HomeMy WebLinkAbout12. Authorize amendments to three existing on-call agreements to support Planning and Development Division Page 1 of 3
Item 12.
CENTRAL SAN BOARD OF DIRECTORS
POSITION PAPER
MEETING DATE: JANUARY7, 2021
SUBJECT: AUTHORIZE THE GENERAL MANAGER TO EXECUTE AMENDMENTS
TO PROVIDE ON-CALL SERVICES FOR THE PLANNING AND
DEVELOPMENT SERVICES DIVISION TO INCREASE THE FOLLOWING
THREE EXISTING PROFESSIONAL ENGINEERING SERVICES
AGREEMENTS WITH:
• CAROLLO ENGINEERS, INC. FOR AN INCREASE IN THE AMOUNT
OF $350,000, FOR A TOTAL AGREEMENT AMOUNT NOT TO EXCEED
$500,000;
• HDR, INC. FOR AN INCREASE IN THE AMOUNT OF $300,000, FOR A
TOTAL AGREEMENT AMOUNT NOT TO EXCEED $750,000; AND
• WOODARD & CURRAN, INC. FOR AN INCREASE IN THE AMOUNT OF
$75,000, FOR A TOTAL AGREEMENT AMOUNT NOT TO EXCEED
$750,000
SUBMITTED BY: INITIATING DEPARTMENT:
DANEA GEMMELL, PLANNING AND ENGINEERING AND TECHNICAL SERVICES-
DEVELOPMENT SERVICES DIVISION PDS-PLANNING AND APPLIED RESEARCH
MANAGER
REVIEWED BY: JEAN-MARC PETIT, DIRECTOR OF ENGINEERING AND TECHNICAL
SERVICES
ISSUE
The Board of Directors' (Board) authorization is required to amend agreements beyond staff authority
limits.
BACKGROUND
In 2019 (September 19, 2019 and October 3, 2019), the Board authorized the General Manager to
execute on-call professional engineering services agreements with Carollo Engineers, Inc., HDR, Inc.,
and Woodard & Curran, Inc.
The on-call agreements optimize procurement and management of on-call services through a
consolidated list of pre-qualified consulting firms that can provide specialized expertise and professional
experience for a number of tasks which enables staff to address ongoing needs. These on-call
agreements are for specialized expertise and are separate from the individual consulting agreements
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typically issued by the Capital Projects Division for evaluating and designing large capital improvement
projects.As workload increases in the Capital Improvement Budget, need for specialty expertise and
support for tasks is essential to complete ongoing projects and tasks. The on-call agreements allow
Central San staff to expedite and assign work to pre-qualified firms in an efficient and responsive
manner through the issuance of a task order which defines their respective scope of work, project cost,
and delivery schedule. Task orders are negotiated, reviewed and approved by the Division Manager,
released, and tracked following a similar task order release process that has also been used
successfully for capital project on-call blanket purchase agreements.
Six on-call agreements (including the three agreements included in this position paper)were approved
and executed in 2019 to provide on-call support needs projected for a 3-year period for the Planning &
Applied Research and Special Projects &Asset Management Sections. Based on a recent review of
current and future task needs, Central San staff confirmed that the sum of the agreement limits available
through the six on-call agreements appears to be adequate for the 3-year period. However, adjustment
of individual agreement limits is required to align planned tasks with the anticipated consultants that
would perform that type of work. Staff is requesting to amend the agreement limits for three existing on-
call agreements listed below:
• Carollo Engineers, Inc. -for supporting collection system planning efforts, I nfoMaster/I nfoAsset,
and for additional support needs identified for pilot studies (including the tertiary membrane pilot
project) and evaluating resource recovery opportunities such as satellite water recycling facilities.
• HDR, I nc. -for supporting planning efforts including treatment plant evaluations, assessments of
treatment plant assets, optimizations, process modeling, support for sampling and process
characterizations, and applied research projects.
• Woodard & Curran, Inc. -for supporting planning efforts including I nfoWorks collection system
modeling, evaluating development requests, model software updates and support, and recycled
water program related needs.
There will be an equivalent reduction in expenditures associated with other on-call agreement(s)for a zero
net change in expenditures under the six on-call agreements. The on-call agreements were executed as
blanket purchase agreements with no specific task orders outlined and with the understanding that there is
no guarantee of work.
ALTERNATIVES/CONSIDERATIONS
Alternative - Do Not Amend Agreements. Staff would return to the Board for approval to amend the
agreements at a later date. This alternative is not recommended because it could result in a delay in
planned tasks.
FINANCIAL IMPACTS
Services provided under the on-call agreements are paid for and included in the Board-approved
Budgets for both Operations and Maintenance and Capital Improvements. No additional funding is
required for staff to utilize the on-call agreements.
The total requested increase for these three agreement limits is $725,000. The consultants understand
and have been informed that the on-call agreements are not a guarantee of work, and that staff will only
issue work as needed to complete projects and tasks.
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COMMITTEE RECOMMENDATION
The Real Estate, Environmental and Planning Committee reviewed this matter at the meeting on
December 14, 2020, and recommended approval.
RECOMMENDED BOARD ACTION
Authorize the General Manager to execute amendments to provide on-call services for the Planning and
Development Services Division to increase the following three existing professional engineering services
agreements with:
1) Carollo Engineers, Inc. in the amount of $350,000, for a total agreement amount not to exceed
$500,000.
2) HDR, Inc. in the amount of$300,000, for a total agreement amount not to exceed $750,000.
3) Woodard & Curran, I nc. in the amount of $75,000, for a total agreement amount not to exceed
$750,000.
Strategic Plan re-In
GOAL TWO: Environmental Stewardship
Strategy 1—Achieve 100% compliance in all regulations, Strategy 2—Anticipate and prepare for potential regulatory
changes, Strategy 3— Support regional development of local water supply
GOAL THREE: Fiscal Responsibility
Strategy 1—Maintain financial stability and sustainability
GOAL FIVE: Infrastructure Reliability
Strategy 1—Manage assets optimally to prolong their useful life, Strategy 2—Execute long-term capital renewal and
replacement program
GOAL SIX: Innovation and Optimization
Strategy 1—Implement the Central San Smart Initiative, Strategy 2—Improve and modernize operations through
technology and efficiency measures
GOAL SEVEN:Agility andAdaptability
Strategy 1—Maintain a safe working environment for employees and the public during the COVID-19 pandemic
Strategy 2—Plan ahead for scenarios of direct adverse impacts
January 7, 2021 Regular Board Meeting Agenda Packet- Page 53 of 74