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.
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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.
K - 7
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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