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Home My WebLink AboutAGENDA BACKUP 08-03-95 Central Contra Costa Sanitary District BOARD OF DIRECTORS PAGE 1 OF 2 BOARD MEETING OF August 3, 1995 NO. 4. CONSENT CALENDAR a. SUBJECT DATE July 25, 1995 QUITCLAIM SEWER EASEMENT TO HAROLD R. CADDEL AND MARGARET A. CADDEL IN THE DANVILLE AREA, JOB 4002, PARCEL 1 TYPE OF ACTION APPROVE QUITCLAIM OF SEWER EASEMENT SUBMITTED BY Dennis Hall Associate Engineer INITIATING DEPT./DIV. Engineering Departmentl Infrastructure Division ISSUE: Harold R. Caddel and Margaret A. Caddel, owners of property at 747 EI Pintado, Danville, California, have requested that the District quitclaim the subject easement. BACKGROUND: The subject easement was granted at no cost to the District in January 1985. In February 1985 it was determined that the easement had to be realigned to miss some large trees that could not be removed. A new easement was granted to replace the original easement; however, the original easement was not quitclaimed. The present property owners would like to eliminate this encumbrance from their title. The District's quitclaim processing fee has been paid. Those portions of the original easement lying outside of the replacement easement may now be quitclaimed. Staff has determined that this project is exempt from the California Environmental Quality Act (CEQA) under District CECA Guidelines Section 18.6 since it involves a minor alteration in land use limitations. Board of Directors' approval of this project will constitute a finding of agreement with this determination unless otherwise indicated. RECOMMENDATION: Approve Quitclaim Deed to Harold R. Caddel, et ux, Job No. 4002; authorize the President of the Board of Directors and the Secretary of the District to execute said Quitclaim Deed; and authorize the Quitclaim Deed to be recorded. REVIEWED AND RECOMMENDED FOR BOARD ACTION DH JSM RAB INITIATING DEPT./DIV. w,%}~p~ j'/# Jfffi 1302A-7/91 s QUITCL M PORTION EASEMENT (12130 O.R. 951) 7 QUITCLAIM PORTION EASEMENT ~(12130 O.R. 951) ;:::::};:;:::;:;:;:.::;:::::::;:;;:::::;:;:;:;.;.:.;.;.;.:.,. ....=,.,.,.,.,.,',',', " """"""":;:;:{j1: .;.;.:.:.:......~;:;::.:.::.::.:::;::::::;~ EASEMENT TO REMAIN (12202 O.R. 67) ~ CADDEL #747 EL PINTADO /0' ,~~ FS ~\q.~~ > -.>-- -.q '0- 32-$:.q~~ '- 0, ,~ '~(Q ) ( ) I I \ \ I I __""7.L QUITCLAIM SEWER EASEMENT JOB 4002 PARCEL 1 DANVILLE AREA ~ Central Contra Costa Sanitary District BOARD OF DIRECTORS PAGE 1 OF 2 BOARD MEETING OF August 3, 1 995 NO. 4. CONSENT CALENDAR b. SUBJECT DATE July 28, 1 995 APPROVE AGREEMENT RELATING TO REAL PROPERTY WITH ALLEN BARON AND ANNA C. BARON, JOB 2175, PARCEL 6, ALAMO AREA TYPE OF ACTION APPROVE REAL PROPERTY AGREEMENT SUBMITTED BY Dennis Hall Associate Engineer INITIATING DEPT./DIV. Engineering Department/ Infrastructure Division ISSUE: The property owners have requested the District's approval to allow the encroachment of two concrete retaining walls over a District easement. BACKGROUND: The work in the easement area is part of a comprehensive relandscaping project of the owners' property. The retaining walls are made of reinforced concrete resting on piers 8 to 10 feet deep. The District's sewer is an 8-inch A.C. pipe about 14 feet deep in this area. The Collection System Operations Department recently televised the sewer main anql determined that it is in good condition. Staff has determined that the improvements do not interfere with the present use of our sewer.. If a need arises to excavate and repair this sewer, the agreement requires the property owners to remove the subject improvements. The agreement limits what may be installed by the owners in the easement in the future. The property owners accept the liability for damages to District facilities caused by their improvements and for additional costs to the District for maintenance and replacement of the sewer in the area of the encroachment. The property owners hold the District free from all claims and liability for injury to persons or to their property caused by District operations within the easement area. The property owners agree not to impede the District's access to the property. The agreement provides for the District's emergency access. The Barons have paid our fee for processing the subject agreement. This project (the proposed agreement) has been evaluated by staff and determined to be exempt from the California Environmental Quality Act (CEOA) under District CEOA Guidelines Section 18.6 since it involves a minor alteration in land use limitations. Board of Directors' approval of this project will constitute a finding of agreement with this determination unless otherwise indicated. RECOMMENDATION: Approve the Agreement Relating to Real Property with Allen Baron, et ux, Job 2175; authorize the President of the Board of Directors and the Secretary of the District to execute said agreement; and authorize the agreement to be recorded. REVIEWED AND RECOMMENDED FOR BOARD ACTION DH JSM RAB INITIATING DEPT./DIV. pH ,0/ ~ %0'" Iz "/~ ~ 5/8 ,,'< I~ '~I \ \ I / ;-.()(;( 0\ /~., :~I:I~: '~ItI' . A '~''':'-:.~~'' 8. c;.n:I~:-~ t~ll.T~' " tt'."i-,< ~:) \1("'" 3/4. Roek ::- i :' GO~ \ : ". . - ... t.. \ .~. : . 0 DD \ .,.- ~.) 4. Pre!. Drain Pipe ~ SECTION AA - RETAINING WALL (TYPICAL) 12. Cone.Pler 10' deep X 6' O.C. l\.) ~ 'J l\) 12.Cone.Pler 8'deep X 6'O.C. .nn~' !rltl~t. :nM' .- ~.HIT~{. 'D'lp: .P~ j 4 S <f. 8. Cone. Wan 2' High I 8' A.C. Sewer Pipe o_~ 14' Deep REAL PROPERTY AGREEMENT JOB 2175 PARCEL 6 ALAMO AREA Central Contra Costa Sanitary District BOARD OF DIRECTORS PAGE 1 OF 2 BOARD MEETING OF August 3, 1995 NO. 4. CONSENT CALENDAR c. SUBJECT DATE July 25, 1995 APPROVE AGREEMENT RELATING TO REAL PROPERTY WITH JAMES D. WILSON AND MAXINE E. WILSON, JOB 2795, PLEASANT HILL TYPE OF ACTION APPROVE REAL PROPERTY AGREEMENT SUBMITTED BY Dennis Hall Associate Engineer INITIATING DEPT.IDIV. Engineering Departmentl Infrastructure Division ISSUE: The property owners have requested the District's approval to allow the encroachment of a redwood deck over a District easement. BACKGROUND: The original house and deck were constructed in 1978. It appears that the house was sited further back on the lot than the location indicated on the original plot plan. This resulted in having the subject deck constructed within the District's sewer easement. The Wilson's purchased the house in 1990, and shortly thereafter, the flow in the sewer main was interrupted, apparently caused by a stoppage. The Collection System Operations Department attempted to clear the stoppage, but the progress of the cleaning rod was impeded in the vicinity of one of the supports for the Wilson's deck. After negotiations with the Wilsons, it was agreed that the Wilsons would have their deck supports redesigned and moved to be clear of the sewer pipeline, and the District would then replace the damaged pipe and allow the deck to remain within the sewer easement subject to the requirements contained in an agreement related to real property. The Wilsons have moved the deck supports, and the District has replaced a portion of the existing sewer main. Staff has determined that the improvements will not interfere with the present use of our sewer. However, if the need should arise, the agreement requires the property owner to move the deck at their expense within 30 days of notice to do so. This project (the proposed agreement) has been evaluated by staff and determined to be exempt from the California Environmental Quality Act (CEQA) under District CEQA Guidelines Section 18.6 since it involves a minor alteration in land use limitations. RECOMMENDATION: Approve the Agreement relating to real property with James D. Wilson, et ux, Job 2795; authorize the President of the Board of Directors and the Secretary of the District to execute said agreement; and authorize the agreement to be recorded. RE~EWEOANORECOMMENDEDFORBOAROAcnON INITIATING DEPT./DIV. c.o95r .D~' loW DH JSM RAB 1302A-7/91 VICINITY MAP REAL PROPERTY AGREEMENT JOB 2795 PLEASANT HILL AREA \ \ \\ \ ~ (S) ;.\ \\ NEW 6 X 6 DECK SUPPORTS # 1 0 SWANSEA l.ANE 0= REPLACEMENT PIERS o = ORIGINAL PIERS (ReMOVED) \ \ \ , \ DECK -., I ,'k u I~ I ~..J-i-- S" A.C. PIPE VI I I I L.J PIERS ./ SIDE ELEVATION 12" Central Contra Costa Sanitary District BOARD OF DIRECTORS PAGE 1 OF 2 BOARD MEETIN<A,<tlgust 3, 1995 NO. 7. SOLID WASTE a. DATEJuly 25, 1995 UTHORIZE GENERAL MANAGER-CHIEF ENGINEER TO XECUTE AN AGREEMENT WITH GREENFIELD SERVICES ORPORA TION FOR MOBILE HHW COLLECTION SERVICES TYPE OF ACTION AUTHORIZE AGREEMENT UBMITTEQ BY laine Jacobs, Assistant Engineer INITIAJlf'.IG D,EF:T.lDIV., /S I'd W Aommlstratlve 0 I aste E: Authorization by the Board of Directors is required for the General Manager-Chief Engineer to execute professional service agreements for amounts greater than $50,000. BA K ROUND: For the past two fiscal years, Contra Costa County has sponsored countywide mobile household hazardous waste (HHW) collection services to satisfy the AB 939 requirement or a HHW program. The District, in cooperation with the Central Contra Costa Solid Waste uthority (Authority) intends to satisfy this AB 939 requirement in the long term through the establishment of a permanent HHW collection facility which is more cost effective. Staff's plan was to continue participating in the County's mobile HHW program in the interim, until the permanent facility becomes operational, approximately in November 1997. Recently, a less expensive mobile collection program became available to the District as a result of an RFP process conducted by the cities of Concord and Pittsburg. Greenfield Services Corporation will provide mobile HHW collection services comparable to the County's program services at $65 per car, $13 less per car than the most recent proposed cost of the County's program. During its June 15 meeting, the Board endorsed staff's recommendation to continue including Orinda and Moraga with the County's program and to include the District's remaining solid waste franchise area with the Greenfield Services Corporation program beginning in July 1995. This compromise recommendation would accomplish the following objectives: . Utilize the surplus HHW fees collected by the County through June 30, 1995 for the County's 1995/96 HHW program. . Reduce the District's overall cost of mobile HHW collection service. . Provide a uniform level of HHW collection service to all rate payers in Valley Waste Management's (VWM) service area. (The City of Walnut Creek which franchises with VWM has already decided to contract with Greenfield Services Corporation.) . Avoid jeopardizing the viability of the County's HHW program in consideration of concern expressed by County staff. County staff which was present at the June 15 Board meeting did not comment on the Board's decision but, as of July 1, discontinued providing HHW collection service to Orinda and Moraga INITIATING DEPT.lDIV. REVIEWED AND RECOMMENDED FOR BOARD ACTION SUBJECT AUTHORIZE GENERAL MANAGER-CHIEF ENGINEER TO EXECUTE AN AGREEMENT WITH GREENFIELD SERVICES CORPORATION FOR MOBILE HHW COLLECTION SERVICES 1:11111111111:1::::11111&11 PAGE 2 DATE OF 2 July 25, 1995 residents, citing an insufficient generation of HHW fees in this area as the reason. Staff was subsequently able to include Orinda and Moraga along with the District's remaining franchise areas in the Greenfield Services Corporation contract prior to its final draft. No Board authorization of funds is required for the Greenfield Services Corporation contract which will be effective August 1995 through August 1996. Sufficient funding from the $2.12 per ton HHW fee, approximately $217;600, will be generated through February 1996 for the 1995-96 HHW program. The breakdown in revenue sources is as follows: . Surplus Countywide Mobile Collection Program revenue collected through June 30, 1995 $109,478 Direct HHW fee reimbursement from VWM (garbage export began 10/94; no HHW fee is charged at Altamont) ($58,162) - Surplus HHW Fee due from the County ($51,316) . Projected HHW fee ($2.12/ton) collected by VWM and OMD effective July 1, 1995 through February 28, 1996, to be reimbursed directly to the District (effective July 1, 1995, the Board of Supervisors eliminated the HHW fee at the STAR Transfer Station and the WCCSLl $108,120 - VWM ($76,956) - OMD($31,164) Total projected HHW fee revenue available for the 1995/96 HHW Program $217,600 Based on $65 per car and four percent participation, the District's share of the Greenfield Services Corporation contract is approximately $110,000. HHW collection services include two collection events within the District's service area, access to collection events in the other participants' service areas (all central county cities except San Ramon), small business hazardous waste collection, source reduction education, advertising, and an optional paint recycling collection program. The Central Contra Costa Solid Waste Authority will fund the mobile HHW collection program beginning in July 1996 until the permanent HHW facility is operational. RECOMMENDATION: Authorize the General Manager-Chief Engineer to execute the Agreement with Greenfield Services Corporation for mobile HHW collection services in the District's solid waste franchise communities. 13028-7/91 ADS/PosPaper2A/Greenfield.pp ",---,... --.,.---.,'-,..-,--. .-----.....-.....-. . ."......,. ..."._~.,....-,~_. . ._.,-,..........__._------'-----_.__._-~-~-_._-~~...._-.-,"'...._,...""-,-~._-,,-,.....__.-.. ---_._--_.~----~-_._----_._..._._.,._-------- Central Contra Costa Sanitary District BOARD OF DIRECTORS PAGE 1 OF 5 BOARD MEETING OF NO. 8. a. SUBJECT DATE APPROVE A $257,379 CONSTRUCTION CONTRACT CHANGE ORDER ON THE HEADWORKS FACILITIES IMPROVEMENT PROJECT (DP 7069) FOR EXTRA COSTS RELATED TO THE NEW SCRUBBER WATER AND DRAIN LINE SYSTEMS Jul 25 1995 TYPE OF ACTION APPROVE CHANGE ORDER SUBMITTED BY Ronald S. Klimczak, Senior Engineer INITIATING DEPT.lDIV. Engineering Department! Plant En ineerin Division ISSUE: Authorization by the Board of Directors is required for the General Manager-Chief Engineer to execute a construction contract change order in an amount greater than $50,000. BACKGROUND: After 2% years of work, construction of the Headworks Facilities Improvements (Headworks) Project was completed in late January, 1995. During the course of construction, various extra work issues were identified that necessitated processing change orders to the contract involving additional cost and/or additional contract time. On occasion, a significant problem can occur during construction that has a major impact on the project. The problems that were encountered on this project related to the installation of the new 24-inch scrubber water system and the adjacent new 18- inch sanitary drainage system had this type of impact on the project. These two piping systems increased direct costs and delayed contract completion. The contract documents required the contractor to install approximately 170 feet of new 24-inch scrubber water line to redirect the flow from the old Headworks facility to the new Influent Structure portion of the new Headworks. In addition, the contractor's scope of work included redirecting two 10- inch diameter sanitary drain lines from the old Headworks to the new Influent Structure by means of a new 290 foot long 15-inch to 18-inch sanitary system. Attachment A outlines the problems that were encountered in constructing these critical systems and the additional contract work that was required to resolve the field problems so that the new systems could ultimately become operational. The basic cause of the problems was unknown underground utility conflicts from old plant facilities. As outlined in the Attachment, the problems surfaced in an intermittent manner. These work interruptions further increased the contractor's expenses by interfering with efficient use of resources and daily productivity. The contractor's February, 1995, Request for Compensation for the scrubber water and drain line extra work totalled $358,361 and consisted of two elements; direct costs in the amount of $226,487 and extended overhead (delay) costs in the amount of $131,874. The direct costs reflect the price of additional labor, material, and equipment required to perform the unforeseen extra work items. These costs include items such as additional trench shoring rental fees; trucking costs for additional excavation/backfill; subcontractor costs to design, procure, build, and remove a pipe jacking faciility; REVIEWED AND RECOMMENDED FOR BOARD ACTION INITIATI,NG DEPT.lDIV. . ~ 1302A-7/91 RSK PfJ RAB APPROVE A $257,379 CONSTRUCTION CONTRACT CHANGE ORDER ON THE HEADWORKS FACILITIES IMPROVEMENT PROJECT (DP 7069) FOR EXTRA COSTS RELATED TO THE NEW SCRUBBER WATER AND DRAIN LINE SYSTEMS SUBJECT PAGE DATE July 25, 1995 costs to construct a new pumping station; etc., offset as appropriate with credits for contract work that could not be performed as originally designed and bid and was therefore deleted. Daily extra work reports were completed and signed by the project inspector thereby verifying the majority of the extra direct costs being accrued by the contractor. Extended overhead costs claimed by the contractor reflect his costs associated with delaying! the progress of "critical path" work activities. "Critical path" activities are items of work that, taken together, dictate the planned time a contractor will require to complete a project. They are sequential contract work items which usually cannot be accelerated without considerable extra expense or duplication of resources. The contractor maintained that the multiplicity of problems and their attendant delay impact on the project work remaining caused him to complete the project 24 days later than he planned and to incur expenses he did not expect. Costs associated with keeping large equipment on standby unable to work; keeping a staffed field office on-site longer than the contractor planned in his bid; etc., all contribute to the daily extended overhead rate being assessed. District specifications provide for compensating the contractor in the event changed conditions impact the contractor in terms of extra project costs and/or delay to project completion. Negotiations between the contractor and the District (using the services of CH2M Hill as Construction Manager) have taken place over the last few months culminating with a final price of $257,379 for the required contract change order, subject to Board approval. Attachment B presents a breakdown of the contractor's Request for Compensation together with the negotiated costs. Although the ch~nge order value is large, it is not unreasonable due to the number of issues and the overall magnitude of the project involved. District staff considers the negotiated amount to be fair and equitable and in the District's best interest to accept. Sufficient funds are available in the project contingency budget at this time to cover the contract change order. No additional Board funding authorization is requilred. Another position paper on this Board agenda will cover the changes in the Engineering contrflcts needed to finalize the project. (A status report will also be presented at the Board meeting on the prevailing wage issue raised by the Carpenters' Union). The fiscal implications of these issues have been reviewed by the Board Finance Committee, which supports the recommended action. RECOMMENDATION: Authorize the General Manager-Chief Engineer to execute a contract change order with Humphrey Construction, Inc. in the amount of $257,379 for extra costs related to the scrubber water and drain line system work. 13028-7/91 ATTACHMENT A PAGE 3 of 5 NEW HEADWORKS SCRUBBER WATER LINE AND SANITARY DRAIN LINE PROBLEMS ENCOUNTERED AND RESOLUTION A. SCRUBBER WATER LINE: The 24-inch scrubber water system conveys centrate from the centrifuges and flow from the air scrubbers on the furnaces in the Solids Conditioning Building to the Headworks for treatment and disposal. Problems When the contractor made his exploratory excavation to locate the point of connection for the new section of scrubber line, he found that the existing line was approximately 15 feet east of the location shown on the contract plans. In addition, a previously unknown concrete encased electrical ductbank approximately 10 feet in width was encountered that was directly in conflict with the location of a new structure (manhole) that was needed to change the direction of the existing scrubber system to the new Headworks. Further compounding the new scrubber line alignment was the unexpected encountering of a 6-inch natural gas pipeline, the location of which was in conflict with the required slope of the new 24-inch scrubber line. Resolution The solution developed to overcome the construction obstacles encountered involved salvaging and reusing the existing concrete encased 24-inch elbow on the scrubber line as a substitute for the specified manhole that could not be built due to the electrical ductbanks. Also, a new drop manhole was constructed in very congested conditions to take the new scrubber line under the 6-inch gas line. As pointed out below, the new scrubber line was then connected into the section of the 18-inch sanitary drain line already constructed since the balance of that system could not be constructed due to the problems also enumerated below. B. SANITARY DRAIN LINE: The new 1 5-inch to 18-inch diameter sewer drainline system was being constructed to redirect two separate existing 10-inch drainlines from the old Headworks into the new Headworks influent structure. This new system needed to be very deep (approximately 20 feet), and its alignment would be parallel with and ultimately continue past the new scrubber line system. A major portion of the construction problems and costs associated with the change order involved work on this system. Problems . In constructing the north-south portion of the 18-inch sewer drainline, the contractor encountered unexpectedly unstable soil problems. Vertical trench walls could not be maintained safely. (Approximately 100 feet of new drainline was installed before work was stopped due to a variety of problems that were encountered.) PAGE 4 OF 5 . The concrete encased electrical ductbank hampering the scrubber line work also affected the sanitary drain line work. The drainline would now need to be constructed under the ductbanks, which created worker safety issues and concerns about potential damage to the live ductbanks. . The number of unexpected utility conflicts encountered over approximately one-half of the drainline system alignment raised a concern that more conflicts were likely along the remaining alignment north of the old Headworks. (One example of a utility conflict encountered was the gas service feeder line serving the Warehouse facility that was severed and subsequently repaired.) . A major problem was identified with one of the existing 10-inch drainlines entering the old Headworks. The system entering from the south was found to be 2 % feet lower than expected. This meant that the proposed gravity flow drainline system would have a negligible slope to the new Headworks Influent Structure and would most likely be a source of significant recurring maintenance problems in the future, if constructed. Resolution . The unstable soil conditions for the north to south portion of the 18-inch drainline was mitigated by sloping the sides of the trench excavation, thereby requiring substantially more excavation, backfilling, and final paving work. . The need to now install the drainline under an approximately 10 foot wide concrete encased ductbank forced the District to direct the contractor to utilize a pipe jacking operation. The contractor hired a specialty subcontractor who designed and installed the required jacking pit and receiving pit configuration. To expedite and help minimize the cost of the pipe jacking work, piping salvaged from other utility work was being welded together on-site by the contractor to serve as the jacking pipe once the operation was ready to commence. Also, a decision was made to jack pipe over the entire east-west alignment, thereby hoping to minimize potential utility conflict problems westerly of the known electrical ductbank problem. (As outlined below, the actual pipe jacking operation was aborted when the "low" existing drainline problem was identified.) . The existing drainline found later to be 2 % feet lower than expected in the design caused the District to abort the pipe jacking operation and consider other alternatives. After a check for options, the decision was made to construct a duplex sewage pumping station inside the old Headworks with the pump discharge line subsequently installed inside one of the abandoned 72-inch influent sewer lines. Additional electrical, structural, mechanical, and instrumentation work was added to the contractor's scope of work to provide the required pumping station. . The approximately 100 feet of 18-inch drainline that was installed was ultimately used to convey the scrubber water flows. Consequently, the balance of the scrubber water system shown to be constructed to the new Influent Structure was deleted from the contractor's scope of work as a cost savings measure. Direct Costs Extended Overhead (Delay Costs) TOTAL: ATTACHMENT B New Headworks Scrubber Water Line and Sanitary Drain Contractor Request for Compensation Negotiation Summary CONTRACTOR REQUEST $226,487 NEGOTIATED AMOUNT $196,804 131,874 60,575 (24 days at $5,495/day) (13% days at $4,487/day) $358.361 $257.379 (Approximately $101,000 negotiated reduction) PAGE 5 OF 5 Central Contra Costa Sanitary District BOARD OF DIRECTORS PAGE 1 OF 3 NO. 8. ENGINEERING b. SUBJECT DATE AUTHORIZE THE GENERAL MANAGER-CHIEF ENGINEER TO EXECUTE AN AMENDMENT FOR $78,000 TO THE CH2M Hill AGREEMENT AND AN AMENDMENT FOR $23,387 TO THE MONTGOMERY WATSON AGREEMENT FOR WORK ON THE HEADWORKS FACILITIES IMPROVEMENTS PROJECT DP 7069 SUBMITTED BY Ronald Klimczak, Senior Engineer TYPE OF ACTION AUTHORIZE AGREEMENT AMENDMENTS ISSUE: Authorization by the Board of Directors is required for the General Manager-Chief EngirJeer to execute an amendment to an existing professional services agreement in an amount greater than $50,000. Also, in the event a series of small value amendments to consultant agreements are issued over a period of time, Board of Directors' approval is required on subsequent amendments once the cumulative total exceeds $50,000. BACKGROUND: As outlined below, two final Consultant Agreement Amendments are necessary to cover additional consultant support services required to complete construction work on the Headworks Facilities Improvements (Headworks) Project. CH2M Hill Contract Amendment On June 4, 1992, the Board of Directors authorized a professional services agreement to be executed with CH2M Hill for construction management services on the Headworks Project with a cost ceiling of $1,175,000. These services included the daily administration of the construction contract, coordination with the contractor and plant personnel, and general construction management and administration duties (including full-time inspection of the contractor's work). The Board of Directors subsequeintly authorized a $130,000 Contract Amendment on January 17, 1995, to account for the additional CH2M Hill staff services required due to the late (3 % months) completion of the contract work by the contractor. As outlined at the January Board meeting, the contractor's work was delayed due to adverse weather; a Teamsters Union strike; and construction problems associated with a project ofthis duration, complexity, and size. Although the Contract Amendment provided for an additional four (4) months of consultant staff effort to monitor completion of the contractor's work on-site (through mid- March, 1995), it did not address the additional consultant effort that is necessary to fully resolve all outstanding extra work change order negotiations as well as the unanticipated effort necessary (beginning in February, 1995) to respond to allegations by representatives of two Carpenters Unions of prevailing wage violations. Numerous Carpenters Union and State labor Commissioner document requests as well as various meetings (one involving both District Counsel and legal counsel for the Carpenters Union) have required significant unbudgeted expenditure of both Consultant and staff time. REVIEWED AND RECOMMENDED FOR BOARD ACTION 1302A-7/91 RSK WEB RAB 1tk- ~ ~ INITIATI,NG DEPT.lDIV. '_~_'_'.~_~____'m_'""_"""_,~_ _ __.,~...,_,~.,.._~,_.._"_~.._.,.,..____,.______,__",__"_____...____.____.___-____._. AUTHORIZE THE GENERAL MANAGER-CHIEF ENGINEER TO EXECUTE AN AMENDMENT FOR $78,000 TO THE CH2M HILL AGREEMENT AND AN AMENDMENT FOR $23,387 TO THE MONTGOMERY WATSON AGREEMENT FOR WORK ON THE HEADWORKS FACILITIES IMPROVEMENTS PROJECT DP 7069 SUBJECT PAGE 2 OF 3 DATE July 28, 1995 The Board was briefed on the scope and status of the Carpenters Union's allegations on May 4, 1995. (The State has subsequently directed the District to withhold $162,456 from monies due Humphrey Construction, Inc. pending completion of the State's review of all certified payrolls for the 2% year construction period.) Change order negotiations on all outstanding extra work issues are continuing. In addition to a list of pending change order issues, the contractor also submitted, in mid-February, final cost documentation in the total amount of approximately $359,000 for extra work and delay costs associated with problems encountered in constructing a new, buried 24-inch scrubber line and various drain lines. A final price of$257,379 has been negotiated with the contractor for this extra work issue. Board approval of.this change order is the subject of a separate position paper also for consideration at this Board meeting. Consultant work to complete all change order negotiations and documentation, as well as respond to final State Labor Commission action on the Carpenters Union allegations, is projected to be complete by mid-September, 1995. A cost-reimbursement amendment with a cost ceiling of $78,000 has been negotiated with CH2M Hill to provide the necessary construction management services for the additional six-month period. Continued use of the current consultant staff is necessary to complete the construction contract due to CH2M Hill's detailed job knowledge of the history of the unresolved issues and staff commitment to other on-going construction work. MontQomerv Watson Contract Amendment On June 4, 1992, the Board of Directors authorized a professional services agreement to be executed with James M. Montgomery Consulting Engineers (now Montgomery Watson) for engineering services during construction of the Headworks Project with a cost ceiling of $844,000. These services included evaluation of contractor submittals and preparation of design clarifications; electrical/instrumentation inspection; preparation of record drawings; and testing and training for the electrical/instrumentation portion of the work. Montgomery Watson was also tasked with producing all of the software for the Headworks computer control system. In July, 1993, an $8,600 amendment was executed to the Montgomery Watson construction services contract so that Eaton lOT could be retained as a subconsultant to Montgomery Watson to perform certain portions of the programming work. The District wanted tQ take advantage of the experience Eaton lOT recently acquired in successfully completing a separate software programming project for the District. A second amendment in the amount of $26,054 was executed with Montgomery Watson 1302B-7/91 AUTHORIZE THE GENERAL MANAGER-CHIEF ENGINEER TO EXECUTE AN AMENDMENT FOR $78,000 TO THE CH2M HILL AGREEMENT AND AN AMENDMENT FOR $23,387 TO THE MONTGOMERY WATSON AGREEMENT FOR WORK ON THE HEADWORKS FACILITIES IMPROVEMENTS PROJECT DP 7069 SUBJECT PAGE DATE 3 OF 3 July 28, 1995 in December, 1994, to reflect additional programming work that was required to provide essehtial control features and improved system reliability. A final Amendment, in the amount of $23,387, is now required to compensate Montgomery Watson for various additional services performed during tha 2% year construction period. The principal areas requiring the majority of extra work by the Consultant included additional shop drawing submittal reviews, attendance at more than the budgeted number of job site meetings, and the need to respond to a greater number of design clarifications ~han anticipated. Also included is the unexpected effort required to evaluate the contractor's propos$1 to use an alternate supplier for the major electrical equipment. Since the amount of the last required contract amendment would result in a cumulative amendment total of $58,041, which is greater than $50,000, Board approval of the final $23,387 Montgomery Watson Contract Amendment is requested. Sufficient funds are projected to be available in the project contingency budget to cover the above additional Consultant Amendments. No additional Board funding authorization is required. The fi~cal implications of these issues have been reviewed by the Board Finance Committee, which supports the recommended action. RECOMMENDATION: Authorize the General Manger-Chief Engineer to execute two (2) Consultant Contract Amendm,nts for work on the Headworks Facilities Improvement Project; one in the amount of $78,000 to the exis~ing CH2M Hill agreement for additional construction management services and a second in the amount of $23,387 to the existing Montgomery Watson agreement for additional engineering services during construction. 1302B-7/91 --..---.--.--.-.-----------'..........-- - .,,-_. --~_____.____..__..._. ._.___._.___..d_...__._._~.._._..___~_______.___.____._....___.~,,_~.______._.._. ._..___..".+"__>_.__,_.__~ PAGE 1 OF 1 NO. 9. LEGAL/LITIGATION a. SUBJECT DENY CLAIM FOR PERSONAL INJURIES BY AMY FAL TZ DATE TYPE OF ACTION DENY CLAIM SUBMITTED BY INITIATING DEPT.IDIV. Bonnie Allen, Risk Manager Administrative/Risk Management & Safety ISSUE: Amy Faltz, through her attorney William J. Dullea, has filed a claim against the District for personal injuries. The claim arises out of a traffic accident involving a District vehicle. Claim denials require action by the Board of Directors. BACKGROUND: The claim alleges that a District vehicle driven by a District employee, on January 20, 1995, rear ended Ms. Faltz's vehicle. The claim is for injuries to Ms. Faltz's neck, shoulders and back. The amount of any medical expenses and damages sought are unspecified. RECOMMENDATION: Deny the claim by Amy Faltz for personal injuries. Refer to staff for further action as required. INITIATING DEPT./DIV. REVIEWED AND RECOMMENDED FOR BOARD ACTION BA PM "_u_..._,._.___________._.~_._~_"'.,~u__._,_...___~__.___.,_.~~..".._._.~..._"~ "._.__u..__.~_.u_"._.'u,. _"ON u.__..,_....,_,"'__-_.._..._._......_._._._~m__ Central Contra Costa Sanitary District BOARD OF DIRECTORS PAGE OF 1 POSITION PAPER BOARD MEETING OF August 1, 1 995 NO. 13. BUDGET AND FINANCE a. July 31, 1995 SUBJECT DATE CONSIDER APPOINTMENT OF A NEW INTERNAL AUDITOR BEGINNING IN FISCAL YEAR 1995-1996 TYPE OF ACTION APPOINT DISTRICT INTERNAL AUDITOR SUBMITTED BY Debbie Ratcliff, Controller INITIATING DEPT./DIV. Administrative/Finance & Accounting ISSUE: The Board Budget and Finance Committee recommends the appointment of a new Internal Auditor beginning in Fiscal Year 1995-1996. BACKGROUND: The District's Internal Audit Program was implemented in Fiscal Year 1993-94- and has been in place for two years. Johnston, Gremaux & Rossi (JGR) has served as the District's internal auditor for both of those years. JGR has done a good job of examining District procedures and adherence to those procedures by District personnel. However, JGR has experienced a reduction in staffing'which has significantly impacted their ability to meet our mutually agreed upon schedule of performing the audits prior to January 1 of each year with a follow-up review of any implemented recommendations in May. Staff does not recommend using a formal Request for Proposal process in the hiring of the new auditor as this would take several months to complete and would reduce the number of remaining months available to meet our January 1 deadline. The Board Budget and Finance Committee has interviewed Rosemary C. Belland, C.P.A., to provide internal audit services for Fiscal Year 1995-96. Ms. Belland was also interviewed, along with other firms, two years ago when the internal audit program was established and was rated as one of the top candidates. She has an excellent background in internal audit, writing policy and procedures, and evaluating internal controls. RECOMMENDATION: Appoint Rosemary C. Belland, C.P.A., as the District's internal auditor beginning in Fiscal Year 1995-96 as recommended by the Board Budget and Finance Committee. INITIATING DEPT./DIV. REVIEWED AND RECOMMENDED FOR BOARD ACTION 1302A-7/91 DR ADS/PositionPaper# 1 /INTEAUDI.pp ./'~u