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HomeMy WebLinkAbout11. Authorize an increase to two professional engineering services agreements to provide as-needed construction management services for District Projects Page 1 of 3 Item 11. CENTRAL SAN BOARD OF DIRECTORS POSITION PAPER MEETING DATE: SEPTEMBER 2, 2021 SUBJECT: AUTHORIZE THE GENERAL MANAGER TO AMEND TWO PROFESSIONAL ENGINEERING SERVICES AGREEMENTS TO INCREASE EACH IN THE AMOUNT OF $500,000 WITH: 1) MWH CONSTRUCTORS, INC., INCREASING THE COST CEILING TO $2.6 MILLION, AND 2) CAROLLO ENGINEERS, INC., INCREASING THE COST CEILING TO $1.3 MILLION, TO CONTINUE AS-NEEDED CONSTRUCTION MANAGEMENT SERVICES FOR DISTRICT PROJECTS SUBMITTED BY: INITIATING DEPARTMENT: EDGAR J. LOPEZ, CAPITAL PROJECTS ENGINEERING AND TECHNICAL SERVICES- DIVISION MANAGER CAPITAL PROJECTS REVIEWED BY: JEAN-MARC PETIT, DIRECTOR OF ENGINEERING AND TECHNICAL SERVICES \y Roger S. Bailey General Manager ISSUE Board of Directors' (Board) authorization is required for the General Manager to increase a professional engineering services agreement in an amount greater than $200,000. BACKGROUND The Capital Projects Division oversees the design and construction of projects to rehabilitate and or improve the treatment plant (plant), collection system, general facilities, and recycled water infrastructure at Central San. An evaluation of the construction work projected in the next few years indicates that there is a need to hire support in the field of construction management, which includes resident engineering, general inspection, electrical inspection, and other similar duties. The support services will be used for projects within the plant or pumping stations and include the Lab Roof and Seismic Upgrades, MRC Building and Maintenance Shop Improvements, Annual Infrastructure Replacement, and the San Ramon Electrical Improvements in the Fiscal Year(FY) 2021-22 Capital Improvement Plan and others in the next two years. September 2, 2021 Regular Board Meeting Agenda Packet- Page 58 of 199 Page 2 of 3 In addition, staff plans to use these services to assist with several informal projects under the Uniform Public Construction Cost Accounting Act (UPCCAA) urgent projects to efficiently use consultant inspection time. These as-needed services are intended to support Central San staff, who will oversee the construction projects and act as construction manager. Consultant help will be used to support peak seasonal construction efforts anticipated during the summer and late fall months. Staff prepared and posted a Request for Proposals (RFP) on PlanetBids and the Central San website on May 24, 2021 for as-needed construction management services for up to a three year term. The RFP also included services for the Electric Blower Improvements and Treatment Plant (TP) Piping Renovations, Phase 10 projects at the plant. On June 18, 2021, Central San received four proposals. After a detailed review and interviews, the top two ranked proposers were Carollo Engineers, I nc. (Carollo) and MW H Constructors, Inc. (MW H). This determination was based on experience, past performance, electrical or key personnel, and proposed fees. Contracting with two firms provides Capital Projects the maximum flexibility to accommodate project needs and timelines. Furthermore, as-needed contracts result in a lower overall cost and reduce staff administration time required to issue smaller and separate agreements per project. MW H is currently the construction manager(CM)for the Filter Plant and Clearwell Improvements project. The Board authorized the agreement for CM services at the August 20, 2020 Board Meeting for$2.1 million (M). The proposed increase will add the as-needed services for other District Projects at$500,000, which will result in a new cost ceiling of$2.6 M. Carollo will be assisting with CM services for the Electric Blower Improvements and TP Piping Renovations, Phase 10 projects. The Board authorized the Carollo CM agreement at the July 15, 2021 Board Meeting for$800,000. The proposed increase will add the as-needed services for other District Projects for$500,000, which will result in a new cost ceiling of$1.3 M. ALTERNATIVES/CONSIDERATIONS The Board has the following two alternatives or may provide alternate direction as follows: 1. Consolidate the work into one agreement, which is not recommended. Having two agreements allow for flexibility when urgent or immediate work is needed. Also, the Carollo agreement contains key electrical CM staff that are the best fit for the upcoming construction activities. 2. This is a new as-needed agreement for Capital Projects, other construction related services exist such as inspection. These agreements differ since the scope of services include resident engineering, especially for electrical, instrumentation, and controls. Several of the key members for both firms were former contractors or worked in the trades and will assist in verifying that the workmanship provided by the contractors meets code, in compliance with the contract documents, and is of high quality. Due to the number of large and smaller projects in the Capital Program, additional support is needed to assist Central San staff during the busy summer and fall months. FINANCIAL IMPACTS Approximately$1,000,000 for a total term of three years or about$333,000 per year. The services will be paid by projects already budgeted for in the FY 2021-22 Budget and are on an as-needed basis. COMMITTEE RECOMMENDATION The Engineering and Operations Committee reviewed this subject at the meeting on August 10, 2021, and recommended approval. September 2, 2021 Regular Board Meeting Agenda Packet- Page 59 of 199 Page 3 of 3 RECOMMENDED BOARD ACTION Staff recommends the Board authorize the General Manager to amend two professional engineering services agreements to increase each in the amount of $500,000 to continue as-needed construction management services for District Projects, as follows: 1. MW H Constructors, Inc., increasing the cost ceiling to $2.6 million; and 2. Carollo Engineers, Inc., increasing the cost ceiling to $1.3 million. Strategic Plan re-In GOAL TWO: Environmental Stewardship Strategy 1—Achieve 100% compliance in all regulations GOAL FOUR: Workforce Development Strategy 4—Meet or exceed industry safety standards GOAL FIVE: Infrastructure Reliability Strategy 2—Execute long-term capital renewal and replacement program, Strategy 3—Protect personnel and assets from threats and emergencies GOAL SIX: Innovation and Optimization 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 September 2, 2021 Regular Board Meeting Agenda Packet- Page 60 of 199