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Home My WebLink AboutAgenda Packet 02/28/2017 F' ' OuT NGELES All ,`— W A S H I N G T O N, U. S. A. w F CITY COUNCIL MEMO DATE: February 28, 2017 To: City Council FROM: CRAIG FULTON,P.E.,DIRECTOR OF PUBLIC WORKS&UTILITIES SUBJECT: Emergency 2017 Pavement Repair,Various Locations, Project No. CON-2017-03-- Change Orders # 1 and#2 Summary: Additional street failures and/or near-failures have become evident from winter weather, requiring urgent repairs. Additional excess funding from previous capital projects is available to resolve these street failures. As Lakeside is mobilized for the original contract scope of work, the City can take advantage of better pricing if additional work is added to the ongoing scope of work, rather than developing a future project which would require payment of mobilization costs. The street section repairs to be added to the Lakeside contract are Change Order 41: 8th St(at E St); Change Order 42: 10th St(various, between M and N), and additional repairs to Park St(near High School). Funding: Prior year General Fund Street Project savings are available to cover these repair costs. The amount($100,000) will be transferred from the Street Capital (3 10 Fund) to the Street Operations (102 Fund). Recommendation: (1) Approve and authorize the City Manager to sign Change Order 1 and 2 to the 2017 Pavement Repair, Proj ect No. CON-2017-03 with Lakeside Industries, Inc., in the total amount of$100,000, increasing the total contract value to $262,740, including applicable taxes, and to make minor modifications to the contract, if necessary. (2) Approve the transfer of prior year capital project funding Back2round/Analysis: Council approved a contract with Lakeside Industries on February 7, 2017 in the amount of$162,740 for urgent repairs to various City streets, caused by winter freeze and thaw conditions and existing advanced pavement degradation. Additional urgent street repairs have become evident in excess of this amount. With Lakeside currently mobilized in these areas, it would be prudent for the City to take advantage of the pricing opportunity, rather than wait for a future paving contract which would not be able to take advantage of approximately 40% savings from reduced mobilization costs and economy of scale pricing. N:ACCOUNCIL\FINAL\CON-2017-03 Pavement Repair Project Amendment.doc February 28,2017 Council Worksession Re: Pavement Repair Project Amendment Page 2 The Finance Department has consolidated remaining funds from completed past Capital Projects to accumulate the required funds to execute the additional repairs outlined below: • 8ffi St(near E St)—2100 sgft • 10ffi St various areas—3500 sgft • Additional Park St Repairs— 8200 sgft (these repairs will set Park St for near-term chip seal for a long lasting resurfacing treatment). Funding Overview: Prior year General Fund Street Project savings are available to cover these urgent repair costs. The amount($100,000)will be transferred from the Street Capital (310 Fund) to the Street Operations (102 Fund). PORT ANGELES FIRE DEPARTMENT AGENDA •WSRB Overview and Update •Next Steps •Short/Long Term Plans •Staffing Alternatives •Funding Proposal •Policy Direction •Potential Fee Adjustments •Timeline 3/1/2017 2 WSRB •Evaluates communities for fire protection/suppression capabilities •Looks at water supply, dispatch, Fire Department •Assigns protection class grade of 1 through 10 3/1/2017 3 WSRB PROPOSED DOWNGRADING CITY RATING Change from 4 to 5 would have lead to increased fire insurance rates from most insurance companies Increases vary depending upon the company Typical: •Commercial average 10% increase •Residential average 5% increase 3/1/2017 4 WHY DID WSRB PROPOSE CHANGING THE CITY CLASSIFICATION? •Call volume/workload •Staffing •Pumper capacity •Officers •Reserve ladder truck •Prevention certifications/programs •After hours refueling 3/1/2017 5 WHAT DID WE DO? We met with Council in May of 2016, and proposed a comprehensive plan to address the issues brought forward by WSRB 3/1/2017 6 THE PLAN Add 1500 GPM quick attack pumper •Adds entirely new capability Reclassify Training Officer to Assistant Chief •Now have Chief Officer on duty 24/7/365 Prevention certifications for all personnel Additional Prevention programs After hours fuel support letter Interlocal agreement with CCFD#3 Adopt 5 person minimum staffing 3/1/2017 7 THE GOOD NEWS On February 10, 2017, WSRB notified the City that they evaluated the results of our efforts and have maintained the City insurance classification at 4. 3/1/2017 8 NEXT STEPS We have met the WSRB requirements, however the staffing issue has only been addressed for the short term We need to address Fire Department staffing WSRB is aware of the progress we are making 3/1/2017 9 WHY DO WE NEED TO ADDRESS STAFFING? 3/1/2017 10 CALL VOLUME/WORKLOAD 62% increase since last WSRB review in 2001 3/1/2017 11 3/1/2017 12 1858 2358 2951 3329 3552 4797 0 500 1000 1500 2000 2500 3000 3500 4000 4500 5000 1991 1996 2001 2006 2011 2016 Call Volume STAFFING Have not added staff since 1991 26 years Call volume increase over 257% 3/1/2017 13 CALL VOLUME AND WORKLOAD AFFECT: TRAINING PREVENTION 3/1/2017 14 IMPACT ON TRAINING Difficulty meeting State mandated training •Could have L&I consequences Difficulty completing team training •Requires overtime to provide coverage •Budget constraints preclude needed training •Individual training for firefighting does not work •Effectiveness and efficiency suffer Inability to accomplish training can have safety implications •Could lead to on the job injuries 3/1/2017 15 IMPACT ON PREVENTION Difficult to meet periodic inspection goals •Increased risk of fire and severity of fire •Increased risk for the community •Potential economic impacts on community •60 –70% of businesses impacted by fire never re-open •Results in lack of familiarity with occupancies •Reduces contacts within the community Reduced ability to provide public education 3/1/2017 16 5 PERSON MINIMUM STAFFING Department implemented this change on January 1, 2017 3/1/2017 17 5 PERSON MINIMUM STAFFING Significant Departmental response matrix change Two first-out medic units Doubles transport capability Improved service to the community 3/1/2017 18 5 PERSON MINIMUM STAFFING First two months of operations have shown increased efficiency Number of callbacks: First two months of 2015 -40 First two months of 2016 -44 First two months of 2017 -9 3/1/2017 19 SHORT TERM PLAN Use existing staffing Meet minimum staffing requirement through overtime 3/1/2017 20 BENEFITS Insurance rates have not increased Citizens receive increased level of service 3/1/2017 21 IMPACT ON SERVICE DELIVERY City Council adopted response time standards in 2008 Turnout time First arriving apparatus at fires Full first alarm response EMS response The Department Annual Report documents our ability to meet these promulgated standards 3/1/2017 22 COSTS Implementation with existing personnel resources is not sustainable Considerable overtime costs Significant impact upon personnel 3/1/2017 23 LONG TERM PLAN Determine revenue needed to add 2 –4 Firefighter/Paramedics Evaluate funding options Meet with all local stakeholders to explain the situation and potential costs 3/1/2017 24 PROPOSED STAFFING OPTIONS Committed to providing as much information as possible City Manager requested projected costs and revenue for 5 years Finance department is assisting with projecting long term sustainable funding 3/1/2017 25 STAFFING OPTION 1 ADD TWO FIREFIGHTER/PARAMEDICS •Cost (Salary and Benefits)$187,696 Year 1 $227,164 Year 5 •Benefits •Meets minimum WSRB requirement •Meets Bargaining unit MOU •Least expensive option 3/1/2017 26 STAFFING OPTION 2 ADD 3 FIREFIGHTER/PARAMEDICS •Cost (Salary and Benefits)$281,544 Year 1 $340,746 Year 5 •Benefits •Meets WSRB and MOU requirement •Enables full staffing of fire engine 60% of the time •Enables options for proactive service delivery 3/1/2017 27 STAFFING OPTION 3 ADD 4 FIREFIGHTER/PARAMEDICS •Cost (Salary and Benefits)$375,393 Year 1 $454,328 Year 5 •Benefits •Meets WSRB and MOU requirements •Enables significant internal staffing options •Enables increased training and prevention flexibility •Enables full staffing of fire engine 60% of the time 3/1/2017 28 FUNDING PROPOSAL Fire Department staff proposes the funding of additional positions through adjustments to the Medic 1 utility fee 3/1/2017 29 POLICY RECOMMENDATION If decision is made to adjust rates, staff is recommending spreading out rate increase impact over 5 years for customers most affected. •This is consistent with Council policy to phase in large increases for other utilities 3/1/2017 30 MONTHLY RATE COMPARISONS WITH AND WITHOUT 5 YEAR PHASE-IN OPTION USES OPTION 3, ADDITION OF FOUR PERSONNEL, AS THE EXAMPLE 3/1/2017 31 WITHOUT 5 YEAR PHASE IN 2017 CURRENT PROPOSED RATE YEAR 1 RATE AT 5 YEARS $160 $321 $385 WITH 5 YEAR PHASE IN 2017 CURRENT PROPOSED RATE YEAR 1 RATE AT 5 YEARS $160 $192 $385 ST. ANDREWS PLACE FEE ADJUSTMENTS BASED UPON OPTIONS Following slides show potential fee adjustments required depending on staffing option chosen Residential and business user classifications are shown, since they are the most numerous Several licensed care facilities are also shown since they are the highest demand user group 3/1/2017 32 MONTHLY MEDIC 1 FEE ADJUSTMENT FOR STAFFING OPTION 1 ADDS 2 FIREFIGHTER/PARAMEDICS User Class 2017 Rate Proposed Rate Monthly Increase Rate at 5 years Monthly Increase Residential $6.28 $6.84 $0.56 $7.63 $1.35 Commercial $6.82 $7.29 $0.47 $8.39 $1.57 3/1/2017 33 MONTHLY MEDIC 1 FEE ADJUSTMENT FOR STAFFING OPTION 1 ADDS 2 FIREFIGHTER/PARAMEDICS ASSISTED LIVING FACILITIES EXAMPLE User Class 2017 Rate Proposed Rate Monthly Increase Rate at 5 years Monthly Increase St Andrews $160 $172 $12 $266 $106 Laurel Park $208 $251 $43 $510 $302 3/1/2017 34 MONTHLY MEDIC 1 FEE ADJUSTMENT FOR STAFFING OPTION 2 ADDS 3 FIREFIGHTER/PARAMEDICS User Class 2017 Rate Proposed Rate Monthly Increase Rate at 5 years Monthly Increase Residential $6.28 $7.42 $1.14 $8.29 $2.01 Commercial $6.82 $7.98 $1.16 $9.25 $2.43 3/1/2017 35 MONTHLY MEDIC 1 FEE ADJUSTMENT FOR STAFFING OPTION 2 ADDS 3 FIREFIGHTER/PARAMEDICS ASSISTED LIVING FACILITIES EXAMPLE User Class 2017 Rate Proposed Rate Monthly Increase Rate at 5 years Monthly Increase St Andrews $160 $182 $22 $325 $165 Laurel Park $208 $270 $62 $627 $419 3/1/2017 36 MONTHLY MEDIC 1 FEE ADJUSTMENT FOR STAFFING OPTION 3 ADDS 4 FIREFIGHTER/PARAMEDICS User Class 2017 Rate Proposed Rate Monthly Increase Rate at 5 years Monthly Increase Residential $6.28 $7.99 $1.71 $8.96 $2.68 Commercial $6.82 $8.66 $1.84 $10.11 $3.29 3/1/2017 37 MONTHLY MEDIC 1 FEE ADJUSTMENT FOR STAFFING OPTION 3 ADDS 4 FIREFIGHTER/PARAMEDICS ASSISTED LIVING FACILITIES EXAMPLE User Class 2017 Rate Proposed Rate Monthly Increase Rate at 5 years Monthly Increase St Andrews $160 $192 $32 $385 $225 Laurel Park $208 $290 $82 $745 $537 3/1/2017 38 3/1/2017 39 $22.80 $18.90 $14.55 $11.83 $11.50 $8.88 $8.28 $7.81 $7.99 $7.42 $6.84 $6.28 $3.00 $- $5.00 $10.00 $15.00 $20.00 $25.00 Aberdeen Montesano Pasco Hoquiam Moses Lake Mercer Island Sunnyside Richland + 4 Personnel + 3 Personnel + 2 Personnel Port Angeles Current Bridgeport Comparable Residential Rates Year One GENERAL FUND CHALLENGES NPI •Newspaper reported recent production curtailment due to market conditions State shared revenue •City revenue at risk due to McClearydecision 3/1/2017 40 REQUEST FOR DIRECTION •We are looking for Council consensus on direction •Intent is to be able to provide accurate, factual information for stakeholders 3/1/2017 41 TIMELINE Meet with stakeholders ASAP Meet with UAC April 11, 2017 First public hearing May 2, 2017 •Consider adjustments based on public hearing Second public hearing May 16, 2017 •Consider adoption of rate adjustments Must have two personnel hired by July 2017 in order to meet WSRB requirement and Bargaining Unit MOU 3/1/2017 42 QUESTIONS? 3/1/2017 43 JOHN WYNANDS, Regional Administrator US 101 Elwha River Bridge February 28, 2017 CHRIS BRUNING, Elwha Project Manager Port Angeles Project Engineer YESTERDAY, TODAY AND TOMORROW Bridge History 2 1913 -Elwha Dam built 1926 -3-span, 388-foot concrete arch bridge built 1927 -Glines Canyon Dam built 1954 -Widened 20-foot bridge to 28 feet Out-performed expected lifespan 2 3 Changing River Conditions Nov. 14, 2014 Dec. 3, 2014 Resultant Erosion 4 Pier Protection 5 Imaging Path Forward Three consecutive efforts •Monitor and be prepared •Interim work to maintain stability •New structure 7 Path Forward Three consecutive efforts •Monitor and be prepared 8 Ongoing Monitoring 9 Tilt meters Crack meters Water flow Visual observations Ongoing Monitoring 10 1,600 cfs Oct. 2016 9,500 cfs Feb. 2017 Detour in event of closure Detour in event of closure Path Forward Three consecutive efforts •Monitor and be prepared •Interim work to maintain stability 13 Pier Protection 14 7 Alternatives Developed 15 No Build -$600,000, 1 year Replace US 101 with SRs 112/113 $50M, 5 years initially Build new highway $45M, 3 years Retrofit existing bridge $15M, 2 years initially New bridge on existing alignment $20M, 3 years Build new bridge on parallel alignment $20M, 2 years Build new bridge on new alignment $25M, 2 years Community Feedback Over 350 comments received through web page comment form Overwhelming preference expressed for Alternative #7 (new bridge on new alignment) Much concern about the possibility of using SRs 112/113 as short-term or long-term detour Many comments about importance of US 101 to local economy, residents and communities Jurisdictional responses Forks City Council –Supports Alternative #7 Clallam County Commission –Supports Alternative #7 Port of Port Angeles –Supports Alternative #7 Port Angeles Mayor –Supports Alternative #7 16 Path Forward Three consecutive efforts •Monitor and be prepared •Interim work to maintain stability •New structure 17 3 Alternatives Remain 18 New bridge on existing alignment $20M, 3 years Build new bridge on parallel alignment $20M, 2 years Build new bridge on new alignment $25M, 2 years Alt #7 -goalAlt #5 -backup Alt #6 -backup Year 1 construction. Mobilize, preliminary road/bridge work, first fish window for in-water work. Open new bridge to traffic 0 -12 Months* Celebrate! Estimated timeline Construction funding secured Contract ad and award, Begin work. Current work Bridge design, environmental, land acquisition, permitting, programming. 12 -24 Months* Year 2 construction. Bridge structure, associated roadway work, second fish- window to finalize in-water work. Project timeline contingent on securing construction funding *If conditions require WSDOT to close the existing bridge for public safety, we will choose the most expedient method to re-establish passage across the Elwha River. That may result in a change in bridge design and location. Staying informed 1-888-633-4005 (Elwha River Bridge hotline) ElwhaRiverBridge.com GovDelivery/Granicus (self-subscription service) Traditional/social media @wsdot_Tacoma facebook.com/wsdot (wsdot.wa.gov) wsdot/blog.blogspot.com (wsdot.wa.gov) Youtube.com/wsdot On-line comment form 20 Other upcoming construction 22 Questions Claudia Bingham Baker Olympic Region Communications Manager bakerc@wsdot.wa.gov 360-357-2789