HomeMy WebLinkAbout06. Authorize professional engineering services agreements for rebid of Solids Handling Facility Improvements Page 1 of 4
Item 6.
CENTRAL SAN BOARD OF DIRECTORS
POSITION PAPER
MEETING DATE: NOVEMBER 18, 2021
SUBJECT: AUTHORIZE THE GENERAL MANAGER TO EXECUTE THREE
PROFESSIONAL ENGINEERING SERVICES AGREEMENTS TO REBID
THE CRITICAL ELEMENTS OF THE SOLIDS HANDLING FACILITY
IMPROVEMENTS, DISTRICT PROJECT 7348 WITH:
1. CDM SMITH IN AN AMOUNT NOT TO EXCEED $850,000;
2. ARCSINE ENGINEERING I N AN AMOUNT NOT TO EXCEED $600,000;
AND
3. GHD, I NC. I N AN AMOUNT NOT TO EXCEED $500,000
SUBMITTED BY: INITIATING DEPARTMENT:
NATHAN HODGES, SENIOR ENGINEER ENGINEERING AND TECHNICAL SERVICES-
CAPITAL PROJECTS
REVIEWED BY: EDGAR J. LOPEZ, CAPITAL PROJECTS DIVISION MANAGER
JEAN-MARC PETIT, DIRECTOR OF ENGINEERING AND TECHNICAL
SERVICES
Roger S. Bailey
General Manager
ISSUE
The Board of Directors' (Board) authorization is required for the General Manager to execute a
professional engineering services agreement in an amount greater than $200,000.
BACKGROUND
On October 21, 2021, the Board authorized the General Manager to sign an initial agreement with the
State of California Division of Finance under the State Revolving Fund (SRF) loan program for the Solids
Handling Facility Improvements, District Project 7348 (Solids Project), with the understanding that the
project would be repackaged and reduced in scope to only include urgent or critical infrastructure needs
and meet design criteria that would not conflict with potential early adoption of digesters to the wastewater
treatment plant.
November 18, 2021 Regular Board Meeting Agenda Packet- Page 31 of 112
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Staff held workshops and solicited input from internal stakeholders to determine which of the original
project elements needed to be constructed now, which elements may be constructed later, or can be
deferred to a future capital project(s) or possibly deleted altogether. Concurrent with this rescoping effort,
staff issued a Request for Proposal (RFP)for professional engineering services to plan for the long-term
solids handling. The reduced Solids Project becomes a project to bridge Central San to new, long-term
solids process technology changes. The planned window for this transition is 10 years. With this approach,
any original Solids Project scope elements will be implemented if there is a strong reliability or regulatory
driver. Otherwise, scope elements will be postponed, deleted altogether, or ultimately decided after the
long-term solids planning is complete.
After consolidating stakeholders' input, the reduced Solids Project scope will include:
1. Replacing the wet scrubbers.
2. Replacing the centrifuges and cake pumps.
3. Replacing the furnace burners.
4. Other miscellaneous equipment associated with the above items or urgent items that are critical to
Operations, such as deteriorated piping and failing systems.
There are other smaller project elements that will be reviewed with the selected design consultants to
determine if these elements should be constructed at this time. The most significant of these are the
electrical and control system modifications or improvements. Seismic improvements will also be reviewed
and addressed separately from the reduced Solids Project.
Other project scope elements such as new sludge blending tanks and an ash handling facility are
examples of systems that will await final solids planning before determining the exact extent of work that
should be performed now and what should be deferred or deleted.
It should be noted that staff is not recommending to continue with the original lead consultant, Black and
Veatch Corporation (B&V), to repackage the project for bid. Central San has received the building
information modeling and computer-aided design drawing files from B&V, as well as other deliverables
such as specifications and calculations to allow for the new project team an expedient process to rebid the
work and build on past efforts.
With this reduced scope for the Solids Project, staff is selecting an experienced team of consultants to
repackage the existing technical documents. This effort includes utilizing the existing design as much as
possible and enough redesign to meet the new project objectives.
New Project Team
HDR, Inc. (HDR) and Degenkolb Engineers (Degenkolb)were selected as part of the original Solids
Project design team in 2016 and will continue to support their respective scope of work. HDR was
responsible for architectural and non-seismic structural design. Degenkolb was responsible for the seismic
design of the building and furnaces.
Staff prepared and posted a RFP on PlanetBids and the Central San website for supplemental, third-party
review, and on-call engineering services for the Solids Project. On August 26, 2021, 10 proposals were
received.
After evaluation:
1. CDM Smith was selected as the lead consultant and will work with Central San staff and the other
specialty consultants stated above to repackage and deliver the job to bid, provide review of the
mechanical design of the centrifuges and cake pumps, as well as become the lead consultant to
coordinate with staff and all other specialty consultants.
November 18, 2021 Regular Board Meeting Agenda Packet- Page 32 of 112
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2. GHD, Inc. was selected for the wet scrubbers and incinerators.
3. ArcSine Engineering (ArcSine)was selected for electrical and control systems.
4. Ewing Construction Services (Ewing)was selected to provide contract administration support and
cost estimating review.
All these consultants will become the engineers of record, and stamp and seal all deliverables. Staff
expects that they will all continue into construction to help support Central San if the project is awarded.
ALTERNATIVES/CONSIDERATIONS
Alternative 1 - Continue with the original lead consultant, B&V, to repackage the project for bid. This is not
recommended by staff. Hiring a new lead team and specialty consultants will allow the project to be third-
party reviewed and ensure that the systems meet Central San's expectation and standards.
Alternative 2 -Another alternative would be to select only a single firm to provide all the services. This
option was considered by staff but ultimately determined to not be an optimal approach for this project.
The design is not changing for the scope items being constructed. The firms will be confirming the design
approach remains the same and staff expects some minor design changes to accommodate the revised
project scope. The selected firms are bringing specific specialization and experience to the various scope
items.
FINANCIAL IMPACTS
The total cost to rebid the reduced Solids Project is estimated at$2.6 million, which includes consultant
services for$2.2 million and staff time of$400,000.
Several agreements are within the General Managers authority(less than $200,000) and include the
following:
1. HDR for architectural and non-seismic structural engineering services.
2. Degenkolb for seismic engineering design services.
3. Ewing for contract review and assistance, and cost estimating review.
Agreements requiring Board authorization include:
1. CDM Smith for$850,000.
2. ArcSine for electrical and control systems for$600,000.
3. GHD, Inc. for wet scrubbers and incinerators for$500,000.
The Solids Project is listed on page 236 of the Fiscal Year 2021-22 District Budget and has sufficient
funds to complete the repackaging and bid of the project.
COMMITTEE RECOMMENDATION
The Engineering and Operations Committee reviewed this matter at its November 9, 2021 meeting and
recommended approval.
November 18, 2021 Regular Board Meeting Agenda Packet- Page 33 of 112
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RECOMMENDED BOARD ACTION
Authorize the General Manager to execute three professional engineering services agreements to rebid
the critical elements of the Solids Handling Facility Improvements, District Project 7348, which include:
1. CDM Smith in an amount not to exceed $850,000.
2. Aresine Engineering in an amount not to exceed $600,000.
3. GHD, Inc. in an amount not to exceed $500,000.
Strategic Plan re-In
GOAL TWO: Environmental Stewardship
Strategy 1—Achieve 100% compliance in all regulations
GOAL FIVE: Infrastructure Reliability
Strategy 1—Manage assets optimally to prolong their useful life, Strategy 2—Execute long-term capital renewal and
replacement program
November 18, 2021 Regular Board Meeting Agenda Packet- Page 34 of 112