HomeMy WebLinkAboutCarollo signed_CM_services_agreement_and_attachmentsMeeting Date: 9/18/2018
FROM: Carrie Mattingly, Director of Utilities
Prepared By: Dave Hix, Deputy Director – Wastewater
Jennifer Metz, Utilities Projects Manager
SUBJECT: AWARD CONSTRUCTION MANAGEMENT AND INSPECTION SERVICES
CONTRACT, WATER RESOURCE RECOVERY FACILITY PROJECT ,
SPECIFICATION NO. 91363CM
RECOMMENDATION
Award a contract to Carollo Engineers, Inc. in the amount of $8,285,452 for Construction
Management and Inspection Services for the Water Resource Recovery Facility Project,
Specification No. 91363CM and authorize the City Manager to execute the agreement .
DISCUSSION
On May 15, 2018, the City Council approved the Request for Proposals (RFP) for Construction
Management and Inspection Services for the Water Resource Recovery Facility (WRRF) Project
and authorized staff to advertise the RFP (Attachment A). Staff advertised the RFP on May 19,
2018 (Attachment A). On June 6, 2018, staff held a pre-proposal meeting and representatives
from eleven construction management and inspection firms were in attendance. On July 13, 2018
staff received three proposals for construction management and inspection services. Because
staff did not receive direction from the City Council to initiate negotiation of a Project Labor
Agreement (PLA) for the WRRF Project until July 10, 2018, the RFP for construction
management services did not include any provisions related to consultant or subconsultant
obligations regarding a PLA and the implications of such an agreement were not addressed by
any of the proposing consultants.
The written proposals were evaluated by a selection panel which consisted of staff from the
Utilities Department, members of the WRRF Program Management Team (Water Systems
Consulting, Inc.), the project manager from the design engineer (Jacobs), and staff from the
Public Works Department. Evaluation criteria included project understanding, team
qualifications and experience, local knowledge, references, and level of effort. Upon review of
the written proposals, the selection panel convened to finalize the scores for each proposal.
All three teams moved to the next round and interview invitations were sent to each team on
August 1, 2018. Teams were provided with key topics to be included in a prepared presentation,
along with specific questions and issues identified by the selection panel to be addressed in a
question and answer session.
Interviews were held on August 15, 2018. Teams were allotted 30 minutes to give a prepared
presentation, followed by a 60-minute question and answer session. Discussion topics included
the firm’s approach to integrating with City staff and the Program Management Team, approach
to partnering with the construction contractor to foster a collaborative working relationship,
division of responsibilities among field office staff, commitment of proposed personnel for
duration of the project, construction schedule, approach to maintaining operation of the facility
through construction, and approach to start -up and commissioning.
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Following the interviews, the selection panel deliberated and ident ified Carollo Engineers, Inc.
Carollo) as the preferred firm. The Carollo team included highly qualified construction
management staff with extensive membrane bioreactor (MBR) experience, experience working
within active treatment facilities, and ultravio let (UV) disinfection system expertise. The Carollo
team recently managed the construction of a $200M upgrade to the City of Riverside’s Regional
Water Quality Control Plant, which included the installation of a 26 -million gallon per day MBR
process within an active treatment facility. In addition, the Carollo team included start -up and
commissioning experts and project controls professionals to manage the project schedule and
budget. Carollo received strong recommendations from each of the references contacted by
Utilities staff and the Program Management Team.
The Program Management Team met with Carollo on August 17, 2018, to begin negotiating the
final scope of work and fee. Based on feedback from City staff and the Program Management
Team, Carollo supplemented the hours for field office and inspection staff to more effectively
manage construction administration tasks and construction observation. In addition, budget was
included to provide additional scope for Carollo’s UV subject matter expert. Negotiat ions of the
scope of services resulted in a final negotiated fee of $8,285,452.
Within the final negotiated fee is an allowance for materials testing and specialty inspection
services. Carollo will defer retaining the services of a materials testing and specialty inspection
services firm until the conclusion of the Project Labor Agreement negotiations. If the Council
ultimately approves a PLA, the services of a testing and specialty inspection subconsultant could
be implicated, depending on the finally negotiated terms of the PLA, and further negotiation with
Carollo may be necessary to address any cost or subconsultant availability issues arising from
PLA requirements.
Staff recommends awarding the contract for Construction Management and Inspection Service s
for the Water Resource Recovery Facility Project, Specification No. 91363CM, to Carollo
Engineers, Inc. (Attachment B).
CONCURRENCES
The Public Works Department concurs with the recommendation in this report.
ENVIRONMENTAL REVIEW
The City Council adopted Resolution 10740 (2016 Series) certifying the environmental impact
report (EIR) for the WRRF Project (SCH #2015101044) on August 16, 2016. Recommendations
described here are for requesting proposals and hiring Construction Management and Inspection
Services for construction of the WRRF Project analyzed under that EIR. These actions do not
trigger the need for additional environmental review.
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FISCAL IMPACT
Approval of the financing agreement between the State Water Resources Control Board and the
City will be presented to City Council for its consideration on November 13, 2018 . Once
executed, WRRF project costs retroactive to July 20, 2018 are eligible for reimbursement.
Repayment of the State loan commences one year after project completion; expected to be
Summer 2023.
The cost of the proposed Construction Management and Inspection Services contract is
8,285,452 and will be paid for through the loan proceeds.
ALTERNATIVE
Reject proposals and direct staff to re-advertise the Request for Proposals. The City Council
may choose to reject all proposals and direct staff to re -advertise for these services. This action
will delay the ability of the construction manager to add value to the project through assisting in
the bidding, bid review, and other aspects of project pre-construction.
Attachments:
a - 05-15-2018 CAR
b - Agreement and Scope
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Meeting Date: 5/15/2018
FROM: Carrie Mattingly, Director of Utilities
Prepared By: David Hix, Deputy Director Utilities – Wastewater
Jennifer Metz, Utilities Projects Manager
Miguel Barcenas, Utilities Engineer
SUBJECT: REQUEST FOR PROPOSALS – CONSTRUCTION MANAGEMENT AND
INSPECTION SERVICES, WATER RESOURCE RECOVERY FACILITY
PROJECT
RECOMMENDATION
Approve the Request for Proposals Construction Management and Inspection Services, Water
Resource Recovery Facility Project, Specification No. 91363CM and authorize staff to advertise
the Request for Proposals.
DISCUSSION
The Water Resource Recovery Facility (WRRF) project is presently in 95 percent design with
construction bidding scheduled in November 2018, leading to the WRRF being under
construction in early 2019. The WRRF project will require skillful construction management.
Request for Proposals (RFP)
Construction management for the WRRF will require a team
with specialized skills, that has a thorough knowledge of
construction inspection and the required administrative and legal
experience to deliver a successful project. The construction
manager must have a comprehensive understanding of the
project’s scope, and ability to keep the project on schedule while
meeting important milestones and assisting in managing costs.
This RFP asks for the proposer to prove experience and
competence in the construction management field. Listed below
are some of the key requirements from the RFP (Attachment A):
Demonstrate the required experience in project construction equivalent to the cost,
complexity, and schedule requirements of the WRRF project.
Provide a multi-disciplinary team of professionals.
Understand and assist the City in complying with the requirements of the State Revolving
Fund and other grants or funding sources.
Knowledge of critical sequencing and schedule requirements to ensure the timely
construction of key processes for regulatory compliance timelines.
Possess a thorough knowledge in construction scheduling.
Demonstrated ability to work closely with the City, designer, and contactor on schedule
development, project review and changes.
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Ensure the construction activities comply with the WRRF environmental impact report’s
Mitigation Monitoring and Reporting Program.
Identify potential problems, work collaboratively with the City, designer, contractor, and
program manager to resolve conflicts, negotiate change orders, and analyze and approve
pay estimates.
NEXT STEPS
Upon authorization from Council, staff will release the RFP for construction management and
inspection services. Staff will evaluate proposals and negotiate costs to provide a recommendation
of the most qualified consultant. Staff will return to Council to seek authorization to award an
agreement to the Construction Management firm that best meets City’s requirements and needs.
Staff expects to finalize this process in August and return to Council in early September.
ENVIRONMENTAL REVIEW
The City Council adopted Resolution 10740 (2016 Series) certifying the environmental impact
report (EIR) for the WRRF Project (SCH #2015101044) on August 16, 2016. Recommendations
described here are for requesting proposals and hiring Construction Management and Inspection
Services for construction of the WRRF Project analyzed under that EIR. These actions do not
trigger the need for additional environmental review.
FISCAL IMPACT
The City performed extensive outreach to other municipalities and districts who had recently
completed comparable projects to get an estimate of costs for these professional services. What
staff found was these services varied widely in scope and complexity. Many projects required
just Construction Management or Inspection services, while others incorporated their own staff
for portions of the services. Other projects were design-build or another construction delivery
method that changes how Construction Management and Inspection Services are utilized.
Because of these factors staff is hesitant to provide a range o f anticipated costs at this time. The
total $140 million project cost for the WRRF includes construction management and inspection
services. Staff will bring Council a recommendation for these services that best fits the total
budget, conveys the intent of the project charter , and will deliver a successful project.
Staff will seek reimbursement for these services from the WRRF project’s State Revolving Fund
SRF) loan. On December 13, 2016 the City Council adopted a resolution to allow
reimbursement of advanced monies related to the construction of the WRRF. This resolution will
enable the City to seek reimbursement, if needed, for these services after the final agreement for
the SRF loan has been finalized, sometime later this year.
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ALTERNATIVE
Elect not to approve an RFP of construction management services. The City Council may elect
not to approve the RFP at this time. Staff does not recommend this alternative due to
complicated nature of the project and lack of City staff resource to perform the work. Bringing a
construction manager on-board early may also allow assisting the City in the bidding, bid review
and other aspects of project pre-construction.
Attachments:
a - Council Reading File - WRRF CM RFP Spec No. 91363CM
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Water Resource Recovery Facility Project
Spec. No. 91363 CM, Construction Management & Inspection Services
AGREEMENT
THIS AGREEMENT is made and entered into in the City of San Luis Obispo on
by and between the CITY OF SAN LUIS OBISPO, a municipal
corporation, hereinafter referred to as City, and CAROLLIO ENGINEERS, INC., hereinafter rereferred to as
Contractor.
W I T N E S S E T H:
WHEREAS, on May 15, 2018, City requested proposals for Construction Management and Inspection
Services for the City of San Luis Obispo Water Resource Recovery Facility (WRRF) Project per Specification No.
91363CM.
WHEREAS, pursuant to said request, Contractor submitted a proposal that was accepted by City for said
services.
NOW THEREFORE, in consideration of their mutual promises, obligations and covenants hereinafter
contained, the parties hereto agree as follows:
1. TERM. The term of this Agreement shall be from the date this Agreement is made and entered, as
first written above, until acceptance or completion of said services.
2. INCORPORATION BY REFERENCE. City Specification No. 91363CM and Contractor’s proposal
dated July 13, 2018, are hereby incorporated in and made a part of this Agreement.
3. CITY’S OBLIGATIONS. For providing services as specified in this Agreement, City will pay and
Contractor shall receive therefor compensation in a total sum not to exceed $8,285,452. City shall furnish Contractor
with available studies, reports and other data pertinent to the Contractor’s services; obtain or authorize the
Contractor to obtain or provide additional reports and data as required for the performance of the Contractor’s
services hereunder, and the Contractor shall be entitled to use and rely upon all such information and services
provided by the City or others in performing the Contractor’s services hereunder.
4. CONTRACTOR’S OBLIGATIONS. For and in consideration of the payments and agreements
hereinbefore mentioned to be made and performed by City, Contractor agrees to perform the work set forth in Exhibit
A, City Specification No. 91363CM and Contractor’s proposal. In the event there is a conflict between Exhibit A, City
Specification No. 91363CM and Contractor’s proposal, then the following order of precedence shall control: (1) Exhibit
A; (2) City Specification No. 91363CM; and (3) Contractor’s proposal. The Contractor shall complete the work and
services required herein in accordance with the prevailing standard of care by exercising the skill and ability ordinarily
required of consultants performing the same or similar services, under the same or similar circumstances in the State
of California.
5. AMENDMENTS. Any amendment, modification, or variation from the terms of this Agreement shall
be in writing and shall be effective only upon approval by the City Engineer.
6. COMPLETE AGREEMENT. This written Agreement, including all writings specifically incorporated
herein by reference, shall constitute the complete agreement between the parties hereto. No oral agreement,
understanding, or representation not reduced to writing and specifically incorporated herein shall be of any force or
effect, nor shall any such oral agreement, understanding, or representation be binding upon the parties hereto.
7. NOTICE. All written notices to the parties hereto shall be sent by United States mail, postage prepaid
by registered or certified mail addressed as follows:
City City Clerk
City of San Luis Obispo
990 Palm Street
San Luis Obispo, CA 93401
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Water Resource Recovery Facility Project
Spec. No. 91363 CM, Construction Management & Inspection Services
Contractor [ ]
8. AUTHORITY TO EXECUTE AGREEMENT. Both City and Contractor do covenant that each
individual executing this agreement on behalf of each party is a person duly authorized and empowered to execute
Agreements for such party.
9. THIRD PARTIES. The services to be performed by the Contractor are intended solely for the benefit
of the City. No person or entity not a signatory to the contract shall be entitled to rely on the Contractor’s performance
of its services hereunder, and no right to assert a claim against the Contractor by assignment of indemnity rights or
otherwise shall accrue to a third party as a result of the contract or the performance of the Contractor’s services
hereunder.
IN WITNESS WHEREOF, the parties hereto have caused this instrument to be executed the day and year
first above written.
CITY OF SAN LUIS OBISPO, A Municipal Corporation
By:
City Clerk City Manager
APPROVED AS TO FORM: CONTRACTOR
By:
City Attorney
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City of San Luis Obispo
Water Resource Recovery Facility Project
Construction Management and Inspection Services (Specification No. 91363CM)
Scope of Work
Task No. 1 – Bidding Phase Services:
The Design Engineer is the primary party responsible for providing technical assistance during
the bidding phase except for Contractor Selection Assistance. The Construction Manager (CM)
is responsible for supporting the construction bidding process and shall perform the following
tasks during the bidding phase for the construction contract:
1. Review Bid Documents: Review the Front End Documents and the Contract
Documents that specify:
Construction sequence and constraints (01 31 13).
Language specific to construction administration, including notice requirements,
conflict resolution, and claim procedures (00 72 00 & 00 73 00).
Requirements and procedures for maintenance of plant operations, including
access during the course of construction.
Requirements for taking existing facilities out of service, including responsibility
for removal and disposal of tank contents, cleaning of facilities, and purging of
digesters.
Scheduling (01 32 00)
Payment (01 29 00).
Submittal requirements (01 33 00).
Commissioning and Startup (01 91 00 & 01 91 14).
Temporary Facilities (01 50 00).
Contractor work areas, laydown areas and access.
2. Chair the Pre-Bid Conference: Lead the Pre-Bid Conference and prepare a
PowerPoint presentation for prospective bidders describing the Project scope of
work, bid proposal requirements, and key project issues. Assist in answering
questions from proposers on Divisions 00 and 01 in the Bid Documents. Provide a
draft copy of the PowerPoint presentation to the City a minimum of five (5) business
days in advance. Provide minutes detailing questions raised and discussions during
meeting a minimum of three (3) business days after the meeting.
3. Addenda to Bid Documents: Review addenda, prepared by Design Engineer, and all
correspondence as needed to address issues identified during the bid process.
Prepare addenda items specific to Division 00 and 01 in the Bid Documents.
4. Contractor Selection Assistance: Assist the City in evaluating bids on the
construction project and recommending award. Construction Manager will prepare a
Bid Tabulation, and submit a report with recommendations.
5. Bid Alternate Selection Assistance: Assist the City and the Design Engineer in
evaluating bid alternates and recommending selection.
6. Conformed Contract Document Review: Review conformed contract documents
prepared by Design Engineer and provide comments to Design Engineer to
incorporate.
7. Meetings Allowance: Include an allowance for 60 hours of the Construction Manager’s
time to participate in miscellaneous pre-construction and bidding phase activities
including, but not limited to, design progress meetings, risk workshops, startup and
commissioning planning meetings, and maintenance of plant operation meetings.
The allowance shall not be utilized without express written direction from the City.
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Water Resource Recovery Facility Project
Construction Management and Inspection Services Scope of Work
Specification No. 91363CM
Page 2
Task No. 2 – Project Management:
The CM Team is responsible for providing a Construction Manager (CM) that will be responsible
for the following general tasks and services. The CM shall ensure appropriate staff, including
Resident Engineers and Field Inspectors, are available to perform the services indicated
herein. The CM is responsible for maintaining ongoing interaction and communication with the
City, the City Program Manager, the General Contractor, and the Design Engineer.
Task 2.1 – Construction Management Plan
Construction Manager shall prepare a Construction Management Plan (CMP), which shall
include at a minimum the following items:
1. Organizational Structure: Provide the Construction Manager’s project organization,
individual assignments, duties and responsibilities, phone numbers, lines of authority,
and methods for interfacing with the City, the General Contractor, City Program
Manager, and the Design Engineer.
2. Project Control System: Establish document control systems and procedures for
documenting communications and correspondence using Procore. Provide new forms
and utilize standard forms included in the specifications that the Construction Manager
and General Contractor will be using to transmit and formalize all Requests for
Information (RFI), clarifications, submittals, inspector’s daily reports, progress
payments, and other official project documents.
3. Meeting and Occurrence Procedures: Establish schedules, notices, agendas,
meetings, reporting procedures, documentation requirements, and acceptance
processes in a timely manner.
4. Contract Compliance Procedures: Describe procedures for expediting and processing
submittal reviews, clarifications, change orders, and contract close out activities.
5. Submit a draft CMP to the City within fifteen (15) business days from the Construction
Manager’s notice to proceed (NTP) for review and approval by the City.
6. Construction Manager shall incorporate the City’s comments and revise the CMP within
five (5) business days from receipt of the comments.
Task 2.2 – Project Meetings
Construction Manager shall prepare agenda and other meeting documentation (i.e., submittal
log, RFI log, decisions log, etc.), conduct, and prepare/distribute meeting minutes for the
subsequent project meeting related to:
1. Kickoff Meeting: Assume a maximum two (2) hour kickoff meeting to be held at the
construction trailers, Corporation Yard, or other city facility.
2. Pre-Construction Conference: Construction Manager shall schedule and notify
appropriate parties, and conduct the Pre-construction Conference with the General
Contractor. The meeting shall cover the overall project objectives, responsibilities of key
personnel and agencies, schedules, schedule of values (bid breakdown), procedures for
handling submittals, correspondence, local agency permit requirements, requests for
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Water Resource Recovery Facility Project
Construction Management and Inspection Services Scope of Work
Specification No. 91363CM
Page 3
clarification, progress payments, change orders and other pertinent topics. Provide
opportunities to have the Contractor’s questions answered. The meeting shall
emphasize the project’s philosophy of teamwork and cooperation as goals to achieve a
safely constructed project, built on schedule and in accordance with all quality
requirements. The Construction Manager will be responsible for preparing
comprehensive meeting minutes.
3. Weekly Progress Meetings: Construction Manager is assumed to be present and meet
with City staff for the duration of the project at the construction site. The purpose of the
weekly meeting is to review the contract status and issues, construction status and
issues, schedules, status of Requests for Information (RFIs), change order proposals,
submittals and other documentation, and any other issues that need to be resolved.
4. Monthly Progress Meetings: Assume a two (2) hour meeting each month for the
duration of the Project to be held at the construction site. The purpose of the monthly
progress meeting is similar to the weekly progress meetings but with a broader
attendance, including the Design Engineer.
5. Partnering: The CM Team shall participate in regular partnering meetings with the City,
Design Engineer, Program Manager, General Contractor, key subcontractors, and other
key staff and Project stakeholders. Partnering is anticipated to include an initial 8-hour
workshop followed by quarterly 8-hour partnering sessions through the course of
construction. The CM Team’s principal, construction manager, assistant/deputy
construction manager(s), resident engineers/resident project representatives, startup
manager, lead inspectors, and field inspectors shall attend each partnering meeting..
6. Pre-Construction Scheduling Meeting: The CM shall chair a Pre-Construction
Scheduling Meeting with the City and the General Contractor. The scheduling
specification requirements and format of the construction schedule will be discussed in
detail at the meeting. The objective of the Pre-Construction Scheduling Meeting is to
facilitate timely submittal, review and approval of the General Contractor’s Baseline
Schedule with as few resubmittals as possible. The CM shall prepare an agenda five
5) business days in advance of the meeting and submit it to the City for review and
comment. The CM shall transmit meeting minutes to all attendees within three (3)
business days of the meeting. The CM shall assume two (2) hours for the Pre-
Construction Scheduling Meeting.
7. Miscellaneous Project Meetings: The CM shall chair additional meetings as required
to facilitate the Project work. Additional meetings shall include, at a minimum, shutdown
work plan reviews, maintenance of plant operation (MOPO) plan reviews, pre-
installation meetings, process instrumentation and control systems (PICS) coordination
meetings, and pre-submittal coordination meetings. The CM shall prepare agendas for
each meeting three (3) business days in advance for the City’s review and shall record
and transmit meeting minutes to all attendees within three (3) business days of each
meeting.
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Construction Management and Inspection Services Scope of Work
Specification No. 91363CM
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Task 2.3 – Progress Reporting
1. Construction Progress Report: A monthly progress report shall be prepared and
submitted to the City and shall include the following elements:
a. A summary of the prior month’s main accomplishments and current construction
activities.
b. Overall contractor’s conformance to contract schedule and quality requirements.
c. Identification of key problems, action items, and issues along with
recommendation for solutions.
d. Summary of progress payments, change orders, disputes, submittals, RFI’s, and
notices of noncompliance.
e. Photographs of representative project activities.
2. Construction Schedule: The CM shall be principally responsible for reviewing,
analyzing, commenting on, and approving the General Contractor’s preliminary
schedule, Baseline Schedule, weekly look-ahead schedules, monthly schedule
updates, and time impact analyses (TIAs). The CM shall closely monitor the General
Contractor’s activities and confirm that the field activities and the duration of those
activities match the information presented in the Baseline Schedule. Any deviations
must be accurately reflected in the General Contractor’s subsequent monthly update.
The CM’s review shall include an analysis of near critical activities and multiple float
paths through the schedule to monitor activities that could potentially fall on the critical
path and impact Project milestones. The CM’s schedule review procedures shall be
described in detail in the CMP.
3. Cost Control System: Establish a cost control system for monitoring and updating the
status of the project costs and budget throughout the project. The cost control system
shall be computerized and shall integrate cost and schedule. Report no less than once
per month on the status of the project cost and budget. The Construction Manager shall
coordinate with the City on any variances of the actual cost and budget.
Task 2.4 – Project Correspondence
Construction Manager shall document all relevant project communications and promptly
distribute to the City and applicable parties using Procore. Accurate records and documentation
must be maintained and updated by the Construction Manager. All original project documents
and final project reports shall be furnished to the City within sixty (60) calendar days following
filing of the Notice of Completion. These documents and reports shall also be furnished in
electronic format on flash drives.
Construction Manager shall maintain field memoranda, transmittals, updated schedules, logs
of shop drawings and other submittals, logs of RFIs, change orders, progress payment requests,
progress meeting reports, daily inspection reports and all other project correspondence.
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Water Resource Recovery Facility Project
Construction Management and Inspection Services Scope of Work
Specification No. 91363CM
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Task 2.5 – Web-Based Document Control System
Construction Manager shall utilize the project’s construction management system Procore, and
at a minimum, incorporate the following type of information:
1. Project Calendar (Interactive)
2. Document Management:
a. Correspondence format that allows the quick generation, recording, and printing
of letters to any contact at any company in the database.
b. Daily Reports that allow project members to enter information directly from the
remote site. Daily reports track construction activities, equipment, field labor,
material deliveries, site visitors, safety issues and weather.
c. RFI’s can be entered into the system by users and tracked through an
approval/response process.
d. Transmittal forms shall be customized for the project in a manner acceptable to
the City.
e. Project meeting notes shall be stored in the system and shall have the ability to
be sent electronically to project members.
f. Submittals shall have the ability to be transmitted electronically between project
members and tracked in a log.
g. Drawings shall be stored or uploaded so the most current versions are
accessible. Drawings shall be able to be attached for distribution and viewing as
well as non-destructive markup using a browser.
h. Photos and scanned images from a variety of sources can be displayed on the
photo pages or in the reports.
i. Punch lists shall be created to allow tracking, sorting, and displaying all punch
list items in each project.
Task 2.6 – Quality Assurance and Quality Control Plan
The CM shall develop a Quality Assurance/Quality Control (QA/QC) Plan with a
comprehensive, systematic approach to ensure and document that all elements of the Project
are constructed in accordance with the contract documents. The Plan shall include QA/QC
policies and procedures for all definable features of work and shall include onsite construction,
offsite fabrication of equipment and materials, and startup and commissioning activities. The
QA/QC plan shall include forms and checklists to be completed by the CM’s inspection staff to
verify conformance with the contract documents and applicable codes. The QA/QC plan shall
also include procedures to coordinate with the City’s Community Development Department for
inspection of habitable structures and other features of the Project within the jurisdiction of the
Community Development Department, procedures to coordinate with the Design Engineer for
structural observations, procedures to coordinate with the Geotechnical Engineer of Record for
subgrade inspections, and procedures to coordinate with specialty inspectors and materials
testing firms to satisfy the requirements of the contract documents. The CM shall include
provisions in its proposal to submit a draft and final QA/QC Plan and the final accepted Plan
shall be updated as the Project progresses.
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Construction Management and Inspection Services Scope of Work
Specification No. 91363CM
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Task No. 3 – Construction Contract Administration:
The Construction Manager shall perform the following construction contract administration
activities through the City:
Task 3.1 – Submittals and Requests for Information (RFI’s)
1. Construction Manager shall receive and create a log for all Contractor RFI’s and
submittals. Construction Manager shall review and respond to RFI’s and submittals
involving Divisions 0 and 1 in the construction documents and other general items
encountered in the field. For the RFI’s and submittals associated with Divisions 2
through 49, the CM shall review them for clarity, completeness, conformance to
contract guidelines, and consistency of titling conventions. If additional information is
needed, the CM shall coordinate with the Contractor to get the information. Once they
pass the QC tests, they shall immediately be transmitted to the Design Engineer. The
Construction Manager shall then monitor the Design Engineer review time to ensure it
does not exceed the contractual time limits. The Construction Manager shall review the
response from the Design Engineer for clarity, completeness, and possible changes in
scope and transmit the information to the General Contractor.
2. Construction Manager shall implement a program to ensure the contractor will
provide concise RFI’s.
3. Construction Manager and City Program Manager shall review vendor training lesson
plans and instruction manuals.
4. Construction Manager shall lead resolution of day-to-day construction issues raised.
Coordinate with inspectors, Design Engineer, General Contractor, City Program
Manager, and the City as required to reach resolution.
Task 3.2 - Contractor’s Change Orders and Disputes
Construction Manager shall:
1. Identify, prepare, log, and monitor all contract potential change orders, extra work,
change orders, and disputes.
2. Resolve scope of extra work and changes to the contract with the General Contractor
and obtain the City’s approval.
3. Prepare written justification, independent schedule impact, and independent cost
estimates for each change order and negotiate costs with the General Contractor.
Justification shall include: a statement of the extra work or change, detailed
description of the extra work or change, independent review of change order cost
broken down by labor-equipment-materials, background leading to the issue, a
confirmation from Design Engineer that the proposed change order is needed,
resolution alternatives and resolution recommendation for action by the City Program
Manager. The Construction Manager must submit change orders to the City for
approval within five (5) business days of the finalization of negotiations.
4. Assist and support the City in analyzing, responding to, negotiating, and resolving any
disputes. The Construction Manager shall report all verbal and written disputes
immediately to the City Program Manager and coordinate all disputes with him/her as
well.
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5. Coordinate with the Design Engineer, as necessary, regarding their review and analysis
of change order requests. The Design Engineer may perform special design services,
as necessary, for the analysis of change order requests.
Be aware that some Change Orders may require City Council approval. City Council meets the
first and third Tuesdays of each month. Items for the agenda must be submitted five (5) weeks
earlier.
Task 3.3 – Design Clarifications
Construction Manager shall identify the need for design clarifications through Information
Bulletins, and request preparation of design clarification to be performed by Design Engineer.
Construction Manager shall log and monitor all design clarifications.
Task 3.4 – Progress Payments
Construction Manager shall review General Contractor’s monthly payment request and make a
written recommendation for payment to be made by the City. The Construction Manager shall
ensure that the payment request meets the requirements of all project funding sources. The
Construction Manager shall develop a system to forecast the City’s cash flow needs based on
invoices processed for payments to Contractor, and invoices processed for reimbursement from
funding source(s) to the City. The Construction Manager must process progress payments using
the City’s standard format, or amended as needed based on the project funding source.
Task 3.5 – Record Drawings
Construction Manager shall coordinate the development of record drawings. The General
Contractor’s record drawings shall be reviewed on a weekly basis, and ensure that the record
drawings identify RFI’s, shop drawing revisions, change order modifications, etc. The CM shall
review the contractor’s record drawings at the end of each month prior to approving the
contractor’s monthly progress payment request. The Construction Manager shall review,
approve, and submit record drawings to the Design Engineer at 100 percent construction
completion for the Design Engineer to develop reproducible record drawings.
Task 3.6 – Operations and Maintenance Manuals
Construction Manager shall coordinate the preparation of Operation and Maintenance Manuals
OMMs) as provided by the Design Engineer and the General Contractor. Construction
Manager shall verify the number and content of the manuals to be complete and accurate based
on the completed work. The Design Engineer will submit a draft OMM (outline form only) when
the construction work is approximately 50 percent complete, and a draft OMM will be submitted
approximately one month prior to Substantial Completion.
Each OMM prepared by the Design Engineer is planned to include, but not be limited to: Catalog
cuts on equipment, factory test reports, recommended list of spare parts, maintenance
schedules, list of suppliers and phone numbers, electrical wiring diagrams and programming
ladder logic printouts, and a list of special equipment requirements and precautions.
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Task 3.7 - Project Start-up and Commissioning
Construction Manager shall provide all efforts required to inspect and monitor the Contractor’s
work for commissioning and start-up of all individual systems, as well as overall plant start-up.
The Construction Manager will coordinate and lead the efforts of the Joint Test Group (JTG). The Design
Engineer will review the testing and start-up plan provided by the Contractor and coordinate the
start-up and testing of the facilities. The Design Engineer will provide field assistance to the City
and Construction Manager during the following start up and testing activities: Factory
Demonstration Testing; Vendor/Manufacturer Testing of Equipment; 8-hour equipment
Functional Testing; Operational Testing (unit process or system testing); Membrane testing and
start-up; and 7-day clean water testing; or as amended in the final plans and specifications.
In addition to the Design Engineer, the CM shall perform a comprehensive review of the General
Contractor’s start-up and commissioning plan and provide review comments. The CM shall
lead the Joint Test Group (JTG) meetings with representatives from the City, Design Engineer,
General Contractor, Program Manager, key subcontractors, and key equipment suppliers.
Task 3.8 - Project Closeout
Construction Manager shall prepare detailed project punch lists at substantial completion of the
project. Coordinate the correction of deficiencies, schedule, coordinate, and conduct a final
walk-through with the Design Engineer, City Program Manager, and the City prior to the
acceptance of work. The following task must be completed during project closeout:
1.File the Notice of Completion.
2.Check and submit final payment requests from the Contractor following filing
of Notice of Completion.
3.Review and certify that the Contractor’s project record drawings are complete and
accurate.
4.Compile and submit operation manuals, maintenance manuals, instruction manuals,
parts lists, spare parts, and warranties for equipment procured as required by the
contract documents.
5.Prepare a Warranty Expiration spreadsheet for the project. This spreadsheet should
contain major equipment items and be broken down into specific process areas and
include a Product Name, Manufacturer, Serial Number, Warranty Period and
Warranty Expiration Date for each piece of equipment. Provide the spreadsheet
data in an electronic format.
6.Coordinate operator training for use of any specialty equipment.
7.Prepare a final executive summary report which provides a complete overview of the
contract, Contractor’s performance, accomplishments, a comparison of preliminary
and final project costs, cash flows, schedules, and recommendations for alleviating
design, construction management, and construction problems experienced on the
project, within sixty (60) calendar days following the filing of the Notice of Completion.
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8. Furnish all original project documents and final project reports to the City within sixty
60) calendar days following filing of the Notice of Completion. Provide the City support
for processing final paperwork following Notice of Completion. Project documents shall
be delivered to the City in form and fashion acceptable to the City. Deliver the original
project documents to the City in storage boxes with all documents labeled in
accordance with the project filing system and in standard file folders developed by
Construction Manager and approved by City. Files are to be placed in boxes by
sequential file number. Prepare a sheet for each box listing the contents. Deliver the
electronic files and documents created during the project on flash drives labeled with
the project name.
Task 3.9 – Risk Management
The CM shall develop a risk management strategy and shall develop and maintain a
comprehensive Project Risk Registry. The Project Risk Registry shall include a description of
each risk, potential cost and schedule impacts, probability of occurrence, responsible party,
mitigation measures, and current status. The Project Risk Registry shall be updated on a weekly
basis and shall be reviewed in each monthly progress meeting.
Task 3.10 – Safety
The CM shall promote safety awareness and culture of safe work practices on the project. The
Consultant shall review the construction contractor’s Injury and Illness Prevention Plan (IIPP)
and Job Hazard Analyses (JHAs) for content and completeness. The CM shall implement a
comprehensive IIPP for its own staff and shall comply with the contractor’s safety requirements
when present in the contractor’s work areas. The CM shall coordinate with the Contractor to
provide safe access for the City staff to conduct their various duties.
Task 3.11 – Mitigation Monitoring and Reporting Program (MMRP)
The Construction Manager will serve as the Project Mitigation Monitoring and Reporting
Coordinator and shall be responsible for ensuring that the mitigation measures detailed in the
MMRP are complied with during implementation of the Project. In addition, the Construction
Manager shall be responsible for ensuring compliance with the air quality mitigation measures
and conditions of approval detailed in the MMRP. The CM shall coordinate with the City, the
Program Manager, and third-party consultants to facilitate compliance with the worker training,
monitoring, and mitigation requirements in the MMRP.
Task No. 4 – Inspection Services and Materials Testing:
Construction Manager shall provide inspection services and materials testing including but not
necessarily limited to the following:
Task 4.1 - Construction Inspection
1. Provide inspection by qualified inspectors (including civil, mechanical, electrical,
instrumentation and controls disciplines) to ensure that the Contractor’s work follows the
contract documents. Special inspection must be provided for special items, and the
inspectors must be fully certified and qualified to perform work pursuant to Code and
regulatory requirements. Perform technical inspection at the jobsite or off-site of
materials and workmanship in accordance with the Contract Documents. The inspectors
shall not authorize extra work or approve of work that deviates from the Contract
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Documents.
2.Review Contractor’s three week “look ahead” schedules and coordinate inspection
staffing needs.
3.The CM Team will be responsible for all required reporting for the project as described
in the Mitigation Monitoring and Reporting Plan (MMRP) and will be required to
delegate responsibilities to contractor where appropriate through the contract
specifications; see Appendix 4 for MMRP.
4.The CM Team shall coordinate with the City’s Community Development Department to
satisfy the inspection requirements included in the contract documents. The CM Team
shall coordinate with the Design Engineer to perform structural observations at the
specified stages of construction. The CM Team shall coordinate with the Geotechnical
Engineer to perform subgrade inspections and other inspections required in the
contract documents.
Task 4.2 – Daily Construction Photos
Electronically photo-document ongoing construction daily. Prepare written description for each
digital photo and provide documentation. Save all daily photos electronically in Procore with all
photos identified by a detailed and descriptive file name in a manner to only be accessed by
City staff or authorized agent. This database shall be turned over to the City at the completion
of the construction contract.
Task 4.3 - Inspection Reports
Prepare and submit inspector’s daily reports, and review the format and content prior to
submitting to Procore in a manner to only be accessed by City staff or authorized agent. Prepare
daily reports of the construction activities including weather conditions, General Contractor’s
equipment and labor, work performed, materials used, site visitors, note delays in work and
reasons for the delays, and deficiencies. Prepare daily reports of deviations and non-
conformance to specifications and provide a timely response.
Task 4.4 – Materials Testing and Specialty Inspection
The Construction Manager will be responsible for material and soil sampling, field
analysis, laboratory testing, and all specialty field inspections (i.e., welding, roofing, structural
steel, coatings, high strength bolting, etc). The Construction Manager will coordinate these
services, review testing results, and transmit the testing or inspection reports, findings or
other related information to the various project stakeholders. The Construction Manager shall
include an allowance in its fee proposal for the provision of materials testing and specialty inspection services.
Coordination of factory testing is the responsibility of the Construction Manager. The Construction
Manager will coordinate these activities with the Design Engineer and General Contractor, and
review results prior to transmitting test results to the various Project members.
Task 5 – Ultraviolet (UV) Disinfection System Oversight and Advisory Services
Allowance)
The Construction Manager will provide UV disinfection system oversight and advisory services
during the pre-construction, construction, and startup and commissioning phases on an as-
needed basis. Services shall include, at a minimum, the following:
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1. UV System Design Review – The Construction Manager’s UV specialist will review the
specifications and drawings related to the UV system and provide comments and
recommendations for inclusion in the final bid package. The review will include, at a
minimum, the UV system specification, influent hydraulics, control strategies, startup and
testing requirements, instrumentation and controls. The Construction Manager shall will
prepare a draft and final memorandum detailing the results of its review. Comments
received from the City and the Program Manager will be reviewed and incorporated into
the final memorandum.
2. UV System Submittal Review – The Construction Manager’s UV specialist will review the
initial UV system submittal and subsequent resubmittals and provide review comments.
3. Factory Acceptance Testing – The Construction Manager’s UV specialist will review the
factory acceptance test (FAT) procedures proposed by the manufacturer and provide
review comments. Upon request by the City, the UV specialist shall attend and
participate in the FAT. The UV specialist will review the equipment supplied to ensure it
is compliant with the specifications and drawings as well as review the control
functionality that is programmed into the master control panel that controls the entire UV
system. The UV specialist will prepare a report detailing the findings and results during
the FAT and any observed deficiencies that must be corrected prior to the equipment
being shipped to site or prior to startup.
4. UV System Startup and Commissioning
a. Startup Plan – The Construction Manager’s UV specialist will participate in the
Joint Test Group (JTG) meetings and assist in the development of the startup,
commissioning, and validation plan for the UV system.
b. UV System Startup – Upon request by the City, the Construction Manager’s UV
specialist will participate in the UV system field startup and commissioning to
ensure the system is in compliance with the plans and specifications and that
testing is performed in accordance with the approved test plan. Field services
will include a review of the control system to ensure the system responds properly
to normal and abnormal operating conditions.
c. Checkpoint Bioassay – The Construction Manager’s UV specialist will oversee
the Checkpoint Bioassay. The Construction Manager’s UV specialist will review
the Checkpoint Bioassay protocol and the draft report to ensure it complies with
the Ultraviolet Disinfection Guidelines for Drinking Water and Water Reuse, 3rd
edition, published by the National Water Research Institute (NWRI) in
collaboration with the Water Research Foundation (NWRI and WRF, 2012). The
Construction Manager’s UV specialist will provide written comments to the
Checkpoint Bioassay protocol, the draft report, and the final report.
5. Meetings – The Construction Manager’s UV specialist shall participate in meetings with
the City, the Program Manager, the UV system manufacturer, the contractor, and the
Construction Manager upon request by the City.
The allowance shall not be used without express written direction from the City in advance of
performing any work billable to this task.
Exhibit A – Organization Chart
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CITY OF SAN LUIS OBISPO
WATER RESOURCE RECOVERY PROJECT
COST PROPOSAL
ALL FACILITIES INCLUDED
PIC Michael WarrinerConstruction Manager (CM) Steve EarpAssist. CM Robert NoconCivil/
mechanical Inspector 1 Tim VandammeCivil/
mechanical Inspector 2 Robert CarlonElectrical and I&C Inspector John BenusikCarollo Labor HoursCarollo Labor FeeExpensesCarollo FeeResident Engineer
Kathy Robinson (MEG)Startup
and Commissioning Carolo Sanchez (MEG)Field Clerk Cal Poly Intern (MEG)Rate 265$ $ 199 $ 183 $ 170 $ 155 $
159 $ 150 $ 178 $ 57 Task
1 Pre-Construction Services Subtotal 50 190 130 0 0 0 370 74,850$ 15,074$ 89,924$ 0
0 35 Task 2 Project Management Subtotal
225 1330 810 460 170 270 3265 620,005$ 111,418$ 731,423$ 940 0 228 Task 3 Construction
Contract Administration Subtotal 380 4070 5120 855
585 615 11625
2,181,400$ 363,864$ 2,545,264$ 3940 1600 137 Task 4 Inspection Services and Materials Testing Subtotal
0 710 180 4765 1805 4395
11855 1,962,860$ 327,410$ 2,290,270$ 1240 0 0 Task 5 UV Support and Consulting Services Subtotal 40,000$ Totals
655 6300 6240 6080 2560 5280 27115 4,839,115$ 817,766$ 5,696,881$ 6120 1600 400 Carollo
Budget 5,696,881$ Notes:Subconsultants 1,520,300$ 1. Budget is based upon a 36 month effort construction schedule starting in March 2019. Preconstruction support is
included. Mark-up on subconsultants 82,119$ 2. Construction field offices, utilities, and field equipment to be supplied by others Material Testing Services 400,000$ 3. Budget assumes
no special inspections other than those shown on drawings. Work is based on 8 hr days, 40 hr weeks.Markup on Material Testing Services 40,000$ 4. Other Direct Costs (ODCs) are billed at
Cost plus 10% markup. Travel
and Subsistence is
billed as
CITY OF SAN LUIS OBISPO
WATER RESOURCE RECOVERY PROJECT
COST PROPOSAL
ALL FACILITIES INCLUDED
Mimiaga Engineering
Group HoursMimiaga Engineering Group Labor Fee Expenses Mimiaga Engineering Group FeeMarkupCost estimator
Rob MiyajimaScheduler Rob SpringerCM Solutions HoursCM Solutions Labor FeeExpensesCM Solutions FeeMarkupTotal Hours per Task $ 155 $ 155 35 1,995$
188$
2,183$ 120$ 0 0 0 -$ -$ -$ $0 405 1168 153,996$ 633$ 154,629$ 9,645$ 82 64 146 22,630$
606$
23,236$ $1,268 4579 0 5677 883,609$ 3,869$ 887,478$
46,374$ 818 856 1674 259,470$ 6,954$ 266,424$ $14,392 18976 0 1240 186,000$ 350$ 186,350$ 10,320$ 0
0 0 -$ -$ 0
13095 8,