clear communication between the parties regarding the automatic increase, the LESSOR and LESSEE agree that an abatement of the shortfall via this Addendum. W I T N E S S E T H: That for good and valuable consideration, the receipt and sufficiency of which is hereby acknowledged, the parties agree as follows: 1. The LESSEE shall make a payment of $84,061.31 to the LESSOR within 30 days of the effective date of this Addendum. 2. The LESSOR shall forgive the amount of $84,061.30 upon receipt of the payment required in paragraph 1 of this Addendum. The LESSOR shall provide monthly invoices to LESSEE. 3. Except as expressly provided in this Addendum, the Lease shall, in all other respects, remain in full force and effect in accordance with its terms. For the avoidance of doubt, nothing in this Addendum shall change the amounts due each month in the future or the timing or calculation of the increases in payments as contained in the Lease. THE CITY OF CHARLESTON, WEST VIRGINIA, a municipal corporation By Its Mayor ATTEST: Clerk 2 Page | 219 of  SHANER SPE ASSOCIATES LIMITED PARTNERSHIP By: Shaner Special Purpose GP, Inc. By Its ATTEST: Title STATE OF WEST VIRGINIA; COUNTY OF KANAWHA, to-wit: The foregoing instrument was acknowledged before me this day of , 2023, by Amy Shuler Goodwin, the Mayor of the CITY OF CHARLESTON, WEST VIRGINIA, a municipal corporation, on behalf of said municipal corporation. My commission expires . NOTARY PUBLIC STATE OF ; COUNTY OF , to-wit: The foregoing instrument was acknowledged before me this day of , 2023, by , the of SHANER SPE ASSOCIATES LIMITED PARTNERSHIP, a Delaware limited partnership. My commission expires . NOTARY PUBLIC 3 Page | 220 of Page | 221 of Page | 222 of Page | 223 of Page | 224 of Page | 225 of Page | 226 of Page | 227 of Page | 228 of Page | 229 of Page | 230 of Page | 231 of Page | 232 of Page | 233 of Page | 234 of Page | 235 of Page | 236 of Page | 237 of Page | 238 of Page | 239 of Page | 240 of Page | 241 of Page | 242 of Page | 243 of Page | 244 of Page | 245 of Page | 246 of Page | 247 of Page | 248 of Page | 249 of Page | 250 of Page | 251 of Page | 252 of Page | 253 of Page | 254 of Page | 255 of Page | 256 of Page | 257 of Page | 258 of Page | 259 of Page | 260 of Page | 261 of Page | 262 of Page | 263 of Page | 264 of Page | 265 of Page | 266 of Page | 267 of Page | 268 of Page | 269 of Page | 270 of Page | 271 of Page | 272 of Page | 273 of Page | 274 of Page | 275 of Page | 276 of Page | 277 of Page | 278 of Page | 279 of Page | 280 of Page | 281 of Page | 282 of Page | 283 of Page | 284 of Page | 285 of Page | 286 of  Resolution No. 773-23 Introduced in Council: Adopted by Council: February 21, 2023 Introduced by: Referred to: Joseph Jenkins Finance 1 Resolution No. 773-23 - Authorizing the Mayor or City Manager to enter into a lease agreement 2 with Komax for the leasing of copier for various City departments, at an equipment cost not to 3 exceed $5,500 per month for 60-months plus the cost of printing per page as set forth on the 4 attached exhibit. 5 6 Be it Resolved by the Council of the City of Charleston, West Virginia: 7 8 That the Mayor or City Manager is authorized to enter into a lease agreement with Komax for 9 the leasing of copier for various City departments, at an equipment cost not to exceed $5,500 10 per month for 60-months plus the cost of printing per page as set forth on the attached exhibit. Page | 287 of  PROSOURCE KOMAX SUPERIOR Group 1- Monthly Lease Amount $55.9600 $41.4900 $55.7600 Group 1- B&W Print Cost Each $0.0049 $0.0050 $0.0100 Group 2- Monthly Lease Amount $74.5400 $45.0900 $57.2800 Group 2- Color Print Cost Each $0.0400 $0.0350 $0.0600 Group 2- B&W Print Cost Each $0.0049 $0.0050 $0.0070 Group 3- Monthly Lease Amount $60.8300 $51.3100 $71.0500 Group 3- Color Print Cost Each No Bid No Bid No Bid Group 3- B&W Print Cost Each $0.0049 $0.0032 $0.0070 Group 4- Monthly Lease Amount $75.3700 $56.3400 $105.6000 Group 4- Color Print Cost Each $0.0400 $0.0280 $0.0400 Group 4- B&W Print Cost Each $0.0049 $0.0045 $0.0070 (1)$97.05 OR (2) $67.97 $147.2900 $149.1100 Group 5- Monthly Lease Amount (ALTERNATE) Group 5- Color Print Cost Each $0.0400 $0.0280 $0.0400 Group 5- B&W Print Cost Each $0.0049 $0.004 OR $0.0045 $0.0070 (1) $1170,(2) $325.00, (3) 195.00 (1) $1375.76 OR (2) $901.38 $855.0000 (4)648.00 ALTERNATIVES (ALTERNATE) Group 6- Monthly Lease Amount Group 6- Color Print Cost Each (1,3& 4) $0.035 $0.0400 $0.0400 (1) $0.032. (2) $0.0035 (3& $0.0090 $0.0070 Group 6- B&W Print Cost Each 4)$0.0039 OPTIONAL PER GROUP- OPTIONAL PER GROUP-Varies Included Varies according to Machine according to Machine Type Optional Accessories- Stapler up to 100 Type OPTIONAL PER GROUP- OPTIONAL PER GROUP-Varies Included Varies according to Machine according to Machine Type Optional Accessories-Paper Tray, Cost Per Tray Type KIP 860 Machine (or Equal) $596.6300 $596.2200 $188.9400 LOCAL VENDOR PREFERENCE REQUESTED REQUESTED REQUESTED Page | 288 of  Resolution No. 774-23 Introduced in Council: Adopted by Council: February 21, 2023 Introduced by: Referred to: Joseph Jenkins Finance 1 Resolution No. 774-23 - Authorizing the Mayor or City Manager to contract with Hartford for 2 medical and prescription drug coverage for the post-65 Medicare eligible retiree health plan at 3 a set cost per member per month for the plan year starting July 1, 2023. 4 5 Be it Resolved by the Council of the City of Charleston, West Virginia: 6 7 That the Mayor or City Manager is authorized to contract with Hartford for medical and 8 prescription drug coverage for the post-65 Medicare eligible retiree health plan at a set cost per 9 member per month for the plan year starting July 1, 2023. Page | 289 of PMPM Rates for period: All eligible retirees and their dependents age 65+, all who are enrolled in Medicare Parts A and B Projection period: 07/2023-06/2024 Self Funded - Current Plan Hartford City Only In-Network 18 months w/ 5% renewal cap for rate guarantee 1/1/25 Medical $300 Ded - Current plan $207.29 $181.00 Prescription Drugs ESI Rx 6 months w/3% renewal cap for rate guarantee 1/1/24 and 1/1/25 Deductible $50 $50 Generics $5 +20% of balance $5 +20% of balance Preferred Brand $20 + 20% of balance $20 + 20% of balance Non-preferred Brand $35 + 20% of balance $35 + 20% of balance Specialty Meds 20% / max of $100 20% / max of $100 $242.76 $130.50 Medical and Rx $300 Ded - Current plan $450.05 $311.50 Medical and Rx Annual Projected Cost (based on 498 mbrs) $300 Ded - Current plan $2,689,493 $1,873,222 Annual Cost Difference from Current plan $300 Ded -$816,271 Total estimated annual cost for Projection Period 07/2023-06/2024 Current Plan Design Hartford $300 deductible Plan Total annual cost $2,689,493 $1,873,222 Estimated runout paid for termed contract - $171,534 Total annual costs incl runout $2,689,493 $2,044,756 Plus add'l est. THP Administrative Cost for Pre-65 Only Contract ($7 PEPM incr.) $19,824 $2,064,580 First Year Cost Difference -$624,913 Total estimated annual cost for Projection Period 07/2024-06/2025 Projected rates based on: Current Plan Design Hartford 7% Medical and Rx trend for self-funded / 5% trend for $300 deductible fully insured $2,954,329 $1,935,357 Plus add'l est. THP Administrative Cost for Pre-65 Only Contract ($7 PEPM incr.) $19,824 $1,955,181 Second Year Cost Difference -$999,148 Page | 290 of  RETIREE HEALTHCARE PROPOSAL Presented to: City of Charleston, WV Dated: February 16, 2023 The information contained within this document is confidential and time sensitive. It is for use by the intended recipients and should not be disseminated outside the organization. Page | 291 of Thank you for the opportunity to present our Retiree Benefit Program Proposal. As we discussed during our planning meetings with you, the desired goals regarding your current retiree plan are as follows: - Lower retiree plan cost and liabilities - Transfer medical and Rx claims risk - Outsource administrative services - Allow retirees access to advocacy services and support - Offer retirees more plan choices Our retiree proposal provides strategies and solutions to assist you in achieving these goals. For over 25 years Amwins Group Benefits has invested significant time researching the insurance marketplace, partnering with national carriers and developing solutions that provide unique programs for employers throughout the country. Our retiree program includes comprehensive retiree administration, outstanding customer service, and an entire organization committed to serving your current and future retirees at a lower cost. That is why over 900 employer groups have entrusted their retiree plans to Amwins. Our success is the result of two plus decades of dedication and evolving experience. On behalf of the entire Amwins team, we look forward to working with you. Sincerely, Jim Ball Senior Vice President Amwins Group Benefits, LLC T: 704.749.2707 E: jim.ball@amwins.com Page | 2 Page | 292 of Amwins Group Benefits, LLC is delighted to have the opportunity to respond to your request for a retiree health administration program that will reduce costs, outsource administration and provide your organization and its retirees with knowledgeable, compassionate customer service. I am proud to lead an organization that emphasizes quality customer service at every interaction. We call this our Culture of Care. By communicating effectively within our organization, we are better able to serve your organization. Amwins invests heavily in technology to allow for efficient, accurate and effective communication throughout the organization. However, it is our selective hiring process that allows us to create an environment in which employees strive to help each other, using the available technology as well as engaging in face-to-face meetings or daily cube “pop-ins.” It is also the reason we’ve been able to adapt and thrive despite the current “work from home’ conditions caused by COVID-19. With more than 25 years of retiree health insurance experience, a team of employees passionate about providing great customer service, and the technology to communicate information quickly and accurately, I am confident Amwins can be your retiree health insurance administrator. On behalf of our entire Amwins team, we look forward to working with you to deliver a solution that helps your organization and its retirees for years to come. Sincerely, Scott King President Amwins Group Benefits, LLC T: 401.734.4112 E: scott.king@amwins.com Page | 3 Page | 293 of DELIVERING THE SOLUTIONS YOUR ORGANIZATION NEEDS Our culture and focus on collaboration positions Amwins to successfully facilitate all retiree healthcare administration on behalf of your organization. Our proprietary solution, Retiree Benefit AdvantageTM enhances communication between brokers, carriers, clients and any other stakeholders to maximize value for your retiree population. Regardless of the number of retirees you have and the types of challenges you face, we’ll evaluate the situation and make recommendations to deliver a program to meet your needs. By implementing a better solution that addresses immediate and long-term organizational needs, we are confident we will also meet your retirees’ expectations by providing outstanding coverage and care throughout their retirement. As an Amwins client, you can be assured our solutions will provide: Seamless Greater value and A Culture of Care integration and Comprehensive cost savings over across your entire minimal retiree insurance plans your current plan organization disruption Page | 4 Page | 294 of  CULTURE OF CARE Page | 5 Page | 295 of CULTURE OF CARE From the first consultation to ongoing customer service, Amwins’ Retiree Benefit AdvantageTM combines the power of an entire organization of employees passionate about serving our clients and their retirees. This Culture of Care has been the core of our DNA since our inception in 1991. That means… • Representatives who know how to work closely with retirees who have vision or hearing deficiencies • Representatives who always pay attention to the “little things” – like a retiree’s upcoming birthday or other family milestones • Retirees receive direct phone extensions for immediate contact with a dedicated Benefit Specialist instead of having to deal with annoying phone menu trees • Working with a company where its employees constantly support each other to ensure that you and your retirees receive the best possible service and support • Consistently enjoying warm, friendly interactions with knowledgeable professionals who simplify complex Medicare products and advocate on behalf of retirees throughout the year Page | 6 Page | 296 of CULTURE OF CARE Amwins’ commitment to service has enabled us to generate an extensive list of long-term, highly satisfied Retiree Benefit AdvantageTM clients. But what does this really mean for you – a first time client? It means THREE things: 1 We have thought deeply about our customer service model and have a detailed vision for what we want to provide to your organization. 2 You can count on us understanding your needs. We will ask questions and, most importantly, we will listen to what you have to say. 3 We consistently go above and beyond in everything we do for you. This approach is ingrained in everyone from our executive leaders to our newest hires. CAN WE HELP? YES, WE C N! Page | 7 Page | 297 of CULTURE OF CARE Retiree Service The importance of selecting appropriate health benefits for your physical and financial needs – along with the complexity of Medicare guidelines – can be overwhelming for retirees. Amwins Benefit Specialists are ready to assist retirees and their families with the information necessary to ensure a smooth enrollment experience. Training Benefit Specialists receive significant training on Medicare, insurance licensing, CMS licensing, client-specific guidelines and working with individuals who have vision, hearing or diminished mental faculties. Experience Our Benefit Specialists average five years of experience. Amwins’ team concept groups junior and senior Benefit Specialists for improved knowledge sharing. Compassion Our Benefit Specialists understand the importance of clear communications, patience and compassion when talking with retirees. Many assist their Medicare-age family members first- hand. Our virtual hand-holding is central to our Culture of Care. Advocacy Benefit Specialists are ready to advocate for your retirees. We will communicate with doctors, pharmacies and insurance companies to achieve the best possible outcome, removing the stress and burden from the retiree. Page | 8 Page | 298 of CULTURE OF CARE Culture is a critical component of what makes Amwins unique. While the team supporting Retiree Benefit AdvantageTM is comprised of many individuals with diverse experiences and knowledge bases, our culture is very clearly aligned throughout the organization. At Amwins, we work “On Your Team” and are committed to collaboration and never settling for the status quo. Our unwavering commitment to expert service consistently surpasses expectations. 97% Calls answered within 30 seconds 80% Retiree calls completed in under 8 minutes 5% Retiree calls requiring more than 30 minutes 25% Retiree issues requiring an outbound call by the Benefit Specialists 100% Representatives are dedicated Medicare Benefit Specialists to assist retirees Page | 9 Page | 299 of TAKING CARE OF OUR CLIENTS More than 900 organizations in various industries and across the United States trust Amwins Group Benefits to handle their retiree health care administration. A partial client list is shared below. Page | 10 Page | 300 of MEETING OUR CLIENTS’ NEEDS After more than 20 years of providing retiree healthcare solutions and outstanding customer service, we are proud of these achievements attained while assisting Retiree Benefit AdvantageTM clients and retirees every day. #1 Insurance wholesaler in the United States 6,000+ Employees passionate about what they do 250,000+ Retirees served 78 Average age of our retirees 900+ Retiree group clients administered Page | 11 Page | 301 of  RETIREE HEALTHCARE SOLUTIONS Page | 12 Page | 302 of The Amwins SOLUTION: RETIREE BENEFIT ADVANTAGETM Amwins Group Benefits is pleased to offer our proprietary Retiree Benefit AdvantageTM program to meet the healthcare challenges of your employees as they transition into Medicare and throughout their retirement. Understanding the importance of providing access to quality healthcare benefits, our program was created to offer a Medicare concierge service to help seniors understand Medicare and cut through the clutter and confusion often associated with their health plan decisions. Retiree Benefit AdvantageTM will provide seniors with in-depth consultations, expert advice to evaluate their group healthcare options, a simplified enrollment process and professional services delivered by experienced and dedicated Benefit Specialists. With this program retirees will have access to experienced Medicare Benefit Specialists who will help them: • Understand Medicare and how it works with their Group Retiree Healthcare offering • Understand the new benefits and how they will work with their providers • Facilitate their enrollment process • And advocate for them throughout their retirement Retiree Benefit AdvantageTM truly provides retirees outstanding customer service as they navigate through the group healthcare plan offering. Utilizing more than 25 years of industry knowledge and administrative experience, it is our goal to provide accurate, informative and leading-edge consultation to your retirees. We will become an integral member of your team, giving you the ability to provide this extraordinary benefit to your former employees and ensure they have the proper healthcare protection after they retire. By partnering with Amwins you will be able to provide these valuable benefits while outsourcing your retiree plan administration at no cost to your organization. All the components of Retiree Benefit AdvantageTM outlined in this section will help you understand why offering this valuable program as a new employee health benefit will not only help you attract and retain employees but will give them the tools and resources they will need in the future. Page | 13 Page | 303 of UNDERSTANDING YOUR RETIREE DEMOGRAPHIC Retirees can vary in age by as much as 40 years or more yet are typically grouped as a single demographic. This age disparity makes it challenging to build a program catered to retirees whose physical, mental and financial health can vary significantly. Amwins analyzes your retiree data and crafts the optimal health insurance plan, negotiating with leading insurance companies to create custom plans that mirror or exceed your current offering, usually at a lower price. Our program can also include additional plan selections from the individual Medicare marketplace, ensuring every retiree will select a plan that meets their unique needs. A snapshot of your information is below: MEDICARE ELIGIBLE RETIREES AND DEPENDENTS: BREAKDOWN BY AGE: 65-69 70-74 75-79 80-84 85-89 90+ 190 157 84 72 25 12 TOTAL RETIREES: 540 MEDICARE ELIGIBLE AVERAGE AGE: 72 Page | 14 Page | 304 of GROUP MEDICAL PLAN G $300 OPTION Underwritten by: The Hartford Life and Accident Insurance Company The proposed plan option below provides a summary of the amount retirees would pay for deductibles and annual out-of-pocket expenses if enrolled in any of the following proposed supplemental plans. $300 DEDUCTIBLE Medicare Part A Original Retiree Pays Retiree Pays Hospital Services Medicare Pays (With Original Medicare) Part A Deductible (First 60 Days) $0 $1,600 $0 Part A Coinsurance Amounts 61 through 90 Days All but $400/day $400/day $0 91 through 150 Days All but $800/day $800/day $0 (60 Day Lifetime Reserve Period) Once Lifetime Reserve days are used (or would have ended if used) additional 365 $0 $0 $0 days of confinement per person per lifetime Beyond the Lifetime Reserve Days $0 All Costs All Costs Skilled Nursing Facility All approved Days 1-20 $0 $0 amounts Days 20-100 All but $200/day $200/day $0 Medicare Part B Original Retiree Pays Retiree Pays Medical Services Medicare Pays (With Original Medicare) Calendar Year Deductible (Part B Services) $0 $0 $300 Remainder of Medicare Approved Amounts 80% 20% $0 after Deductible Doctor’s Office/Out-Patient Care 80% 20% $0 after Deductible Emergency Room 80% 20% $0 after Deductible Part B Excess Charges $0 All Costs $0 after Deductible Foreign Travel (Emergency Care Only) $250 then 20% Deductible Amount $0 100% ($50,000 lifetime max) The above deductible and coinsurance amounts are for the 2023 calendar year and are subject to change each year. Benefits will not be paid for any expenses which are not determined to be Medicare Eligible Expenses by the Federal Medicare Program or its administrators, except as otherwise specified. For complete details please see the Master Policy. This policy’s renewability, cancellability and termination provisions are at the option of the group policy holder except in cases of nonpayment of premium. 272489 Page | 15 Page | 305 of GROUP MEDICAL PLAN G $300 MONTHLY RATE 7/1/23 – 12/31/24 (18-month rate guarantee) Plan Hartford Life and Accident Insurance Company $300 Part B Deductible $181.00 Retirees from FL may have a different plan and rate. Rates are guaranteed from 7/1/23 – 12/31/24 with a renewal rate cap of 5% effective for plan year 2025. GROUP MEDICARE PART D PRESCRIPTION DRUG PLAN OPTIONS Underwritten by Express Scripts Medicare 30 Day Retail 90 Day Retail/Mail Order Monthly Rate $130.50 Annual Deductible $50.00 Tier 1: Generic $5 plus 20% of balance $10 plus 20% of balance Tier 2: Preferred Brand $20 plus 20% of balance $40 plus 20% of balance Tier 3: Non-Preferred $35 plus 20% of balance $70 plus 20% of balance Brand Tier 4: Specialty 20% (maximum $100) 20% (maximum $200) Coverage in Gap*: Full Coverage – same copays as above Greater of 5% or $4.15 for generic and multi-source drugs. Catastrophic Coverage Level: $7,400+ Greater of 5% or $10.35 for all other covered drugs with a maximum of the copays listed above. Rates are guaranteed from 7/1/23 – 12/31/24 with a renewal rate cap of 3% effective for plan year 2025. COMBINED MEDICAL AND DRUG RATES Medical & Rx Hartford/ESI Plan G $300 Deductible $311.50 Amounts are inclusive of all services performed by Amwins Group Benefits, insurance premiums and non-insurance costs. Non-insurance costs may include Claims Administration services provided by Amwins Group Benefits, LLC, a division of Amwins Group, Inc. Page | 16 Page | 306 of CONTINGENCIES This proposal is based on information provided to Amwins Group Benefits by the client, broker and carrier(s). In the event of a discrepancy, policy rules will govern. The following contingencies are noted below: 1. Group Retiree Medical and Prescription Drug Plans are offered on a calendar year basis. Plan design and rates are valid from July 1, 2023 through December 31, 2024 and are subject to change each year Medicare Supplement Plan design and rates are contingent on specific state regulations. 2. Minimum participation is 90%/two (2) Medicare eligible individuals, age 65 or older. 3. All eligible retirees and their dependents (age 65 and over) must be enrolled in Medicare Parts A & B. 4. Residents of (Hartford standalone) FL will be provided with state-specific medical plans and rates. 5. Retirees choosing the group options will be enrolled in Medicare Part D through the Medicare Part D Prescription Drug Plan. 6. All eligible retirees and spouses will be enrolled within 31 days of the effective date. All future retirees should enroll within 31 days of their 65th birthday or retirement date. 7. Additional retirees could be added to the program, either with employer contributions or on a fully voluntary basis. 8. Amounts shown are inclusive of insurance rates and services performed by Amwins Group Benefits for Eligibility Management, Communications, Enrollment, Marketing, Claims Servicing, Billing & Collection and Customer Service. Page | 17 Page | 307 of  IMPLEMENTATION AND ADMINISTRATION Page | 18 Page | 308 of IMPLEMENTATION Overview Your organization will be assigned an implementation team, including a relationship manager, implementation coordinator, marketing and communication specialists and policy administration personnel. This group of individuals will work collaboratively to ensure your Retiree Benefit AdvantageTM implementation goes smoothly and disruption among retirees is minimized or eliminated. Once assigned, your relationship manager will be your primary point of contact for all account management needs and can act as a connector across our organization. Timeline (days prior to effective date) Page | 19 Page | 309 of ELIGIBILITY AND ENROLLMENT Proper eligibility management is the foundation for a successful Retiree Benefit AdvantageTM enrollment. Amwins will work with your Human Resources team to gather and manage eligible retiree data in an effort to reduce your ongoing administrative workload. Eligible retirees will receive organization-branded communication materials detailing the program offering, enrollment dates and other relevant information. Our internal policy administration team audits all Retiree Benefit AdvantageTM enrollment submissions to ensure they are completed properly. Inaccurate or incomplete submissions will be reviewed by a team member who will reach out to the retiree for resolution. Once enrollment is completed, retirees will receive program fulfillment materials that will include their ID card(s) prior to the effective date. Your retirees can count on the Amwins team for ongoing advocacy and support throughout the year. ADMINISTRATIVE SERVICES Amwins is dedicated to providing the best overall experience and service to each retiree. We carefully select, hire and train employees who have a passion for delivering high-quality customer service, at all levels of the organization. In doing so we create a close-knit community with an unwavering desire to deliver responsive, accurate answers to important questions posted by our clients and their retirees. To ensure this, our full-service administration will include: • An account management team featuring dedicated benefit specialists, a relationship manager, implementation coordinator, policy administration personnel and marketing communications professionals. • Resources tasked with managing every aspect of the implementation plan including all communications. Working together, we will obtain your approval prior to the mailing of any communication materials. • Scheduled conference calls as needed, to assist in managing the process and addressing any pertinent issues, to ensure timely set up and initial implementation of the program. • Prompt, efficient and flexible billing and collection systems. Billing options include Monthly Electronic Transfer Funds (EFT), monthly individual direct billing, HRA administration and Employer Group list billing and direct carrier billing, as needed. • Dedicated Medicare Benefit Specialist to assist each retiree with understanding the program, completing their enrollment and advocating for them throughout the year. Retirees will appreciate the ability to reach a live person each time they call. Page | 20 Page | 310 of  CAN WE DELIVER THE SOLUTIONS YOU NEED? YES, WE C N! Since 1991, Amwins Group Benefits has been creating insurance programs for public, private, municipal and Taft Hartley organizations who want their retirees to receive the very best combination of service and coverage. At Amwins, we are experts in insurance design, administration and end-to-end program management. Our success is attributed to our belief in and ability to offer customized products complemented by passionate customer service. We hire only those who take pride in delivering memorable customer service experiences, and give them the training, technology and trust to solve challenges as they arise. Thank you for taking the time to review the solutions we are offering your organization. We are confident our experience, Culture of Care and ability to help you meet your organizational goals. We look forward to meeting your needs and exceeding your expectations when implementing our retiree healthcare solutions. Page | 21 Page | 311 of  c/o Amwins Group Benefits, LLC 50 Whitecap Drive North Kingstown, RI 02852 City of Charleston, WV 2023 Enrollment Guide for Medicare-Eligible Retirees & Their Spouses Retiree Health Benefits Page | 312 of Your 2023 Retiree Medical and Prescription Drug Benefits Having quality health insurance is of utmost importance. To provide the best insurance value available, factoring coverage, service and price, the City of Charleston, WV has made a decision to switch carriers and service providers. The City of Charleston, WV is pleased to offer a new Post-65 Retiree Medical Program effective 7/1/2023. The plan is available to you and your Medicare-eligible spouse. To participate, you must be 65 or older and enrolled in Medicare Parts A & B by 7/1/2023. The new program is administered by Amwins Group Benefits, a division of Amwins Group Inc. Amwins is known for its high customer service standards and specifically caters to Medicare-eligible retirees. The retiree medical plan picks up where Medicare leaves off and is underwritten by The Hartford Life and Accident Insurance Company. The retiree medical plan is based on utilizing Medicare directly as your primary coverage, with a supplement to address some of the deductibles and co-insurance within Medicare Parts A and B. In addition, the program includes prescription drug coverage, utilizing a Medicare Part D plan for prescription drugs. The Medicare Part D prescription drug plan is underwritten by Express Scripts Medicare. How to Enroll • Review the information in this booklet. • Determine your monthly payment on the "Payment Summary" page. • Complete and sign the Plan Election form. • Complete the Direct Payment Authorization form and include a voided check, if interested in monthly automatic withdrawals from your bank account. • Include a check made payable to City of Charleston, WV/Amwins Group Benefits for the first month’s payment. • Return the above items in the postage-paid return envelope. Your enrollment form and first month's payment must be received by 5/15/2023 in order to activate your benefits. If you choose NOT to participate, complete the enclosed Waiver of Coverage and return in the postage‐paid return envelope. If you have any questions or need help with enrolling, please contact Amwins Group Benefits Customer Care Center Toll-Free at 1-888-883-3757 Monday through Friday, 8:00 AM to 8:00 PM EST Page | 313 of  Retiree Medical Insurance Plan Summary of Benefits (Plan G $300) Underwritten by: The Hartford Life and Accident Insurance Company Part B Deductible: $300.00 Lifetime Maximum: Unlimited MEDICARE (PART A) - HOSPITAL SERVICES - PER BENEFIT PERIOD* Services Medicare Pays Plan Pays You Pay HOSPITAL CONFINEMENT BENEFIT * Semiprivate room and board, general nursing and miscellaneous services and supplies: All but $1,600 $1,600 $0 First 60 days (Part A Deductible) All but $400 61st through 90th day $400 per day $0 per day 91st through 150th day All but $800 (While using 60 lifetime reserve $800 per day $0 days) per day Once Lifetime Reserve days are used: 100% of Medicare Additional 365 days: $0 $0 Eligible Expenses Beyond the Additional 365 days $0 $0 All costs SKILLED NURSING FACILITY CARE * You must meet Medicare's requirements, including having been in a hospital for at least 3 days and entered a Medicare-approved facility within 30 days after leaving the hospital: All approved First 20 days $0 $0 amounts 21st through 100th day All but $200 Up to $200 $0 a day a day 101st day and after $0 $0 All costs BLOOD DEDUCTIBLE – Hospital Confinement and Out-Patient Medical Expense When furnished by a hospital or skilled nursing facility during a covered stay. First 3 pints $0 3 pints $0 Additional amounts 100% $0 $0 HOSPICE CARE All but very limited Available as long as your doctor coinsurance for certifies you are terminally ill and outpatient drugs $0 Balance you elect to receive these services. and inpatient respite care Page | 314 of  Retiree Medical Insurance Plan Summary of Benefits (Plan G $300) Underwritten by: The Hartford Life and Accident Insurance Company MEDICARE (PART B) - MEDICAL SERVICES - PER CALENDAR YEAR Services Medicare Pays Plan Pays You Pay OUT-PATIENT MEDICAL EXPENSES - - In or Out of the Hospital and Out-Patient Hospital Treatment, such as Physician's services, inpatient and outpatient medical and surgical services and supplies, physical and speech therapy, diagnostic tests, durable medical equipment: Medicare Part B Deductible: First Medicare-approved $0 $0 $300 amounts** Remainder of Medicare-approved 0% after deductible Generally 80% Generally 20% amounts Part B Excess Charges (Above Medicare Approve $0 100% 0% after deductible Amounts) BLOOD First 3 pints $0 All costs $0 Next Medicare Approved Amounts $0 $0 0% after deductible ** Remainder of Medicare Approved 80% 20% 0% after deductible Amounts CLINICAL LABORATORY SERVICES Blood tests for Diagnostic Services 100% $0 0% after deductible MEDICARE PARTS A & B Services Medicare Pays Plan Pays You Pay HOME HEALTH CARE – Medicare Approved Services: Medically necessary skilled care 100% $0 0% after deductible services and medical supplies DURABLE MEDICAL EQUIPMENT First Medicare Approved Amounts $0 $0 0% after deductible ** Remainder of Medicare Approved 80% 20% 0% after deductible Amounts Page | 315 of  Retiree Medical Insurance Plan Summary of Benefits (Plan G $300) Underwritten by: The Hartford Life and Accident Insurance Company OTHER BENEFITS NOT COVERED BY MEDICARE Services Medicare Pays Plan Pays You Pay FOREIGN TRAVEL - Medically necessary emergency care services beginning during the first 60 days of each trip outside the USA: First $250 each calendar year $0 $0 $250 20% and amounts 80% to a lifetime Remainder of charges $0 over the $50,000 maximum of $50,000 lifetime max *A benefit period begins on the first day you receive service as an inpatient in a hospital and ends after you have been out of the hospital and have not received skilled care in any other facility for 60 days in a row. **Once you have been billed the first dollars of Medicare-Approved amounts for covered services (which are noted with two asterisks), your Medicare Part B Deductible will have been met for the calendar year. Benefits are paid only for those expenses which have been approved as eligible by the federal Medicare program. Benefits will not be paid for any expenses which are not determined to be Medicare Eligible Expenses by the Federal Medicare Program or its administrators, except as otherwise specified. The summary of program benefits described herein is for illustrative purposes only. In case of differences or errors, the Group Policy governs. Page | 316 of  Benefit Overview Express Scripts Medicare® (PDP) YOUR 2023 PRESCRIPTION DRUG PLAN BENEFIT Here is a summary of what you will pay for covered prescription drugs across the different stages of your Medicare Part D benefit. You can fill your covered prescriptions at a network retail pharmacy or through our home delivery service. Deductible $50.00 stage Initial You will pay the following until your total yearly drug costs (what you and the plan pay) reach $4,660: Coverage stage Tier Retail Home Delivery One-Month Three-Month (31-day) Supply (90-day) Supply Tier 1: $5 plus 20% of balance $10 plus 20% of balance Generic Tier 2: $20 plus 20% of balance $40 plus 20% of balance Preferred Brand Tier 3: $35 plus 20% of balance $70 plus 20% of balance Non-Preferred Brand Tier 4: 20% (maximum $100) 20% (maximum $200) Specialty If your doctor prescribes less than a full month’s supply of certain drugs, you will pay a daily cost- sharing rate based on the actual number of days of the drug that you receive. You may receive up to a 90-day supply of certain maintenance drugs (medications taken on a long-term basis) by mail through the Express Scripts PharmacySM. There is no charge for standard shipping. Not all drugs are available at a 90-day supply, and not all retail pharmacies offer a 90-day supply. Coverage Gap After your total yearly drug costs reach $4,660, you will pay the same copays as listed above, until stage you qualify for the Catastrophic Coverage stage. Non-part D Covered; Excluding lifestyle Drugs Compound Compound Management Solution applies. Compound Management Solution is in place to mitigate compound drug abuse by means of inclusion and exclusion lists Catastrophic After your yearly out-of-pocket drug costs reach $7,400, you will pay the greater of Coverage 5% coinsurance or: stage • a $4.15 copayment for covered generic drugs (including brand drugs treated as generics), with a maximum not to exceed the standard cost-sharing amount during the Initial Coverage stage • an $10.35 copayment for all other covered drugs, with a maximum not to exceed the standard cost sharing amount during the Initial Coverage stage. Page | 317 of IMPORTANT PLAN INFORMATION Long-Term Care (LTC) Pharmacy If you reside in an LTC facility, you pay the same as at a network retail pharmacy. LTC pharmacies must dispense brand-name drugs in amounts of 14 days or less at a time. They may also dispense less than a one month’s supply of generic drugs at a time. Contact your plan if you have questions about cost-sharing or billing when less than a one-month supply is dispensed. Out-of-Network Coverage You must use Express Scripts Medicare network pharmacies to fill your prescriptions. Covered Medicare Part D drugs are available at out-of-network pharmacies only in special circumstances, such as illness while traveling outside of the plan’s service area where there is no network pharmacy. You generally have to pay the full cost for drugs received at an out-of-network pharmacy at the time you fill your prescription. You can ask us to reimburse you for our share of the cost. Please contact the plan or the Retiree Customer Service Center for more details. Additional Information About This Coverage • The service area for this plan is all 50 states, the District of Columbia, Puerto Rico, the U.S. Virgin Islands, Guam, the Northern Mariana Islands and American Samoa. You must live in one of these areas to participate in this plan. • The amount you pay may differ depending on what type of pharmacy you use; for example, retail, home infusion, LTC or home delivery. • To find a network pharmacy near you, visit our website at www.Express-Scripts.com. • Your plan uses a formulary – a list of covered drugs. The amount you pay depends on the drug’s tier and on the coverage stage that you’ve reached. From time to time, a drug may move to a different tier. If a drug you are taking is going to move to a higher (or more expensive) tier, or if the change limits your ability to fill a prescription, Express Scripts will notify you before the change is made. • To access your plan’s list of covered drugs, visit our website at www.Express- Scripts.com. • The plan may require you to first try one drug to treat your condition before it will cover another drug for that condition. • Your healthcare provider must get prior authorization from Express Scripts Medicare for certain drugs. • If the actual cost of a drug is less than the normal cost-sharing amount for that drug, you will pay the actual cost, not the higher cost-sharing amount. • Each month, you may need to pay a monthly premium amount to continue your participation in this plan. You must continue to pay your Medicare Part B premium, if not otherwise paid for under Medicaid or by another third party, even if your Medicare Part D plan premium is $0. Express Scripts Medicare (PDP) is a prescription drug plan with a Medicare contract. Enrollment in Express Scripts Medicare depends on contract renewal. © 2023 Express Scripts Holding Company. All Rights Reserved. Page | 318 of  MONTHLY PAYMENT SUMMARY 2023 Monthly Rates Monthly Rate Employer Contribution Monthly Amount You Pay $311.50 $XXX.XX $XXX.XX Rates above are effective from 7/1/2023 to 12/31/2023 and are subject to change each year on January 1st. Once you have determined your monthly rate, please send a check with your first monthly payment made payable to: City of Charleston, WV / Amwins Group Benefits, LLC, 50 Whitecap Drive, North Kingstown, RI 02852 Please return your first monthly payment along with your enrollment forms in the enclosed postage-paid return envelope. The information in this payment summary is for general information purposes only. Amwins assumes no responsibility for any errors or omissions to the content or accuracy of these materials. Any questions regarding the payment amount sshould be directed to the Amwins Customer Care Center. Page | 319 of  DIRECT PAYMENT AUTHORIZATION FORM Please read, sign and return with your Enrollment Forms. Name (Last, First, Middle Initial): Phone: Street Address: City: State: Zip: Type of Account: Select Monthly Withdrawal Date: o Savings o Checking o 1st o 8th o 15th Please ensure the following: To deduct from your checking account; o A VOIDED check must accompany this signed authorization. (Starter checks not accepted) To deduct from your savings account; o A Signed letter from your banking institution must accompany this signed authorization. Monthly payments are withdrawn on the 1st business day on or after the date you selected above. You will receive a confirmation from Amwins Group Benefits that we have set up your account information to withdraw from your designated bank account. Note: Your monthly deduction will show as Amwins on your bank statement. I authorize Amwins to withdraw my payment from my checking or savings account according to my agreed payment schedule. This authorization is to remain in force until Amwins has received written notification from me of its termination in such time and manner as to afford Amwins a reasonable opportunity to act on the request. If my account is erroneously charged, my financial institution will immediately credit the same amount to the account up to 15 days following issuance of the statement or 45 days after posting, whichever occurs first. Signature: Date: Page | 320 of  CITY OF CHARLESTON, WV PLAN ELECTION FORM Please complete, sign and return this Plan Election Form. Retiree Spouse (or Surviving Spouse) Name: Name: Phone: Phone: Address: Address: City: City: State: Zip Code: State: Zip Code: Elect or Decline Coverage: _____Please enroll me in the City of Charleston, WV Retiree Medical & Drug Plan for 7/1/23 _____ Do NOT enroll me in the City of Charleston, WV Retiree Medical & Drug Plan for 7/1/23 Retiree: Date: Spouse (or Surviving Spouse): Date: All applicable signatures are required for individuals declining coverage in the Plan. Reason for Declining Coverage: Page | 321 of  ANSWERS to YOUR QUESTIONS Q: Who can I call if I have questions? Q: How are my medical claims paid? A: Please contact the Amwins Group Benefits A: As long as your physician accepts Medicare you Customer Care Center toll-free at 1-888-883-3757, will not have to send in any claim forms. Present Monday through Friday, from 8 a.m. to 8 p.m. ET. your ID card along with your Medicare card to your doctor. Medicare pays the provider of the Q: How does the plan work? Medicare portion of your claim and forwards the A: Medicare has coverage gaps which are the costs balance due to the claims administration that you must pay, like coinsurance, co-payments, department. and deductibles. This plan helps fill those gaps. You may go to any doctor, specialist, or hospital that Q: Do I still need my Medicare ID Card? accepts Medicare. Medicare pays its share and A: Yes. You will continue to use your Medicare ID then your plan pays based on your plan’s benefits. card with this plan in conjunction with your Plan ID You will receive a Medicare Summary Notice in the card. mail (in most cases each month), including information on the amount paid on your behalf and Q: Do my prescription drug co-payments count any additional amount due. toward my medical plan deductible? A: No. Any co-payments you make for prescription Q: Can my age 65 spouse enroll if I am not yet age drugs do not count toward deductibles or out of 65? pocket maximum amounts for your medical plan. A: Yes. As long as your spouse is eligible to participate in the Program and is age 65 or over. As Q: How do I get my prescriptions filled? soon as you become Medicare eligible, you can A: Simply present your ID card and prescription to enroll on the first day of the month in which you a participating pharmacy in the plan network. You reach your 65th birthday. will also receive information about mail order prescriptions when you enroll. You can find more Q: My spouse is not yet 65. What will happen to information about your prescription coverage by coverage for my spouse after I enroll in this plan? visiting www.Express-Scripts.com or by calling A: Your spouse will continue coverage under the Amwins Group Benefits at 1-888-883-3757. pre-Medicare early retiree plan. Two months prior to your spouse attaining age 65, a Medicare Q: Where can I get information on using Mail enrollment packet will be mailed. At that time, Order Services? your spouse should contact Social Security to enroll A: Once you enroll in the plan, you will receive a in Medicare Parts A and B in order to be eligible to fulfillment kit in the mail which will include mail enroll in the group Medicare Plan. order through the Express Scripts Pharmacy. Please be aware that you will need to obtain new Q: Will I have to re-enroll in the Plan next year? prescriptions from your Doctor before ordering A: No, once you enroll, you remain in the plan until prescriptions from this new mail order program. you elect or terminate coverage. The necessary forms and instructions on how to order prescriptions through the mail order service Q: When will I receive my ID Cards? will be included in your fulfillment packet. Please A: ID cards will be sent once we process your expect your package and materials to arrive shortly enrollment materials. Medical and Prescription before your plan effective date. Drug ID cards will arrive in two separate packages just prior to your effective date. Page | 322 of  ANSWERS to YOUR QUESTIONS Q: How can I find out if my drugs are covered on Q: Can I enroll in a separate Medicare Part D plan the new plan? and the Amwins medical and prescription plan? A: Visit www.Express-Scripts.com. Some covered A: No. You cannot enroll in two Medicare Part D drugs may have additional requirements or limits plans. If you enroll in a separate Medicare Part D on coverage. You can find out if your drug has any plan, you are not eligible to enroll in the Amwins additional requirements or limits by reviewing the medical plan and prescription drug plan. formulary. If your drug is not included on the formulary, you should first contact us and ask if Q: How do I obtain a replacement ID card for my your drug is covered. Please contact Amwins Group plans? Benefits Customer Care toll-free at 1-888-883-3757 A: Call Amwins Group Benefits at 1-888-883-3757, or visit www.Express-Scripts.com for more Monday through Friday, from 8 a.m. to 8 p.m. EST. information about your prescriptions. Q: How can I lower my drug expenses? Q: Will I be able to transfer an existing Rx A: Generic medications often cost less than brand- prescription from my current pharmacy to a name counterparts. Talk to your doctor to participating Express Scripts retail pharmacy, or determine if a generic is available. You may also will I need to obtain a new prescription from my have the option of mail order, where you can doctor? receive up to a 90-day supply for one mail order co- A: Yes, you should be able to transfer an existing payment. prescription to a new pharmacy. To do this, you will need to go to your new participating retail Q: What services are not covered? pharmacy and ask them to transfer your A: Services not covered by Medicare are not prescription from your previous pharmacy. They covered by this plan. Please contact us for the will be able to complete the transfer once you Medicare exclusion list. You may also call 1-800- provide your name, phone number and the drug MEDICARE or visit www.medicare.gov. that you will be transferring. You can do this process at any time. Q: Do I have the option to enroll in just medical or prescription drug coverage or do I have to enroll in both plans? A: The Amwins health benefit plan combines two separate plans into one package which includes both medical and prescription drug coverage. You may not elect the prescription drug coverage without participating in the medical plan, or vice versa. The premium for medical insurance includes the prescription drug benefit. Q: How do I pay for my coverage? A: Amwins will invoice you for your portion of the cost. You may pay by automatic bank deduction or by check. Page | 323 of  City of Charleston, WV 2023 Retiree Benefit Information Meetings For Plan Participants Age 65 & Over Come and learn about the new retiree medical and prescription drug benefit plan that will become effective July 1, 2023 Dates: MONTH DAY at TIME and TIME MONTH DAY at TIME and TIME Location: XYZ ADDRESS1 CITY, STATE ZIP If you can’t join an on-site meeting, please attend one of scheduled Telephonic Meetings MONTH DAY at TIME and TIME MONTH DAY at TIME and TIME Page | 324 of Disclaimer: The benefit information contained in this brochure is subject to change at any time, and the plan sponsor reserves the unlimited right to make benefit plan changes at any time. Any changes to the benefit plans implemented by the plan sponsor will be considered effective, regardless of whether notice has been given, on the date set by the plan sponsor. If you are ever in doubt about your benefits, please contact Amwins Group Benefits at 1-888-883-3757. Page | 325 of THE HARTFORD GROUP RETIREE INSURANCE PLAN® CERTIFICATE OF GROUP RETIREE HEALTH INSURANCE HARTFORD LIFE AND ACCIDENT INSURANCE COMPANY One Hartford Plaza Hartford, Connecticut 06155 (A stock insurance company) ® The Hartford is The Hartford Financial Services Group, Inc. and its subsidiaries. Policyholder: ABC Policyholder Policy Number: AGP-123456 Policy Effective Date: January 1, 2016 Policy Anniversary Date: January 1 We have issued The Policy to the Policyholder. Our name, the Policyholder's name and the Policy Number are shown above. The provisions of The Policy, which are important to You, are summarized in this Certificate consisting of this form and any additional forms which have been made a part of this Certificate. This Certificate replaces any other Certificate We may have given to You earlier under The Policy. The Policy alone is the only contract under which payment will be made. Any difference between The Policy and this Certificate will be settled according to the provisions of The Policy on file with Us at Our Home office. The Policy may be inspected at the office of the Policyholder. Signed for the Company READ YOUR CERTIFICATE CAREFULLY: You have a 30 day right to examine Your Certificate. If You are not satisfied, You may return it to Us within 30 days from the date You received it. In that event, We will consider it void from Your Coverage Effective Date and any premiums paid will be refunded. Any claims paid under this Certificate during the initial 30 day period will be deducted from the refund. Notice to buyer: The Policy may not cover all of the costs associated with medical care received during the period of coverage. Please review carefully all of The Policy’s limitations contained in this Certificate. A note on capitalization in this Certificate: Capitalization of a term, not normally capitalized according to the rules of standard punctuation, indicates a word or phrase that is a defined term in The Policy or refers to a specific provision in The Policy or this Certificate. Form GBD-2500 (123456)VCI 1.01 Page | 326 of  TABLE OF CONTENTS SCHEDULE........................................................................................................................................................................3 GENERAL DEFINITIONS ..................................................................................................................................................9 ELIGIBILITY AND EFFECTIVE DATES ..........................................................................................................................14 TERMINATION.................................................................................................................................................................15 CONTINUATION PROVISIONS ......................................................................................................................................16 CONVERSION PRIVILEGE ...............................................................................................Error! Bookmark not defined. BENEFIT PAYMENTS .....................................................................................................................................................16 MEDICARE PART A BENEFITS......................................................................................................................................17 Hospital Confinement Benefit ...................................................................................................................................17 Extended Hospital Confinement Benefit ...................................................................................................................17 Skilled Nursing Facility Confinement Benefit ............................................................................................................17 Extended Skilled Nursing Facility Confinement Benefit............................................................................................18 MEDICARE PART B BENEFITS......................................................................................................................................18 MEDICARE PART B EXCESS EXPENSE BENEFIT ......................................................................................................19 ADDITIONAL PLAN BENEFITS.......................................................................................................................................19 Foreign Travel Emergency Benefit ...........................................................................................................................19 Private Duty Nursing Benefit.....................................................................................................................................20 At-Home Recovery Benefit .......................................................................................................................................20 Preventive Care Cancer Screening Benefit ..............................................................................................................21 Hospice Care Benefit ................................................................................................................................................21 Blood Deductible Benefit...........................................................................................................................................21 Hearing Services Benefit ..........................................................................................................................................22 Vision Services Benefit .............................................................................................................................................22 Acupuncture Services Benefit...................................................................................................................................22 Out-of-Pocket Expense Carryover Benefit................................................................................................................22 Annual Physical Exam Benefit..................................................................................................................................23 Chiropractic Services Benefit....................................................................................................................................23 PRE-EXISTING CONDITIONS LIMITATION...................................................................................................................23 GENERAL LIMITATIONS AND EXCLUSIONS ...............................................................................................................24 GENERAL PROVISIONS.................................................................................................................................................25 CLAIM PROVISIONS.......................................................................................................................................................26 2 Page | 327 of  SCHEDULE ELIGIBLE CLASSES FOR COVERAGE Class Description of Eligible Persons: I Retirees only who are entitled to Medicare benefits by reason of age (i.e. 65 years of age and over). II Retirees, and their Medicare Eligible Dependents, entitled to Medicare by reason of age (i.e. 65 years of age and over). III Retirees under age 65 are not eligible for coverage, but they may enroll their Medicare Eligible Dependents entitled to Medicare by reason of age (i.e. 65 years of age and over). IV A widow or widower who is entitled to Medicare benefits by reason of age (i.e. 65 years of age and over) whose deceased Spouse was an active Employee/Retiree of the Policyholder. BENEFIT DEDUCTIBLES, MAXIMUMS AND COINSURANCE $250 Calendar Year Policy Deductible: Applies to Medicare Part A and Medicare Part B Reduces the Out-of-Pocket Expense Maximum Calendar Year Additional Plan Calendar Year Policy Deductible applies Benefits Deductible: Reduces the Out-of-Pocket Expense Maximum Out-of-Pocket Expense Maximum $1,500 for Medicare Part A and Medicare Applies to Medicare Part A and Medicare Part B Part B: Out-of-Pocket Expense Maximum Out-of-Pocket Expense Maximum for Medicare Part A and Medicare Part B for Additional Plan Benefits: applies Out-of-Pocket Expense Maximum applies separately to each Covered Person and each Calendar Year. When the Out-of Pocket Expense Maximum is met by a Covered Person for a benefit to which it applies, We will pay 100% of covered expenses the Covered Person Incurs on and after that date for that benefit, subject to any benefit maximums. See the entries in the sections below for the percentages the Covered Policy Coinsurance: Person may be required to pay and the percentages which We pay. Policy Copayment: See the entries in the sections below for the Policy Copayment. Lifetime Policy Maximum Benefit: None Calendar Year Policy Maximum: None 3 Page | 328 of  MEDICARE PART A BENEFITS (Please be sure to read the corresponding benefit provisions in this Certificate for details on the benefits below.) MEDICARE PAYS WE PAY COVERED PERSON PAYS Hospital Confinement Benefit 1st through 60th Day: Medicare 50% of the remaining Medicare Part 50% of the remaining Medicare Part Part A All but $1260 A Deductible. A Deductible. Deductible Coverage: All but a daily Medicare 61st through th Coinsurance 100% of the remaining Medicare 0% of the remaining Medicare Part 90 Day: charge equal to Part A Coinsurance. A Coinsurance. Medicare Part A 25% of the Coverage: Medicare Part A Deductible 91st through All but a daily 150th Day: Coinsurance Medicare Part A 100% of the remaining Medicare 0% of the remaining Medicare Part charge equal to Coinsurance Part A Coinsurance. A Coinsurance. 50% of the Coverage Medicare Part A (Lifetime Deductible Reserve Period): Extended Hospital Confinement Benefit For Days 151 - 365 after the $0 100% of the charges Incurred. 0% of the the charges Incurred. Lifetime Reserve Period: Skilled Nursing Facility Confinement Benefit MEDICARE PAYS WE PAY COVERED PERSON PAYS All Medicare $0 Amounts not paid by Medicare. Days 1 – 20 Approved Amounts 21st Through All but (12.5% of 100% of the remaining Medicare 1) 0% of the remaining Medicare 100th Day – Medicare Part A Part A Skilled Nursing Facility Part A Skilled Nursing Facility Coverage: Deductible). Confinement Coinsurance. Confinement Coinsurance. Extended Skilled Nursing Facility Confinement Benefit MEDICARE PAYS WE PAY COVERED PERSON PAYS Expenses Incurred over the Daily After Day 100 $0 Up to a Daily Benefit of $50. Benefit We pay. 4 Page | 329 of  MEDICARE PART B BENEFITS All Policy Copayments below are per visit unless stated otherwise. (Please be sure to read the corresponding benefit provisions in this Certificate for details on the benefits below.) MEDICARE PAYS WE PAY COVERED PERSON PAYS Physician Services Benefit Medicare Part B 0% of the remaining Medicare Part 100% of the remaining Medicare Deductible – All but $147 B Deductible. Part B Deductible. Coverage: Medicare Part B Lesser of: Coinsurance – Generally 80% of 100% of the remaining Medicare 1) $20 Policy Copayment; or Policy Medicare Approved Part B Coinsurance, if any, after 2) the remaining Medicare Part B Copayment Amounts. the Covered Person’s payment. Coinsurance. Coverage: Specialist Services Benefit Medicare Part B 0% of the remaining Medicare Part 100% of the remaining Medicare Deductible – All but $147 B Deductible. Part B Deductible. Coverage: Medicare Part B Lesser of: Coinsurance – Generally 80% of 100% of the remaining Medicare 1) $30 Policy Copayment ; or Policy Medicare Approved Part B Coinsurance, if any, after 2) the remaining Medicare Part B Copayment Amounts. the Covered Person’s payment. Coinsurance. Coverage: Outpatient Hospital Services and Ambulatory Surgical Care Benefit Medicare Part B 0% of the remaining Medicare Part 100% of the remaining Medicare Deductible – All but $147 B Deductible. Part B Deductible. Coverage: Medicare Part B Coinsurance – Generally 80% of 100% of the Medicare Part B 0% of the Medicare Part B Policy Medicare Approved Coinsurance. Coinsurance. Coinsurance Amounts. Coverage: Outpatient Diagnostic and Radiology Services Benefit Medicare Part B 0% of the remaining Medicare Part 100% of the remaining Medicare Deductible – All but $147 B Deductible. Part B Deductible. Coverage: Medicare Part B Coinsurance – Generally 80% of 100% of the Medicare Part B 0% of the Medicare Part B Policy Medicare Approved Coinsurance. Coinsurance. Coinsurance Amounts. Coverage: Outpatient Mental Health and Substance Abuse Services Benefit Medicare Part B 0% of the remaining Medicare Part 100% of the remaining Medicare Deductible – All but $147 B Deductible. Part B Deductible. Coverage: 5 Page | 330 of  MEDICARE PART B BENEFITS All Policy Copayments below are per visit unless stated otherwise. (Please be sure to read the corresponding benefit provisions in this Certificate for details on the benefits below.) MEDICARE PAYS WE PAY COVERED PERSON PAYS Medicare Part B Coinsurance – Generally 80% of 100% of the Medicare Part B 0% of the Medicare Part B Policy Medicare Approved Coinsurance. Coinsurance. Coinsurance Amounts. Coverage: Outpatient Rehabilitative and Cardiac Rehabilitative Services Benefit Medicare Part B 0% of the remaining Medicare Part 100% of the remaining Medicare Deductible – All but $147 B Deductible. Part B Deductible. Coverage: Medicare Part B Coinsurance – Generally 80% of 100% of the Medicare Part B 0% of the Medicare Part B Policy Medicare Approved Coinsurance. Coinsurance. Coinsurance Amounts. Coverage: Emergency Care Benefit Medicare Part B 0% of the remaining Medicare Part 100% of the remaining Medicare Deductible – All but $147 B Deductible. Part B Deductible. Coverage: Medicare Part B Coinsurance – Lesser of: Generally 80% of 100% of the remaining Medicare Policy 1) $50 Policy Copayment; or Medicare Approved Part B Coinsurance, if any, after Copayment 2) the remaining Medicare Part B Amounts. the Covered Person’s payment. Coverage: Coinsurance. Urgent Care Benefit Medicare Part B 0% of the remaining Medicare Part 100% of the remaining Medicare Deductible – All but $147 B Deductible. Part B Deductible. Coverage: Medicare Part B Coinsurance – Generally 80% of 100% of the Medicare Part B 0% of the Medicare Part B Policy Medicare Approved Coinsurance. Coinsurance. Coinsurance Amounts. Coverage: Ambulance Services Benefit Medicare Part B 0% of the remaining Medicare Part 100% of the remaining Medicare Deductible – All but $147 B Deductible. Part B Deductible. Coverage: Medicare Part B Coinsurance – Generally 80% of 100% of the Medicare Part B 0% of the Medicare Part B Policy Medicare Approved Coinsurance. Coinsurance. Coinsurance Amounts. Coverage: 6 Page | 331 of  MEDICARE PART B BENEFITS All Policy Copayments below are per visit unless stated otherwise. (Please be sure to read the corresponding benefit provisions in this Certificate for details on the benefits below.) MEDICARE PAYS WE PAY COVERED PERSON PAYS Durable Medical Equipment and Prosthetics Benefit Medicare Part B 0% of the remaining Medicare Part 100% of the remaining Medicare Deductible – All but $147 B Deductible. Part B Deductible. Coverage: Medicare Part B Coinsurance – Generally 80% of 100% of the Medicare Part B 0% of the Medicare Part B Policy Medicare Approved Coinsurance. Coinsurance. Coinsurance Amounts. Coverage: MEDICARE PART B EXCESS EXPENSE BENEFIT $0 80% 20% ADDITIONAL PLAN BENEFITS (Please be sure to read the corresponding benefit provisions in this Certificate for details on the benefits below.) MEDICARE PAYS WE PAY COVERED PERSON PAYS 80% of remaining covered expenses 1) $0 Foreign Travel Emergency Foreign Travel Incurred, after the Covered Person’s Benefit Deductible. Emergency $0 payment, up to the Lifetime Foreign 2) 20% Foreign Travel Emergency Benefit: Travel Emergency Benefit Maximum Benefit Coinsurance. of $100,000. 100% of remaining covered expenses Incurred, after the Covered Person’s payment, for Private Duty $0 45 shifts per Calendar Year up to the $30 Policy Copayment per shift. Nursing Benefit: Private Duty Nursing Benefit Maximum of $1,000 per Calendar Year. 100% of remaining covered expenses Incurred, after the At-Home Covered Person’s payment, for 5 Recovery $0 $30 Policy Copayment per visit. visits per week up to the At-Home Benefit: Recovery Benefit Maximum of $500 per Calendar Year. Generally 100% for most preventive Preventive Care screenings. Some 100% of remaining covered Cancer screenings subject expenses Incurred not covered by $0 Screening to the Medicare Medicare. Benefit: Part B Deductible and Coinsurance. Generally 100% of the expenses Hospice Care 100% of remaining covered Incurred, except $0 Benefit: Coinsurance charges. Coinsurance charges. Blood Deductible $0 100% of covered expenses Incurred. $0 Benefit: 7 Page | 332 of  ADDITIONAL PLAN BENEFITS (Please be sure to read the corresponding benefit provisions in this Certificate for details on the benefits below.) MEDICARE PAYS WE PAY COVERED PERSON PAYS 100% of remaining covered $25 Policy Copayment per exam. 80% of Medicare expenses Incurred, after the Hearing Services Approved Amounts Covered Person’s payment, up to $150 Policy Copayment for two Benefit: under Medicare the Hearing Services Benefit hearing aids, including fitting and Part B. Maximum of $1,000 per Calendar evaluation. Year. 100% of remaining covered 80% of Medicare expenses Incurred, after the $25 Policy Copayment per exam . Vision Services Approved Amounts Covered Person’s payment, up to Benefit: under Medicare the Vision Services Benefit $150 Policy Copayment per pair of Part B. Maximum of $500 per Calendar glasses or supply of contact lenses. Year. 100% of remaining covered expenses Incurred, after the Acupuncture Covered Person’s payment, up to $0 $30 Policy Copayment per visit. Services Benefit: the Acupuncture Services Benefit Maximum of $500 per Calendar Year. Out-of-Pocket Expense See benefit provision. Carryover Benefit: 100% of remaining covered expenses Incurred, after the Annual Physical Covered Person’s payment, up to $0 $20 Policy Copayment per physical. Exam Benefit: the Annual Physical Benefit Maximum of $400 per Calendar Year. 100% of remaining covered 80% of Medicare expenses Incurred, after the Chiropractic Approved Amounts Covered Person’s payment, up to $30 Policy Copayment per visit. Services Benefit: under Medicare the Chiropractic Services Benefit Part B. Maximum of $500 per Calendar Year. DISCLOSURES Disclosure of Fees: We may reduce or adjust premiums, rates, fees and/or other expenses for programs under The Policy Disclosure of Services: In addition to the insurance coverage, We may offer noninsurance benefits and services to Retirees. 8 Page | 333 of  GENERAL DEFINITIONS Terms used in this Certificate are defined below. Some terms specific to a benefit are defined in the respective benefit provision. Admission means the period from and including the first day the Covered Person receives medical services as an Inpatient in a Hospital through the date the Covered Person is discharged. Ambulance Services means ground transportation to transport to a Hospital or Skilled Nursing Facility for Medically Necessary services, when transport in any other vehicle could endanger the health of the passenger. Ambulatory Surgical Care means surgical services provided to patients at a licensed ambulatory surgical center when: 1) the patient does not require Hospital Confinement; and 2) the stay in the ambulatory surgical center does not exceed 24 hours. Benefit Period means the period that starts the day the Covered Person is admitted into a Hospital or Skilled Nursing Facility. The benefit period ends when the Covered Person has not received any Inpatient Hospital care or Skilled Nursing Facility care for 60 consecutive days. If the Covered Person is admitted to a Hospital or a Skilled Nursing Facility after one benefit period has ended, a new benefit period starts. The Covered Person must pay the Medicare inpatient hospital deductible for each benefit period. There is no limit to the number of benefit periods. However, Inpatient mental health care in a psychiatric hospital is limited to 190 days in a lifetime. Calendar Year means a period of 12 consecutive months, starting on January 1 and ending on December 31 of the same year. Calendar Year Additional Plan Benefits Deductible means the amount of eligible expenses the Covered Person may have to Incur before benefits are payable under one or more Additional Plan Benefits. This amount is shown in the Schedule. Calendar Year Policy Deductible means the amount of eligible expenses the Covered Person must Incur before any benefits are paid by Us during a Calendar Year. This amount is shown in the Schedule. Expenses Incurred to satisfy the Medicare Part A Deductible and Medicare Part A Coinsurance apply to the calendar year policy deductible. Expenses Incurred to satisfy the Medicare Part B Deductible and Medicare Part B Coinsurance apply to the calendar year policy deductible. Also see the definitions of Medicare Part A Deductible, Medicare Part B Deductible and Calendar Year Additional Plan Benefits Deductible. Calendar Year Policy Maximum means the most We will pay under The Policy for all benefits for any one Covered Person during any Calendar Year. It is shown in the Schedule. Cardiac Rehabilitative Services means a customized program of exercise and education, designed to help recover from a heart attack, other forms of heart disease or surgery to treat heart disease. Certificate means this document, which explains the insurance benefits provided, to whom and how benefits are payable and exclusions and limitations that apply to coverage. Change in Family Status means one of the following events: 1) You get married or enter into a legal relationship recognized as a spouse; 2) You and Your Spouse divorce or legally terminate Your relationship; 3) Your Spouse dies; 4) Your Spouse is no longer employed, which results in a loss of group health insurance; or 5) Your Spouse becomes eligible for coverage. Coinsurance means the percentage the Covered Person may be required to pay of certain expenses after meeting the applicable Deductible. Also see the definitions of Policy Coinsurance, Medicare Part A Coinsurance, Medicare Part B Coinsurance and Skilled Nursing Facility Confinement Coinsurance. Confined or Confinement means being an Inpatient in: 1) a Hospital; or 2) a Skilled Nursing Facility with respect to Skilled Nursing Facility Confinement coverage; due to Injury or Sickness. 9 Page | 334 of Contributory Coverage means coverage for which You are required to contribute toward the cost. Copayment means the amount the Covered Person may be required to pay as his or her share of the cost of medical services, treatments or supplies under insurance coverage. Also see the definition of Policy Copayment. Covered Person means You and any Dependents insured under this Certificate. Deductible means the amount the Covered Person must pay for medical services, treatment or supplies before his or her insurance starts to pay under Medicare or other coverages. Also see the definitions of Calendar Year Policy Deductible, Additional Plan Benefits Deductible, Medicare Part A Deductible and Medicare Part B Deductible. Dependent or Dependents means Your Spouse. A dependent must be a citizen or legal resident of the United States or one of its territories or protectorates. Durable Medical Equipment means certain medical equipment that is ordered by the Covered Person’s treating Physician for medical reasons. These include, but are not limited to: walkers, wheelchairs, crutches, IV infusion pumps, oxygen equipment, nebulizers, or hospital beds. Emergency Care means services: 1) to treat, evaluate or stabilize an emergency medical condition that requires immediate medical attention to prevent loss of life, loss of a limb, or loss of function of a limb; and 2) rendered by a provider qualified to furnish emergency services. Employer means the Policyholder. Family Member means the Covered Person’s parent, spouse, domestic partner, partner in a civil union, children, siblings, grandparent, aunt, uncle, first cousin, nephew or niece. This includes those relations listed acquired through an adoption, in-laws and step-relatives. Home Office means Our office at One Hartford Plaza, Hartford, CT 06155. Hospital means an institution which: 1) is approved by Medicare and has agreed to participate in Medicare; 2) operates pursuant to law; 3) primarily and continuously provides medical care and treatment on an Inpatient basis for sick and injured persons at the patient’s expense; 4) operates medical, diagnostic and major surgical facilities: a) on its premises; or b) in facilities available to the institution on a prearranged basis; 5) operates under the supervision of a staff of Physicians; and 6) provides 24-hour nursing service by or under the supervision of registered graduate nurses (R.N.). Hospital does not mean any institution or part thereof that is used primarily as: 1) a nursing home, convalescent home, or Skilled Nursing Facility; 2) a place for rest, custodial, educational or rehabilitative care; 3) a place for the aged; 4) a place for treatment of alcoholism or drug addiction; or 5) a military or veterans’ hospital, soldiers’ home, or hospital contracted for or operated by any national government or government agency for the treatment of members or ex-members of the military. Incur or Incurred means that, with respect to any expense, the Covered Person receives, or has received, the treatment, service or supply that gives rise to the expense. A Covered Person is considered to incur an expense on the date the treatment, service or supply is received. Inpatient means a patient in: 1) a Hospital; 2) a Skilled Nursing Facility; or 3) Hospice Care; being charged room and board. 10 Page | 335 of Injury means bodily injury: 1) resulting directly from accident; 2) resulting independently of all other causes; and 3) occurring while the Covered Person is insured under The Policy. Loss resulting from: 1) Sickness, except a pus-forming infection that occurs through an accidental wound; or 2) medical or surgical treatment of a Sickness; is not considered as resulting from Injury. Lifetime Policy Maximum Benefit means the most We will pay under The Policy for all benefits for any one Covered Person during his or her lifetime. This amount is shown in the Schedule. Lifetime Reserve Period means the additional days that Medicare will pay for when the Covered Person is Hospital Confined for more than 90 days. The Covered Person has a total of 60 reserve days that can be used during his or her lifetime. Medically Necessary means: 1) recommended by the treating Physician acting within the scope of his or her license; 2) consistent with currently accepted medical practice; and 3) generally considered to be appropriate for a given medical condition. Medicare means Title XVIII of the Social Security Act of 1965, as amended. Medicare Approved Amount means the amount a Physician or supplier that accepts Medicare Assignment can be paid. It includes what Medicare pays and any Deductible, Coinsurance or Copayment that the Covered Person or his or her insurance pays. It may be less than the actual amount a Physician or other provider of medical services charges. Medicare Approved Skilled Nursing Facility Confinement means Confinement in a Skilled Nursing Facility that provides skilled, Medically Necessary care: 1) at a level that satisfies Medicare standards; 2) starting within 30 days of discharge from a Hospital Confinement of at least 3 consecutive days; and 3) that is recommended by the treating Physician. Medicare Assignment means an agreement by a Physician or other provider of medical services to accept Medicare Approved Amounts as full payment for Medicare covered services. Medicare Part A Coinsurance or Medicare Part B Coinsurance mean(s) the percentage of Medicare approved expenses the Covered Person may be required to pay after meeting the Medicare Part A Deductible or the Medicare Part B Deductible, respectively. The percentages and Deductibles are shown in the Schedule. Also see the definitions of Coinsurance and Policy Coinsurance. Medicare Part A Deductible means the amount the Covered Person is required to pay each Benefit Period under Medicare Part A for the expenses Incurred before Medicare will pay any Medicare Part A benefits. This amount is shown in the Schedule. Also see the definitions of Calendar Year Policy Deductible and Calendar Year Additional Plan Benefits Deductible. Medicare Part A Skilled Nursing Facility Confinement Coinsurance means the amount the Covered Person is required to pay for a Skilled Nursing Facility Confinement starting with the 21st day of Confinement. This amount is shown in the Schedule. Also see the definitions of Coinsurance and Policy Coinsurance. Medicare Part B Deductible means the amount the Covered Person is required to pay under Medicare Part B for the expenses Incurred each Calendar Year before Medicare will pay any Medicare Part B benefits. This amount is shown in the Schedule. Also see the definitions of Calendar Year Policy Deductible and Calendar Year Additional Plan Benefits Deductible. Mental Illness means a mental disorder as listed in the current version of the Diagnostic and Statistical Manual of Mental Disorders, published by the American Psychiatric Association. A mental illness may be caused by biological factors or result in physical symptoms or manifestations. 11 Page | 336 of Mental illness does not include the following mental disorders outlined in the Diagnostic and Statistical Manual of Mental Disorders: 1) Intellectual Disability (Intellectual Developmental Disorder); 2) Pervasive Developmental Disorders; 3) Motor Skills Disorder; 4) Substance-Related Disorders; 5) Delirium, Dementia, and Amnesic and Other Cognitive Disorders; or 6) Narcolepsy and Sleep Disorders related to a General Medical Condition. Non-Contributory Coverage means coverage for which You are not required to contribute toward the cost. Out-of-Pocket Expense means the amount the Covered Person pays for expenses covered and Incurred under The Policy’s benefit provisions. Out-of-Pocket Expenses do not include: 1) expenses that are excluded or limited under The Policy; or 2) amounts in excess of the Medicare Approved Amount. Outpatient means a person who receives medical treatment, services or supplies at a Hospital or licensed ambulatory care facility for which there is no charge for room and board. Outpatient Diagnostic Services means procedures performed to diagnose Injury or Sickness. These include, but are not limited to: 1) radiography; 2) ultrasound; 3) computed tomography; 4) nuclear medicine; 5) positron emission tomography; and 6) magnetic resonance imaging and laboratory tests. Outpatient Hospital Services means services received in the Outpatient department of a Hospital for diagnosis or treatment. Services include, but are not limited to, observation services and Outpatient surgery received in: 1) an emergency department; or 2) Outpatient clinic. Unless a Physician has written an order to admit the Covered Person as an Inpatient to the Hospital, the Covered Person is an Outpatient and must pay the cost-sharing amounts for Outpatient Hospital services, even if the Covered Person stays in the Hospital overnight. Outpatient Mental Health Services means services to evaluate and treat mental health conditions that affect mood, thinking and behavior including, but not limited to: 1) depression; 2) anxiety disorders; 3) schizophrenia; 4) eating disorders; and 5) addictive behaviors. Outpatient Rehabilitative Services means treatments designed to facilitate the process of recovery from Injury or Sickness to as normal a condition as possible. Treatments must be performed in an Outpatient facility. Services include, but are not limited to: 1) physical therapy; 2) occupational therapy; and 3) speech language therapy. Outpatient Substance Abuse Services means services that provide a detoxification regimen of medically directed evaluation, care and treatment for psychoactive substance abuse in a medically managed setting. These services must be provided in an Outpatient facility. Physician means a person who is: 1) a doctor of medicine, osteopathy, psychology or other legally qualified practitioner of a healing art that We recognize or are required by law to recognize; 2) licensed to practice in the jurisdiction where care is being given; 3) operating within the scope of his or her license; and 12 Page | 337 of  4) not the Covered Person or a Family Member. Physician Services means professional services performed by a Physician including, but not limited to: 1) diagnosis; 2) therapy; 3) surgery; 4) consultation; and 5) care plan oversight. Policy Coinsurance means the percentage, shown in the Schedule, that the Covered Person may be required to pay after meeting the Calendar Year Policy Deductible and any Additional Plan Benefits Deductible or Foreign Travel Emergency Benefit Deductible, but before satisfying any applicable Out-of-Pocket Expense Maximum. Also see the definitions of Coinsurance, Medicare Part A Coinsurance and Medicare Part B Coinsurance. Policy Copayment means the amount, shown in the Schedule; the Covered Person may be required to pay under The Policy as his or her share of the cost of medical services, treatments or supplies. Primary Insured means the person to whom this Certificate is issued. Prior Policy means the health insurance carried or sponsored by the Policyholder or by an employer acquired by the Policyholder on the day before the Policy Effective Date. This includes only coverage transferred to Us. Prosthetics means devices that replace all or part of a body part or function. This includes, but is not limited to: 1) colostomy bags and supplies directly related to colostomy care; 2) pacemakers; 3) braces used for physical support; 4) prosthetic shoes; 5) artificial limbs; 6) breast prostheses (including a surgical brassiere after a mastectomy); 7) certain supplies related to prosthetic devices; and 8) repair and/or replacement of prosthetic devices. This does not include dental devices. Radiology Services means the use of radiography, ultrasound, computed tomography, nuclear medicine, positron emission tomography and magnetic resonance imaging to diagnose and treat Injury or Sickness. Request means a written request by the Covered Person made on the forms We furnish for making the request. Retiree means a former employee of the Policyholder who has attained the Policyholder’s Normal Retirement Age. Policyholder’s Normal Retirement Age, as used above, means the age determined by the Policyholder in its established guidelines. Schedule means the schedule of benefits for this Certificate. Sickness means illness, disease or disorder of the body. Skilled Nursing Facility means an institution that: 1) operates pursuant to law; 2) in addition to room and board accommodations, is primarily engaged in providing skilled nursing care under the supervision of a Physician; 3) provides continuous 24 hour a day nursing service by or under the supervision of a registered graduate nurse (R.N.); and 4) maintains a daily medical record of each patient. Skilled Nursing Facility does not mean any institution or part thereof that is used mainly as a home or place for: 1) the aged, or for rest, custodial or educational care; 2) alcoholism and drug addiction; 3) the treatment of Mental Illness. 13 Page | 338 of Skilled Nursing Facility Expenses means Medicare Part A eligible expenses for services provided and billed by a Skilled Nursing Facility. Specialist means a Physician who treats only certain: 1) parts of the body; 2) health problems, including, but not limited to, heart problems; or 3) age groups. Specialist Services means surgery services and other services furnished by a Specialist including, but not limited to: 1) consultation; 2) diagnosis; 3) treatment; and 4) second opinion prior to surgery. Spouse means any individual who is recognized as Your spouse under applicable state law. Spouse also includes any individual who is Your partner to: 1) a civil union; 2) a registered domestic partnership; or 3) another relationship allowed by state law. Spouse will include Your affidavit domestic partner provided You have executed a domestic partner affidavit satisfactory to Us, establishing that You and Your partner are domestic partners for purposes of The Policy. You and Your partner will continue to be considered affidavit domestic partners provided You and Your Partner continue to meet the requirements described in the domestic partner affidavit. Spouse does not include any person who is insured as a Retiree. The Policy means the policy which We issued to the Policyholder under the Policy Number shown on the face page, this Certificate and all other riders, amendments and endorsements that make up the contract of insurance. Urgent Care means non-emergency services to treat Sickness or Injury that requires immediate medical care. Usual and Customary Charge means the prevailing charge made by most providers of a given service in the geographic area where the service is received. In no event will the Usual and Customary Charge exceed the actual amount charged. We, Us or Our means Hartford Life and Accident Insurance Company. You or Your means the Primary Insured. ELIGIBILITY AND EFFECTIVE DATES Primary Insured’s Eligibility for Coverage: You will become eligible for coverage on the latest of: 1) the Policy Effective Date; or 2) the date You become a member of an Eligible Class for Coverage. Dependents’ Eligibility for Coverage: Your Dependent(s) will become eligible for coverage on the later of: 1) the date You become insured for Retiree coverage; or 2) the date You acquire Your first Dependent. You may not cover Your Dependent if he or she is covered as a Retiree under The Policy. No person can be insured as a Dependent of more than one Retiree under The Policy. Eligibility Restriction: In no event will a person be eligible for coverage under The Policy if he or she: 1) is engaged in active employment or is the Dependent of a person engaged in active employment, and is eligible to be covered by an employer’s health plan which is primary payor to Medicare; 2) is covered by Medicaid for medical coverage; 3) is covered by a Medicare Advantage plan (Medicare Part C); 14 Page | 339 of  4) has other coverage in force that supplements Medicare or which provides coverage for his or her hospital or medical expense; or 5) is not eligible to be covered by Medicare. Enrollment: For Non-Contributory Coverage, the Policyholder will automatically enroll You and Your Dependents for coverage. To enroll for Contributory Coverage, You may be requested to: 1) complete and sign a group insurance enrollment form, which is satisfactory to Us, for Your and Your Dependents’ coverage within 31 days of the date You are eligible for coverage; and 2) deliver it to the Policyholder. If You do not enroll for Your coverage and/or Your Dependents’ coverage within 31 days after becoming eligible under The Policy and later choose to enroll, You may only enroll for Your coverage and/or Your Dependents’ coverage within 31 days of the date You have a Change in Family Status. Your Coverage Effective Date: If You attained age 65 while covered under the Prior Policy, Your coverage will start on the date stated in the Prior Policy's provision transferring coverage to another insurer, subject to the Deferred Effective Date and Dependents’ Deferred Effective Date provisions. Otherwise, Your coverage will start as stated below. Non-Contributory Coverage will start on the date You become eligible, subject to the Deferred Effective Date provision. Contributory Coverage will start on the latest to occur of: 1) the date You become eligible, if You enroll on or before that date; or 2) the date You enroll, if You do so within 31 days from the date You are eligible; subject to the Deferred Effective Date provision. Deferred Effective Date: If on the Policy Effective Date, You are Confined in a Hospital or Skilled Nursing Facility, Your coverage will start on the date You are discharged. Dependents’ Effective Date: Non-Contributory Coverage will start on the date You become eligible for Dependent coverage, subject to the Dependents’ Deferred Effective Date provisions. Contributory Coverage will start, subject to the Dependents’ Deferred Effective Date provision, on the latest to occur of: 1) the date You become eligible for Dependent coverage, if You have enrolled on or before that date; or 2) the date You enroll, if You do so within 31 days from the date You are eligible for Dependent coverage. Dependents’ Deferred Effective Date: If on the Policy Effective Date, Your Dependent is Confined in a Hospital or Skilled Nursing Facility, Your Dependents’ coverage will start on the date he or she is discharged. Changes in Coverage Due to Change in The Policy: Any increase or decrease in coverage because of a change in The Policy by the Policyholder will become effective on the date of the change. TERMINATION Termination of Your Coverage: Your coverage will end on the earliest of the following: 1) the date The Policy terminates; 2) the date You are no longer in a class eligible for coverage, or The Policy no longer covers Your class; 3) the date the required premium is due but not paid, subject to the Individual Grace Period Policyholder Grace Period; or 4) the date You request We terminate Your coverage; unless continued under the Continuation Provisions. In addition, if You are eligible for coverage under The Policy because You are the widow or widower of a retired employee of the Policyholder, Your coverage will end on the first day of the month on or next following the date You remarry or execute a domestic partner affidavit. Individual Grace Period: You will be allowed an Individual Grace Period of 31 days from the Premium Due Date for payment of each premium due after the initial premium. Your insurance will be continued during the Individual Grace 15 Page | 340 of Period. If the Covered Person has a covered loss during the Individual Grace Period, the Covered Person will be liable to Us for payment of any premium accruing during the period We continued coverage in force under the provision. The Individual Grace Period will not continue coverage after any date on which coverage would end, as stated in Termination of Your Coverage. Termination of Your Dependents’ Coverage: Coverage for Your Dependent(s) will end on the earliest of the following: 1) the date Your coverage ends; 2) the date the required premium is due but not paid, subject to the Individual Grace Period the Policyholder Grace Period; 3) the date You are no longer eligible for Dependent coverage; 4) the date We or the Policyholder terminate Dependent coverage; 5) the date You request We terminate Dependent coverage; or 6) the date You and Your Spouse are no longer married or legally terminate Your relationship; unless continued under the Continuation Provision. CONTINUATION PROVISIONS Surviving Dependent Continuation: If You die while insured under The Policy, coverage for Your Dependents that is in force on the date of Your death may be continued, until the earliest of: 1) the date the coverage would otherwise have ended under Termination of Your Dependents’ Coverage; 2) the date Your Spouse remarries, or executes another domestic partner affidavit; or 3) the date Your Spouse obtains coverage under another group plan. We must receive Your Dependents’ Request and the required premium to continue the coverage within 31 days of the Premium Due Date next following the date of Your death. Solely for the purpose of continuing the coverage, Your Spouse will be considered the Primary Insured. BENEFIT PAYMENTS We will pay benefits under The Policy only when the following requirements are met: 1) the expense Incurred: a) is a Medicare eligible expense, except as may be stated for the Additional Plan Benefits; b) is for Medically Necessary services, treatments or supplies; and c) does not exceed the Usual and Customary Charge; 2) if the Covered Person is Confined in a Hospital, the Confinement is a Medicare approved Confinement; 3) We have verified that the Covered Person’s insurance coverage is in force on the date the expense is Incurred; 4) the Covered Person has met any Deductibles under The Policy that apply; 5) the Covered Person has paid any Policy Copayment required under a benefit provision; 6) the Covered Person has not exhausted any applicable benefit maximum; 7) the Covered Person has not exhausted the Lifetime Policy Maximum Benefit; and 8) for any Calendar Year, the Covered Person has not exhausted the Calendar Year Policy Maximum. The Schedule shows the applicable Copayments, Deductibles and maximums. The Out-of-Pocket Expense Maximums apply as stated in the Schedule. Once satisfied, We pay benefits as stated in the Schedule. For an expense to be covered under a benefit provision, the expense must be Incurred while the Covered Person is insured for that benefit. Changes to Medicare: Benefits are adjusted annually or upon the effective date established by Medicare to reflect changes in the Medicare program. These changes may cause increases or decreases in benefit amounts payable under The Policy. 16 Page | 341 of  MEDICARE PART A BENEFITS Hospital Confinement Benefit When a Covered Person is Confined in a Hospital, We will pay the benefits stated below. The Confinement must be a Medicare approved Confinement. The Covered Person must Incur expenses for the Confinement while insured under this benefit. 1st Through 60th Day of Hospital Confinement; Medicare Part A Deductible Coverage: For the first 60 days of a Medicare approved Hospital Confinement during a Benefit Period, Medicare pays all Inpatient Hospital expenses Incurred, except for the Medicare Part A Deductible. Under this benefit: 1) the Covered Person pays his or her percentage of the remaining Medicare Part A Deductible; and 2) We pay Our percentage of the remaining Medicare Part A Deductible; shown in the Schedule. 61st Through 90th Day of Hospital Confinement; Medicare Part A Coinsurance Coverage: From the 61st through 90th day of a Medicare approved Hospital Confinement during a Benefit Period, Medicare pays all Inpatient Hospital expenses Incurred, except a daily Coinsurance charge equal to the percentage of the Medicare Part A Deductible shown in the Schedule. Under this benefit: 1) the Covered Person pays his or her percentage of the remaining Medicare Part A Coinsurance; and 2) We pay Our percentage of the remaining Medicare Part A Coinsurance; shown in the Schedule. 91st Through 150th Day of Hospital Confinement; Medicare Part A Deductible Coverage: Regular Medicare Hospital benefits end on the 90th day of Hospital Confinement during a Benefit Period. After the 90th day, Medicare grants a 60 day Lifetime Reserve Period. These 60 additional days can be used only once in a lifetime. Medicare allows a person the choice of using the days or saving them for the future. If he or she uses the days, Medicare pays all Inpatient Hospital expenses Incurred during the Lifetime Reserve Period except a daily Coinsurance charge equal to the percentage of the Medicare Part A Deductible shown in the Schedule. Under this benefit: 1) the Covered Person pays his or her percentage of the remaining Medicare Part A Coinsurance; and 2) We pay Our percentage of the remaining Medicare Part A Coinsurance; shown in the Schedule. Extended Hospital Confinement Benefit Starting once Medicare’s benefits are exhausted for Hospital Confinement during a Benefit Period: 1) the Covered Person pays his or her percentage; and 2) We pay Our percentage; shown in the Schedule of the charges Incurred for Inpatient Hospital expenses for each additional day of Confinement during that Benefit Period. This benefit is payable for the number of days of Hospital Confinement per Lifetime, shown in the Schedule, after the Lifetime Reserve Period. Skilled Nursing Facility Confinement Benefit When a Covered Person is Confined in a Skilled Nursing Facility, We will pay the benefit stated below. The Confinement must be a Medicare Approved Skilled Nursing Facility Confinement. 17 Page | 342 of  th 1st Through 20 Day of Skilled Nursing Facility Confinement: For the first 20 Days of a Medicare Approved Skilled Nursing Facility Confinement during a Benefit Period, Medicare Part A pays all Skilled Nursing Facility Expenses. The Policy provides no coverage under this benefit for those 20 days. 21st Through 100th Day of Skilled Nursing Facility Confinement Coverage: From the 21st through 100th day of a Medicare Approved Skilled Nursing Facility Confinement during a Benefit Period, Medicare Part A pays all Skilled Nursing Facility Expenses except a daily Coinsurance charge equal to the percentage of the Medicare Part A Deductible shown in the Schedule. Under this benefit: 1) the Covered Person pays his or her percentage of the remaining Medicare Part A Skilled Nursing Facility Coinsurance; and 2) We pay Our percentage of the remaining Medicare Part A Skilled Nursing Facility Confinement Coinsurance; shown in the Schedule. We pay the percentage of the remaining Medicare Part A Skilled Nursing Facility Coinsurance charges the Covered Person Incurs for those days, shown in the Schedule. Extended Skilled Nursing Facility Confinement Benefit After the 100th day of Confinement in a Skilled Nursing Facility during a Benefit Period, Medicare benefits for Skilled Nursing Facility Confinements end. Under this benefit, We will pay the Daily Benefit for each day of Confinement shown in the Schedule. Payments under this benefit are limited to those days of Confinement that Medicare approves, or would have approved, had Medicare benefits for the Confinement not been exhausted. MEDICARE PART B BENEFITS The coverages for Medicare Part B Benefits are described below. The Medicare Part B Benefits provided under this Certificate are shown in the Schedule of Benefits. Medicare Part B Deductible Coverage: Under this benefit: 1) the Covered Person pays his or her percentage of the remaining Medicare Part B Deductible; and 2) We pay Our percentage of the remaining Medicare Part B Deductible; shown in the Schedule. Medicare Part B Coinsurance – Policy Coinsurance Coverage: During a Calendar Year, after the Medicare Part B Deductible is met, Medicare generally pays the percentage of Medicare Part B eligible expenses shown in the Schedule. The Covered Person is responsible for the balance. Under this benefit: 1) the Covered Person pays his or her percentage; and 2) We pay Our percentage; of the Medicare Part B Coinsurance shown in the Schedule. Medicare Part B Coinsurance – Policy Copayment Coverage: During a Calendar Year, after the Medicare Part B Deductible is met, Medicare generally pays the percentage of Medicare Part B eligible expenses shown in the Schedule. The Covered Person is responsible for the balance. Under this benefit, the Covered Person pays the lesser of: 1) the Policy Copayment; or 2) the remaining Medicare Part B Coinsurance; shown in the Schedule. We pay Our percentage, shown in the Schedule, of the remaining Medicare Part B Coinsurance, if any. 18 Page | 343 of  MEDICARE PART B EXCESS EXPENSE BENEFIT Excess Expense means the difference between: 1) the amount billed for the Medicare Part B services plus the Limiting Charge; and 2) the Medicare Approved Amount. Under this benefit, during any Calendar Year the Medicare Part B Deductible is met, the Covered Person will pay his or her percentage and We will pay Our percentage, shown in the Schedule, of the difference between 1) and 2). However, the amount of Our payment will not exceed the amount of any limit determined by state law or the Limiting Charge established by Medicare. Limiting Charge means the highest amount the Covered Person can be charged for a covered service by Physicians and other health care providers who do not accept Medicare Assignment. The limit is 15% over Medicare’s Approved Amount. The limiting charge only applies to certain services and doesn’t apply to supplies or equipment. We will not pay this benefit if: 1) the provider of the medical care accepts Medicare Assignment; or 2) the service or supply is not covered by Medicare Part B. ADDITIONAL PLAN BENEFITS Foreign Travel Emergency Benefit Under this benefit the Covered Person pays: 1) the Foreign Travel Emergency Benefit Deductible; and 2) the Foreign Travel Emergency Benefit Coinsurance percentage of the expenses for Foreign Travel Emergency Medical Treatment; shown in the Schedule. Then We pay the remaining percentage of covered expenses up to the Lifetime Foreign Travel Emergency Benefit Maximum shown in the Schedule. For benefits to be payable, the Covered Person must Incur the first expense within 60 days of travel Outside of the United States. This benefit does not cover Foreign Travel Emergency Medical Treatment if the Covered Person: 1) leaves the United States primarily to seek Foreign Travel Emergency Medical Treatment for an Injury or a Sickness; 2) has no legal obligation to pay for the treatment; or 3) receives the treatment during a Calendar Year in which the Covered Person travels or resides Outside of the United States for 6 consecutive months or longer. If Medicare approves Foreign Travel Emergency Medical Treatment: 1) no benefits are payable under this provision for the treatment; and 2) other benefits under The Policy may provide coverage for the treatment. If Medicare does not approve Foreign Travel Emergency Medical Treatment: 1) We will pay benefits for the treatment as stated in this provision; and 2) no benefits are payable for the treatment under any other benefit provision. Foreign Travel Emergency Medical Treatment means any Medically Necessary Confinement, service or supply needed immediately due to Injury or Sickness of sudden and unexpected onset while the Covered Person is Outside of the United States, provided that the medical treatment, if received in the United States, would: 1) be considered reimbursable treatment under Medicare; 2) be considered in general use and of demonstrated value in the diagnosis and treatment of Injury or Sickness by Physicians within the United States; 3) be provided by a Physician; and 4) not be considered in a research or experimental stage by Physicians within the United States. Foreign Travel Emergency Medical Treatment does not include incidental services including, but not limited to: 1) airfare; 2) travel fees; 3) lodging; or 19 Page | 344 of  4) meals; for the Covered Person. Outside of the United States means outside the territorial limits of: 1) the 50 United States and the District of Columbia; and 2) Puerto Rico, the Virgin Islands, Guam and American Samoa. Private Duty Nursing Benefit Under this benefit the Covered Person pays the Policy Copayment per shift shown in the Schedule. Then, We will pay the expenses Incurred for a Private Duty Nurse for the number of shifts shown in the Schedule. We will pay a Private Duty Nursing Benefit for each 8 hour shift. In no event will We will pay: 1) more than the actual amount charged for the shift; 2) more than the Maximum Benefit per shift shown in the Schedule; or 3) for more than the Maximum Number of shifts shown in the Schedule. The private duty nursing service must be provided to the Covered Person while the Covered Person is: 1) insured under this benefit; and 2) Confined in a Hospital. The private duty nursing services must be charged directly to the Covered Person by the Private Duty Nurse and not charged by the Hospital. Private Duty Nurse means a: 1) Registered Graduate Nurse (R.N. or A.P.R.N.); or 2) Licensed Practical Nurse (L.P.N.); who is not a Family Member. We will not pay for more than 3 shifts of private duty nursing services per day. A shift consists of at least 3 consecutive hours of nursing care. Shifts of more than 3 hours but less than 8 hours will be paid on a pro-rata basis. The Private Duty Nursing Benefit Maximum and the Maximum Number of shifts are shown in the Schedule. At-Home Recovery Benefit Under this benefit the Covered Person pays the Policy Copayment shown in the Schedule. We pay the expenses Incurred for the number of At-Home Recovery Visits per week up to the At-Home Recovery Benefit Maximum shown in the Schedule. For benefits to be payable: 1) the treating Physician must certify that the Covered Person: a) requires the services of a Care Provider for At-Home Recovery Visits due to Sickness, Injury or surgery for which a home care plan of treatment was approved by Medicare; and b) the specific type and frequency of At Home Recovery services are necessary because of a condition for which a home health care plan of treatment was approved by Medicare. 2) The At-Home Recovery Visits must be: d) provided to the Covered Person while insured under this benefit; e) primarily to provide services which assist in Activities of Daily Living; f) provided on a visiting basis in the Covered Person’s Home; and g) provided while the Covered Person is receiving Medicare-approved home health care services, or within 8 weeks after the service date of the last Medicare home health care visit. We will not pay for: 1) At-Home Recovery Visits that are paid for by Medicare or any other government program; 2) At-Home Recovery Visits provided by Family Members, unpaid volunteers or providers who are not Care Providers; or 3) more than the number of Medicare-approved home health care visits under a Medicare-approved home care plan of treatment. 20 Page | 345 of Activities of Daily Living means those daily activities necessary for a person to perform in order to function independently, including, but not limited to, bathing, dressing, personal hygiene, transferring, eating, ambulating, assistance with drugs that are normally self-administered and changing bandages or other dressings. At-Home Recovery Visit means the period of a visit required to provide at-home recovery care, without limit on the duration of the visit, except each consecutive 4 hours in a 24 hour period of services provided by a Care Provider is considered one visit. Care Provider means: 1) a duly qualified or licensed home health aide or homemaker, personal care aide or nurse; and 2) provided through a licensed home health care agency; or 3) referred by a licensed referral agency or licensed nurses registry. Home means a place used by the Covered Person as a place of residence. It may be the Covered Person’s own dwelling, an apartment, a relative's home, a home for the aged or some other type of institution, provided it is a place that would qualify as a residence for Home Health Care services covered by Medicare. A Hospital or Skilled Nursing Facility is not considered the Covered Person’s home. Preventive Care Cancer Screening Benefit We will pay the charges Incurred by the Covered Person for any of the following tests when not covered by Medicare: 1) one ovarian cancer surveillance test each Calendar Year ordered by a Physician; 2) one colon cancer screening each Calendar Year ordered by a Physician; and 3) one prostate screening each Calendar Year for the early detection of prostate cancer for men over 50 years of age. The screening may be performed by any qualified medical professional, including an urologist, an internist, a general practitioner, a doctor of osteopathy, a nurse practitioner or a physician assistant. The screening must include at least the following: a) a prostate-specific antigen (PSA) blood test; or b) a digital rectal examination. Hospice Care Benefit Hospice Care means Medicare approved medical and support services needed to manage the symptoms and relieve the pain of a terminal illness provided through a Medicare approved Hospice Care program. Hospice Care includes, but is not limited to: 1) nursing care, therapies, medical supplies and appliances; 2) short-term Inpatient respite care; and 3) Physician, home health aide and counseling services. Under Medicare, a terminally ill person may elect to receive Hospice Care benefits instead of most regular Medicare Part A and Part B benefits. Then, Medicare pays all approved Hospice Care charges except Coinsurance charges for Inpatient respite care, drugs and biologicals. If the Covered Person elects to receive Hospice Care, We will pay the Medicare Part A and Medicare Part B Coinsurance charges that the Covered Person Incurs. The Hospice Care must be: 1) approved by Medicare; and 2) received while insured under this benefit. If payment under this benefit is due for an expense, no other benefits of The Policy will be provided for that expense. Blood Deductible Benefit Medicare does not cover the first 3 pints of blood received each Calendar Year. We will pay the expenses the Covered Person Incurs for these first 3 pints of blood, or equivalent quantities of packed red blood cells, as defined under federal regulations. 21 Page | 346 of  Hearing Services Benefit Hearing Services means: 1) diagnostic hearing and balance evaluations performed by a Physician or certified audiologist; 2) routine hearing and balance exams; 3) hearing aids; and 4) tests for fitting hearing aids. Medicare does not cover supplemental routine hearing exams and hearing aids. Medicare pays the percentage shown in the Schedule of Medicare Approved Amounts for diagnostic hearing exams provided by a Physician. Under this benefit, the Covered Person pays the Policy Copayment, shown in the Schedule, for the following Hearing Services: 1) one routine hearing and balance exam every 12 months; 2) two hearing aids every 3 years; and 3) one hearing aid fitting evaluation every 3 years. Then, We pay the percentage of the remaining covered expenses Incurred for these Hearing Services up to the Hearing Services Benefit Maximum shown in the Schedule. If only one hearing aid is purchased, the full Policy Copayment shown in the Schedule must be paid. However, if a second hearing aid is purchased within the period stated above in 2), the Covered Person will not be charged an additional Policy Copayment for that hearing aid, including fitting and evaluation. Vision Services Benefit Vision Services means: 1) diagnosis and treatment of Sicknesses and Injuries of the eye, including, but not limited to, treatment for age- related macular degeneration; 2) routine eye exams (eye refractions) for eyeglasses or contact lenses; 3) glaucoma screening; and 4) prescription eyeglasses or contact lenses. Medicare does not cover supplemental routine eye exams and glasses. Medicare pays the percentage shown in the Schedule of Medicare Approved Amounts for: 1) diagnosis and treatment of Sicknesses and Injuries of the eye; 2) one pair of eyeglasses or contact lenses after cataract surgery; and 3) annual glaucoma screenings for persons at risk. Under this benefit, the Covered Person will pay the Policy Copayment, shown in the Schedule, for the following Vision Services: 1) one supplemental routine eye exam every 12 months; and 2) one pair of glasses every 12 months or 12 month supply of contact lenses; for the period shown in the Schedule. Then, We pay the percentage of the remaining covered expenses Incurred for these Vision Services up to the Vision Services Benefit Maximum shown in the Schedule. Acupuncture Services Benefit Acupuncture Services means services performed by a licensed acupuncturist to treat pain, involving the insertion of needles through skin at strategic points on the body. Medicare does not cover Acupuncture Services. The Covered Person pays the Policy Copayment, shown in the Schedule, for Acupuncture Services. Then, We pay the percentage of the covered expenses Incurred for Acupuncture Services up to the Acupuncture Services Benefit Maximum shown in the Schedule. Out-of-Pocket Expense Carryover Benefit If: 1) the Covered Person becomes covered under The Policy during the last 3 months of a Calendar Year; and 2) the Covered Person Incurs Out-of-Pocket Expenses during the last 3 months of that Calendar Year; and 22 Page | 347 of  3) those expenses are applied to his or her Out-of-Pocket Expense Maximum during that Calendar Year; then the Covered Person’s Out-of-Pocket Expense Maximum for the next Calendar Year will be reduced by the amount of expenses described in item 2). The Out-of-Pocket Expense Maximum is: 1) shown in the Schedule; and 2) applies to the Covered Person each Calendar Year. Only Out-of-Pocket Expenses can be used to satisfy the Out-of-Pocket Expense Maximum. Annual Physical Exam Benefit Medicare does not cover annual physical exams. The Covered Person pays the Policy Copayment shown in the Schedule. Then, We pay the remaining expenses Incurred by the Covered Person for one physical exam performed by a Physician per Calendar Year up to the Annual Physical Benefit Maximum shown in the Schedule. The exam may include one or more of the following: 1) review of the Covered Person’s medical history; 2) check of the Covered Person’s memory and mental quickness; 3) check of the Covered Person’s blood pressure, heart rate, respiration rate and temperature; 4) check of the Covered Person’s general appearance; 5) heart, lung, head and neck, abdominal, neurological, dermatological, hernia and extremities exams; 6) exam of a male Covered Person’s sexual organs and a prostate exam; 7) a breast exam and pelvic exam for female Covered Persons; 8) laboratory tests for a complete blood count, chemistry panel, urinalysis and lipid panel; 9) discussion of risk factor reductions; and 10) other services performed as part of an annual exam which are not covered by Medicare or under another benefit provision of The Policy. Any additional services provided during the exam are not covered under this benefit. Chiropractic Services Benefit Chiropractic Services means: 1) services performed by a licensed chiropractor to correct structural alignment and improve the body’s physical function by applying controlled sudden force to a spinal joint; or 2) manual manipulation of the spine to correct subluxation. Medicare only covers spinal manipulations. The Covered Person pays the Policy Copayment for Chiropractic Services shown in the Schedule. Then, We pay the percentage of the expenses Incurred for Chiropractic Services not covered by Medicare up to the Chiropractic Services Benefit Maximum shown in the Schedule. PRE-EXISTING CONDITIONS LIMITATION Conditions Prior to Effective Date of Coverage: We will not pay a benefit under The Policy for any expenses Incurred: 1) during the first 6 months of the Covered Person’s coverage; and 2) which are the result of a Pre-existing Condition; unless the Injury or Sickness starts after the Covered Person has been free of medical care for that condition for 12 consecutive months ending on or after the Covered Person’s effective date of coverage. Conditions Prior to Effective Date of Increase in Coverage: We will not pay an increased benefit under The Policy for any expenses Incurred: 1) during the first 6 months following the effective date of a change in the Covered Person’s coverage that increases the Covered Person’s benefits; and 2) which are the result of a Pre-existing Condition; unless the Injury or Sickness starts after the Covered Person has been free of medical care for that condition for 6 consecutive months ending on or after the Covered Person’s effective date of benefit increase. 23 Page | 348 of Change from a Prior Policy: If the Covered Person’s coverage under The Policy is transferring uninterrupted from coverage under a Prior Policy, then We will credit, toward satisfaction of this Pre-existing Condition Limitation provision, the period that the Covered Person was continuously covered by that policy immediately before the transfer. Any expenses Incurred which are payable under a provision of that policy will not be payable under The Policy. Replacement Coverage: If the Covered Person: 1) purchased coverage under The Policy to replace coverage under another retiree group or individual health insurance policy; and 2) provides proof of coverage under the replaced policy; then We will credit, toward satisfaction of this Pre-existing Condition Limitation provision, the period that the Covered Person was continuously covered by the replaced policy immediately before the replacement. However, if benefits under The Policy are greater than those provided by the replaced policy, this Pre-existing Condition Limitation will apply only to the increase in benefits. Pre-existing Condition means any Injury or Sickness for which medical care is received by the Covered Person: 1) within the 6 consecutive months prior to the date the Covered Person’s insurance starts; or 2) within the 6 consecutive months prior to the effective date of the Covered Person’s increase in coverage. Medical care is received when: 1) a Physician is consulted or provides medical advice; or 2) Treatment is recommended or prescribed by, or received from, a Physician. Treatment includes, but is not limited to: 1) medical examinations, tests, attendance or observations; 2) medical services, supplies or equipment, including their prescription or use; and 3) prescribed drugs or medicines, including their prescription or use. All manifestations, symptoms, or findings which result from: 1) the same or related Injury or Sickness; or 2) any aggravations of the same or related Injury or Sickness; are considered to be the same Injury or Sickness for the purpose of determining a Pre-existing Condition. This Pre-existing Condition Limitation does not apply to any increase in coverage due to a change in Medicare benefits. GENERAL LIMITATIONS AND EXCLUSIONS Limitation If Not Enrolled in Medicare Part A and Part B: If the Covered Person has not enrolled in both Medicare Part A and Part B, We will pay the benefits under The Policy as if the Covered Person had enrolled in both parts of Medicare. Medicare Part A and Medicare Part B Services: The portion of an expense that is more than Medicare considers reasonable is: 1) not a Medicare Part A or Medicare Part B eligible expense; 2) not covered by Medicare; and 3) not covered under The Policy. Exclusions: The Policy does not cover: 1) any expense that is: a) not a Medicare eligible expense; b) beyond the limits imposed by Medicare for the expense; c) excluded by name or specific description by Medicare, except as specifically provided under The Policy; or d) Incurred for treatment when received from a provider who does not accept Medicare; 2) any expense if the Covered Person has entered into a private contract with a Physician; 3) any portion of a covered expense to the extent paid or payable by Medicare; 4) treatment not provided in accordance with general accepted professional medical standards; 5) any benefits payable under one benefit provision of The Policy to the extent payable under another benefit of The Policy; 24 Page | 349 of  6) covered expenses Incurred after coverage terminates; 7) expenses Incurred before coverage starts; 8) any expense that exceeds the Usual and Customary Charge; 9) elective or cosmetic surgery; 10) telephone-medicine, e-mail-medicine, internet connection-medicine and telemedicine; 11) orthognathic surgery; 12) surrogate parenting; 13) health services and associated expenses for sex transformation operations; 14) services and supplies paid for through a legal action or settlement; 15) any expense in connection with an Injury or Sickness for which benefits are provided under workers’ compensation, occupational disease, employers’ liability or similar law; 16) any expense in connection with an Injury or Sickness which is due to war or act of war, whether declared or not; 17) any expense Incurred for a condition contributed to by, caused by, or resulting from, the Covered Person’s commission, or attempted commission, of a felony; or 18) unless otherwise covered in The Policy, reports, evaluations, physical examinations, or Hospital Confinement not required for health reasons including, but not limited to, employment, insurance or government licenses, and court ordered, forensic or custodial evaluations. Certain services that are excluded according to this provision may, at Our discretion, be covered under The Policy, if the services are required as a part of an authorized, monitored care plan. GENERAL PROVISIONS Statements: In the absence of fraud, all statements made by a Covered Person will be considered representations and not warranties. Time Limit on Certain Defenses: After a Covered Person has been insured under The Policy for 2 years during his or her lifetime, no statement made by him or her, except an intentionally fraudulent misstatement, will be used to reduce or deny a claim beginning after the 2 year period. To be used, the statement must: 1) be in writing; 2) be signed by the Covered Person who made it; and 3) a copy must be given to him or her. If the Covered Person is not of the age of majority, then the statement must be signed by the Primary Insured. Legal Actions: No legal action may start: 1) until 60 days after proof of loss has been given; or 2) more than 3 years after the time proof of loss is required to be given. Misstatement of Age: If the age of any Covered Person has been misstated: 1) the premium may be adjusted; and 2) the true facts will be used to determine if, and for what amount, coverage should have been in force. Policy Interpretation: We have full discretion and authority to determine eligibility for benefits and to construe and interpret all terms and provisions of The Policy. This provision applies where the interpretation of The Policy is governed by the Employee Retirement Income Security Act of 1974, as amended (ERISA). Insurance Fraud: Insurance fraud occurs when a Covered Person and/or the Policyholder provide Us with false information or file a claim for benefits that contains any false, incomplete or misleading information with the intent to injure, defraud or deceive Us. It is a crime if a Covered Person and/or the Policyholder commit insurance fraud. We will use all means available to Us to detect, investigate, deter and prosecute those who commit insurance fraud. We will pursue all available legal remedies if a Covered Person and/or the Policyholder perpetrate insurance fraud. Conformity with State Statutes: Any provision of The Policy which, on the provisions effective date, conflicts with any applicable law is amended to meet the minimum requirements of the law. Time Periods: All periods begin and end at 12:01 A.M., Standard Time at the place where The Policy is delivered. 25 Page | 350 of  CLAIM PROVISIONS Notice of Claim: Written Notice of Claim must be given to Us within 20 days after the start of any loss covered by this Certificate, or as soon as is reasonably possible. Notice given by or on behalf of a Covered Person to Us, or to Our authorized agent, with information sufficient to identify the Covered Person, shall be notice to Us. Claim Forms: When We receive written Notice of Claim, We will send claim forms. If the claimant does not receive the forms within 15 days after written Notice of Claim is sent, Proof of Loss may be sent to Us without waiting to receive the claim forms. Proof of Loss: The claimant must send written proof of loss to Us. This proof must be provided within 90 days after the date of the loss. If it is not reasonably possible to give proof in this time, proof must be provided as soon as reasonably possible. Proof of loss may not be given more than one year after the time proof is otherwise required, unless the claimant is legally incapacitated. Time of Payment of Claims: Benefits payable under this Certificate will be paid within 60 days after Our receipt of due written Proof of Loss. Payment of Claims: Unless benefit payments are assigned as stated below, all benefits are payable to You. Any payments owed at Your death may be paid to Your estate in a lump sum. Assignment of Benefit Payments: You may assign the Covered Person’s benefit payments to the institution or person rendering service by giving Us a written release. You may not assign any coverage or rights and duties under this Certificate in any other way or to any other person. Claim Denial: If a claim for benefits is wholly or partly denied, the claimant will be furnished with written notification of the decision. This written notification will: 1) give the specific reason(s) for the denial; 2) make specific reference to The Policy provisions on which the denial is based; 3) provide a description of any additional information necessary to perfect a claim and an explanation of why it is necessary; and 4) provide an explanation of the review procedure. Claim Appeal: On any claim, the claimant or his or her representative may appeal to Us for a full and fair review. To do so he or she must submit a Request within 180 days of receipt of the claim denial. The claimant may: 1) request copies of all documents, records, and other information relevant to the claim; and 2) submit written comments, documents, records and other information relating to the claim. We will respond in writing with Our final decision on the claim. Overpayment Recovery: We have the right to recover any amount that We determine to be an overpayment. In the absence of an assignment, as described in Assignment of Benefit Payments above, You have the obligation to reimburse Us any such amount within 90 days after the date of the overpayment. If You do not reimburse Us in a timely manner, We have the right to: 1) recover such overpayments from: a) You; b) any other person to, or for whom payment, was made; and c) Your estate; 2) reduce or offset against any future benefits payable to You or Your survivors until full reimbursement is made; 3) refer the unpaid balance to a collection agency; and 4) pursue and enforce all legal and equitable rights in court. 26 Page | 351 of  ANSWERS to YOUR QUESTIONS Q: Who can I call if I have questions? Q: How are my medical claims paid? A: Please contact the Amwins Group Benefits A: As long as your physician accepts Medicare you Customer Care Center toll-free at 1-888-883-3757, will not have to send in any claim forms. Present Monday through Friday, from 8 a.m. to 8 p.m. ET. your ID card along with your Medicare card to your doctor. Medicare pays the provider of the Q: How does the plan work? Medicare portion of your claim and forwards the A: Medicare has coverage gaps which are the costs balance due to the claims administration that you must pay, like coinsurance, co-payments, department. and deductibles. This plan helps fill those gaps. You may go to any doctor, specialist, or hospital that Q: Do I still need my Medicare ID Card? accepts Medicare. Medicare pays its share and A: Yes. You will continue to use your Medicare ID then your plan pays based on your plan’s benefits. card with this plan in conjunction with your Plan ID You will receive a Medicare Summary Notice in the card. mail (in most cases each month), including information on the amount paid on your behalf and Q: Do my prescription drug co-payments count any additional amount due. toward my medical plan deductible? A: No. Any co-payments you make for prescription Q: Can my age 65 spouse enroll if I am not yet age drugs do not count toward deductibles or out of 65? pocket maximum amounts for your medical plan. A: Yes. As long as your spouse is eligible to participate in the Program and is age 65 or over. As Q: How do I get my prescriptions filled? soon as you become Medicare eligible, you can A: Simply present your ID card and prescription to enroll on the first day of the month in which you a participating pharmacy in the plan network. You reach your 65th birthday. will also receive information about mail order prescriptions when you enroll. You can find more Q: My spouse is not yet 65. What will happen to information about your prescription coverage by coverage for my spouse after I enroll in this plan? visiting www.Express-Scripts.com or by calling A: Your spouse will continue coverage under the Amwins Group Benefits at 1-888-883-3757. pre-Medicare early retiree plan. Two months prior to your spouse attaining age 65, a Medicare Q: Where can I get information on using Mail enrollment packet will be mailed. At that time, Order Services? your spouse should contact Social Security to enroll A: Once you enroll in the plan, you will receive a in Medicare Parts A and B in order to be eligible to fulfillment kit in the mail which will include mail enroll in the group Medicare Plan. order through the Express Scripts Pharmacy. Please be aware that you will need to obtain new Q: Will I have to re-enroll in the Plan next year? prescriptions from your Doctor before ordering A: No, once you enroll, you remain in the plan until prescriptions from this new mail order program. you elect or terminate coverage. The necessary forms and instructions on how to order prescriptions through the mail order service Q: When will I receive my ID Cards? will be included in your fulfillment packet. Please A: ID cards will be sent once we process your expect your package and materials to arrive shortly enrollment materials. Medical and Prescription before your plan effective date. Drug ID cards will arrive in two separate packages just prior to your effective date. Page | 352 of  ANSWERS to YOUR QUESTIONS Q: How can I find out if my drugs are covered on Q: Can I enroll in a separate Medicare Part D plan the new plan? and the Amwins medical and prescription plan? A: Visit www.Express-Scripts.com. Some covered A: No. You cannot enroll in two Medicare Part D drugs may have additional requirements or limits plans. If you enroll in a separate Medicare Part D on coverage. You can find out if your drug has any plan, you are not eligible to enroll in the Amwins additional requirements or limits by reviewing the medical plan and prescription drug plan. formulary. If your drug is not included on the formulary, you should first contact us and ask if Q: How do I obtain a replacement ID card for my your drug is covered. Please contact Amwins Group plans? Benefits Customer Care toll-free at 1-888-883-3757 A: Call Amwins Group Benefits at 1-888-883-3757, or visit www.Express-Scripts.com for more Monday through Friday, from 8 a.m. to 8 p.m. EST. information about your prescriptions. Q: How can I lower my drug expenses? Q: Will I be able to transfer an existing Rx A: Generic medications often cost less than brand- prescription from my current pharmacy to a name counterparts. Talk to your doctor to participating Express Scripts retail pharmacy, or determine if a generic is available. You may also will I need to obtain a new prescription from my have the option of mail order, where you can doctor? receive up to a 90-day supply for one mail order co- A: Yes, you should be able to transfer an existing payment. prescription to a new pharmacy. To do this, you will need to go to your new participating retail Q: What services are not covered? pharmacy and ask them to transfer your A: Services not covered by Medicare are not prescription from your previous pharmacy. They covered by this plan. Please contact us for the will be able to complete the transfer once you Medicare exclusion list. You may also call 1-800- provide your name, phone number and the drug MEDICARE or visit www.medicare.gov. that you will be transferring. You can do this process at any time. Q: Do I have the option to enroll in just medical or prescription drug coverage or do I have to enroll in both plans? A: The Amwins health benefit plan combines two separate plans into one package which includes both medical and prescription drug coverage. You may not elect the prescription drug coverage without participating in the medical plan, or vice versa. The premium for medical insurance includes the prescription drug benefit. Q: How do I pay for my coverage? A: Amwins will invoice you for your portion of the cost. You may pay by automatic bank deduction or by check. Page | 353 of  City of Charleston, WV Members 2023 Program Enhancements The City of Charleston, WV is improving the way we deliver your Retiree Medicare benefits for 2023. Page | 354 of  Introducing a better way to deliver health care to our Medicare members Dear City of Charleston, WV Member: The City of Charleston, WV understands the importance of not only providing retiree medical benefits, but also ensuring that the plans are administered efficiently and are easily understood. To meet these objectives, we selected Amwins Group Benefits to administer medical benefits for all City of Charleston, WV Retiree Medical Plan participants who are age 65 or older. By partnering with Amwins, we can provide plan options and greater service through one toll-free number for answers to your questions about your medical and prescription drug coverage. Beginning July 1, 2023, your health care benefits will be administered by Amwins, a leader in innovative health care solutions with over 20 years of experience in administering retiree health plans. While Amwins will handle the day-to-day administration of your retiree health plan, the City of Charleston, WV will continue to sponsor the new supplemental Medicare plans. This change is designed to provide you with a choice of plans and an experienced team of retiree benefits experts to assist and support you. Here’s what you’ll see:  Health plan options For 2023, you’ll have new plan options for retiree medical and prescription drug.  A Dedicated Retiree Customer Care Center: If you need help or have a question, you will be able to speak to the dedicated Amwins Customer Care Center for City of Charleston, WV Medicare Members toll-free.  No need to change your doctors:  The new medical plans will provide supplemental coverage to Medicare, just as your current plan does today.  There are NO network restrictions; you can see any doctor or provider who accepts Medicare. This change will provide a better solution to our retirees’ health care needs. Rest assured that all the details you’ll need to know will follow in the coming weeks. In the meantime, please read on for an overview of what to expect. Sincerely, Page 2 Page | 355 of  Exciting 2023 Program Updates What improvements you’ll see for 2023: Your new City of Charleston, These new City of Charleston, WV group plans will be fully-insured by The WV “Group”, Medicare Hartford Life and Accident Insurance Company (medical) and Express supplemental plan options Scripts Insurance Company (prescription drugs). Amwins trained Medicare specialists will provide plan advice, information, New Retiree Customer Care and enrollment support as you need it all throughout the year. They will be Center just for you your advocates for anything related to Medicare and your health care needs. What’s Next Simply wait for the complete 2023 Enrollment Guide to be mailed to your Now home. Please hold your phone calls and inquiries until after you receive the information. You will receive the 2023 plan information and enrollment materials from Mid-April, 2023 Amwins and you will have access to our new Retiree Customer Care Center operated by Amwins. May 2023 Enrollment Forms due back to Amwins June 2023 Medical and Rx ID cards mailed to retirees July 1, 2023 Coverage under the plan becomes effective. Page | 356 of  50 Whitecap Drive North Kingstown, RI 02852 Address Block What You Need to Do Now Simply wait for your complete personalized Enrollment Kit detailing your 2023 options. Kits will arrive via U.S mail in April. This guide has been designed to help you understand the retirement changes taking effect beginning July 1, 2023 and provides a description of certain benefit programs for which you are eligible today. If there is any discrepancy between the information presented in this guide and the official plan documents, the plan documents will always govern. The City of Charleston, WV reserves the right to make future changes as it deems appropriate. Participation in these plans is not a promise or guarantee of future benefits. Page | 357 of