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HomeMy WebLinkAboutAgenda Packet 05/13/2014 CITY COUNCIL SPECIAL MEETING QR T NGE S 321 East 5th Street GEL 13, 2014 �1d l"1' 8 m 1 I � G T 0 , U. 5, A. SPECIAL MEETING - 5:00 m. mr I p The Mayor may determine the order of business for a particular City Council meeting. The agenda should be arranged to best serve the needs and/or convenience of the Council and the public. Mayor to determine time of break. A. CALL TO ORDER- SPECIAL MEETING AT 5:00 P.M. B. ROLL CALL C. WORK SESSION 1. Landfill Stabilization Construction Project/Approve 2. Long Range Financial Plan-Vision Statement/Discussion D. ADJOURNMENT - Mayor to determine time of break/Hearing devices available for those needing assistance. May 13, 2014 Port Angeles City Council Special Meeting Page - 1 RT I GEE I Pl - A WAS H I N G T O N, I_l . . A. CITY COUNCIL MEMO DATE: May 6, 2014 To: CITY COUNCIL FROM: Craig Fulton, P.E., Director of Public Works and Utilities SUBJECT: Landfill Cell Stabilization Project, Project SW02-2012,Award Construction Contract, Magnus Pacific Corporation Summary: Bids for the Landfill Cell Stabilization Project, SW 02-2012 were opened on Wednesday, April 30, 2014. The low responsible bidder was Magnus Pacific Corporation, from Everett, Washington. The Landfill Cell Stabilization Project is necessary to protect the Strait of Juan de Fuca from the threat of breaches of the 304 landfill into the Strait of Juan de Fuca by ongoing bluff erosion. Recommendation: Approve and authorize the City Manager to: 1) award and sign a construction contract for Bid Alternate A with Magnus Pacific Corporation for the Landfill Cell Stabilization project in an amount not to exceed $13,086,625.62 including applicable taxes, and to make minor modifications to the contract if necessary; and 2) issue change order(s) and disposal services contracts in an amount not to exceed the contingency amount of $1,962,994, provided that the City Manager report change order(s) and testing/disposal service contracts to City Council in the next regular issuance of the Contract Status Report. Background/Analysis: The Landfill Cell Stabilization Project is necessary to protect the Strait of Juan de Fuca from the threat of solid waste being deposited into the Strait of Juan de Fuca by ongoing bluff erosion. Project elements include relocating approximately 247,500 cubic yards of solid waste from the East Cell of the 304 landfill and relocating that waste to the re-opened 351 landfill, which is a lined cell about 16 acres in size located on the southern portion of the landfill site. Other major project elements are installation of new landfill cover systems, temporary erosion and sediment control, construction of a mechanically reinforced earth wall system to protect the valley cell, modifications at the ends of the existing seawall, modifications to the access road at Dry Creek, and stream restoration. In addition, restoration/improvements of the landfill gas, leachate, and stormwater systems will be accomplished. Bids were requested for this contract, with five bids being received and opened on April 30, 2014. Magnus Pacific Corporation was the low responsible bidder in the amount of$11,373,280.22 for the Base Bid. In addition to the Base Bid, bids were obtained for an Alternate A that would enable the Project to remove all of the refuse from the eastern 304 cell, an additional 151,610 cubic yards. Alternate A is in the amount of$13,086,625.62. The bid results, including applicable taxes, are shown in the following table. K - 5 May 6,2014 City Council Re: Landfill Cell Stabilization Project,02-12 Page 2 Company Base Bid Alternate A Ranking Magnus Pacific, Everett, WA $ 11,373,280.22 $ 13,086,625.62 1 Strider Construction., Bellingham, WA $ 12,113,132.33 $ 14,309,482.26 2 IMCO General Construction, Ferndale, $ 12,235,970.34 $ 14,281,829.34 3 WA Waste Management NI, Minden, LA $ 16,308,109.97 $ 16,790,515.95 4 DelHur Industries,Port Angeles, WA $ 17,057,466.79 $ 18,272,921.99 5 Engineer's Estimate $ 12,350,292.16 $ 16,109,975.07 The base project removes enough waste to provide about 25 years of protection. After that time, it is likely that a second waste relocation project would be necessary for the eastern 304 cell. The alternative design to remove all of the east 304 cell waste was prepared because it was likely that in 2014 the legislature would appropriate funds that would allow the City to award Alternate A. However, the legislature did not act on the Supplemental Capital budget. In addition to Alternate A, the City also obtained pricing for additive B bid items that could be included in the contract after award by change order to increase removal quantities to essentially the same full removal amount of the eastern 304 cell. A comparison of the cost of each is shown in the following table for the Magnus Pacific bid: Magnus Pacific Cubic Yards of Cost Refuse Removed Base Bid 247,480 S 11,373,280.22 Alternate Bid A 399,090 S 13,086,625.62 Base Bid+Additive Bid B 399.090 S 13,855,802.73 A substantial savings could be taken advantage of by awarding Alternate Bid A rather than trying to add the comparable quantities after award. The reason for this is that with Alternate Bid A the contractor will be able to realize potential savings by total removal within the first summer's work. The following table represents the revised project budget with Alternative A. Description Amount Design, Site Investigation,Permitting& S 3,364,057 Herrera Environmental Post-award Services during Construction (Amendments 1-7) Construction Management Services 1,429,000 Anchor QEA SCADA (including fiber optic cable) 140,000 Technical Systems Inc., et. el. Construction Contract(including tax)— 13,086,626 Magnus Pacific Corporation Alternate A Construction Contingency(15%) 1,962,994 Subtotal S 19,982,677 Financial Assistance (confirmed) -3,999,100 Dept. of Ecology Total $ 15,983,577 K - 6 May 6,2014 City Council Re: Landfill Cell Stabilization Project,02-12 Page 2 The current project budget is $19.3 million for the Base Bid, or 15.3 million after current financial assistance from the State is applied. The cost advantages in the long-term to the City of awarding Alternative A now is compelling. Because of this, staff recommends that Council award Alternative Bid A. The City is issuing a combination of Revenue bonds and LTGO bonds to pay for this project, and bond funds will be available timely to pay contract expenditures. Until now, funding for project design costs was made available as a temporary loan from the Landfill Post-Closure Fund. This fund was set aside to provide for post-closure maintenance activities for the mandatory period of 30 years as prescribed in law. The balance of the Post-Closure Fund will be restored with the bond proceeds. A reimbursement resolution was approved by Council in June 2012. Washington State Department of Ecology is contributing $3,999,100 towards construction costs for waste relocation. In addition, the City is continuing to seek additional financial assistance through the State of Washington. The potential for change orders is relatively high for this project, especially for the waste relocation element, because of unknown subsurface conditions. For instance, hazardous materials that require special handling may be encountered, and the City will be responsible for testing and appropriate disposal. Also, the extent of contamination of the soil immediately under the unlined 304 cell is not precisely known. As it pertains to this contract, PANIC 3.05.110 authorizes the City Manager to issue change orders up to a cumulative of 15% or $100,000, whichever is less. In this case, the lower limit of$100,000 applies. There will be a large amount of construction assets and work-crews that will be mobilized for this effort over a relatively short construction window. This low authority limit poses substantial risk to the City that work could be interrupted with large delay claims because of not having the ability to have timely change orders in place. Consequently, for this contract it is recommended to issue one-time authority to the City manager to issue change order(s) and testing/disposal service contracts in an aggregate amount not to exceed 15% of the contract award amount. This strategy was successfully employed on the CSO Phase 1 contract, which reduced its risk significantly. It is recommended that Council approve and authorize the City Manager to 1) award and sign a construction contract for Bid Alternate A with Magnus Pacific Corporation for the Landfill Cell Stabilization project in an amount not to exceed $13,086,625.62 including applicable taxes, and to make minor modifications to the contract if necessary; and 2) issue change order(s) and testing/disposal services contracts in an amount not to exceed the contingency amount of$1,962,994, provided that the City Manager report change order(s) and disposal service contracts to City Council in the next regular issuance of the Contract Status Report. 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'� ►� rD !� Pu rD �--A *-A rD �" ►� r't ►� ("� M /Q (D O rD rD ►� %, rD % rD Pi rD � ►� O ►Ors � � % ►� r) rD , 1�i Please rank your top three choices in each category, with 3 being your top choice and 1 being your lowest choice. Ranh Category Our vibrant and innovative city is measured by: Schools with high graduation rates/good education The city and its services are ranked well above average Number of activities for all our citizens (youth, adults, and elders) Number of4 year degrees and masters offered ot Peninsula College Well equipped and maintainted infrastructure to support innovation—vvired Number of opportunities to learn/experience innovation inaction Number and variety of restaurants Number of residents that: a.VVorkfrom home b.Recreate in our community Number of partnership/businesses working together with Canada/Victoria Number of empty store fronts/vacant commercial buildings Lodging and occupancy rates Rank Category Our balanced and sustainable economy is measured by: Making the best use our local resources a.The percentage of dollars spent locally/Change in annual sales receipts/sales taxes b.Numbernfnew renewable sources used (wind, wave, sun, rain, forests, marine, etc] c Number of symbiotic relationships between businesses (waste stream toproduct) d.Communityener0y use in kilowatt hours Number of: a.PoU Angeles grown-businesses (new) � b.Nevvoutside businesses (in-migration) Net percent change in local jobs—new and lost jobs Number ofdiverse professional, technical, medical, and union living wage jobs (in balance) Percentage nf business that have been in the city for 5 years ormore. Number ofnew businesses that are considered innovative and/or run byentnepnsneun/nte/ne\ based Number ofresidences, commercial and industrial businesses (in balance) Number of businesses creating/using or related green power (wind, wave, sun, etc.) and green infrastructure Number of services and business focusing on the retirement community (tourism - ecotourism, etc.) Amount of city debt Rank Category Our healthy community is measured bv: Measure the health of all our resources (our economy is in harmony with our environment) (Forests, fish, drinking water, harbor water, air quality, amount of wilderness area) Number of designs throughout the city that improve health a. Miles nfbike lanes b. Number of people using public transportation c. Number ofpeople living downtown d. Number ofbike racks located downtown/businesses Our environmental diversity a. Habitat b.Views c. Recreation d. Climate Small town living a. Number of people who know their neighbors b. Number of miles to commute towork c. Low consumption rates (number of pounds of trash??) d. Ease of getting around ' number of congested intersections? Number of people that feel safevv|king alone in the evening downtown and in their neighborhoods Updated plan and implementation to deal with natural disasters and future climate change Number uf miles that our food travels—5O miles ofless Our carbon footprint is neutral Pounds ofgarbage Quality of Medical Services o. EMS response time b. Level (rating) of hospital Measure the health of our built environment a. Number of roads needing update b. Public buildings scored for health c. Parks maintenance and acreage d. Public utilities needing update /wuter, sewer, storm drain, electric) Amount of city debt Rank Category Our diverse community is measured b ' Number of services for all ages, races, ethnicity, denominations, gender identity, etc. Number of symbols, art, programs (teach or learn cultural practices), or items that celebrate the E|whaK|aUamTribe Number and variety of art installations and programs in the city Number of services tu help disabled, homeless, and low income people Number of events that celebrate diversity, such as Esprit, Sister City, etc. Housing opportunity index—number of homes sold that would have been attainable to median income family Number of low-income housing Number ofhomeless Number ofresidential options for all our families (singles, families, e|derky, etc.) old and new, housing stock in good shape An equitable community ismeasured by: a. Number of services available tu all community members b. Y6of taxes to median income c Y6of population unemployed nr under employed d. cost of living isx96of median income