95-21672 Reso
RESOLUTION NO.
95-21672
A RESOLUTION OF THE MAYOR AND CITY
COMMISSION OF THE CITY OF MIAMI BEACH,
FLORIDA, APPROVING A THIRD AMENDMENT TO THE
AGREEMENT BETWEEN THE CITY OF MIAMI BEACH
AND CAMP DRESSER & MCKEE, INC., FOR
PROFESSIONAL ENGINEERING SERVICES FOR WATER
SYSTEM MASTER PLAN AND PROGRAM MANAGEMENT
OF CITYWIDE IMPROVEMENT PROJECTS AND
AUTHORIZING THE MAYOR AND CITY CLERK TO
EXECUTE THE AMENDMENT.
WHEREAS, on December 1, 1993, the Mayor and City Commission approved
Resolution No. 93-20981, authorizing the Mayor and City Clerk to execute an Agreement between
the City of Miami Beach and Camp Dresser & McKee, Inc., providing for engineering services
for the development of a water system master plan and to provide overall program management
of citywide infrastructure improvements (Agreement); and
WHEREAS, on July 13, 1994, the Mayor and City Commission approved
Resolution No. 94-21221, authorizing the Mayor and City Clerk to execute Amendment No.1 to
the Agreement adding Task 2, "Coordination of the Series "A" Bond Issue & Priority Projects",
to the scope of work; and
WHEREAS, on September 8, 1994, the Mayor and City Commission adopted
Resolution No. 94-21289, which authorized the execution of Amendment No. 2 to the
Agreement, adding the Stormwater Rate Study under Task 2, "Coordination of the Series "A"
Bond Issue & Priority Projects", to the scope of work; and
WHEREAS, Task 2, "Coordination of the Series "A" Bond Issue & Priority
Projects" has been completed with the sale of the water and sewer revenue bonds in June 1995;
and
WHEREAS, the Water System Master Plan which has been completed in
accordance with contract specifications indicates that the four existing welded steel plate potable
water ground storage tanks should be replaced at this time; and
1
WHEREAS, it is necessary to proceed with Phase II - Final Design for
replacement of the four steel plate tanks with four prestressed concrete tanks and with Program
Management for Infrastructure Projects Task 3 - "Bidding and Construction Phase: Coordination
of Projects Bidding and Construction Schedules, Review of Construction Bids, Cash Draw
Projections, Monitoring Monthly Expenditures, Coordination of Active Construction Projects";
and
WHEREAS, prior to commencement of same, the Administration, through its
Public Works Department, has reviewed the scope of work for both Phase II - Final Design for
replacement of the four steel plate tanks with four prestressed concrete tanks and Program
Management for Infrastructure Projects Task 3 - "Bidding and Construction Phase: Coordination
of Projects Bidding and Construction Schedules, Review of Construction Bids, Cash Draw
Projections, Monitoring Monthly Expenditures, Coordination of Active Construction Projects";
and
WHEREAS, said scope of work has resulted in a Third Amendment to the
Agreement, attached as Exhibit" A" hereto.
NOW, THEREFORE, BE IT DULY RESOLVED BY THE MAYOR AND
CITY COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA, that the Mayor and
City Clerk are authorized to execute the attached Amendment No.3 to the Agreement between
the City of Miami Beach and Camp Dresser & McKee, Inc. for Professional Engineering Services
for Water System Master Plan and Program Management of Citywide Improvement projects.
~~
(I City Clerk
26th day of
Jul
, 1995.
ATTEST:
FO:';,. ,c.a'KuVED
Legal Dept.
Jc.:;;)
By
Date
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VOA\RDR
c:\rdrlcmlprogmngt.am3
2
CITY HALL 1700 CONVENTION CENTER DRIVE MIAMI BEACH FLORIDA 33139
CITY OF MIAMI BEACH
COMMISSION MEMORANDUM NO. to Q.@. -95
TO:
Mayor Seymour Gelber and
Memben of the City Commission
DATE:
July 26, 1995
FROM:
ILl
J..... Garda-Pedrosa
City Manager ;
APPROVING AND' ~UTHORIZING EXECUTION OF A TInRD
AMENDMENT TO THE AGREEMENT BETWEEN THE CITY OF MIAMI
BEACH AND CAMP DRESSER & MCKEE, INC. (CDM) FOR
PROFESSIONAL ENGINEERING SERVICES FOR WATER SYSTEM
MASTER PLAN AND PROGRAM MANAGEMENT OF CITYWIDE
IMPROVEMENT PROJECTS.
SUBJECf:
ADMINISTRATION RECOMMENDATION
It is recommended that the City Commission approve a resolution authorizing the Mayor and the
City Clerk to execute Amendment Number Three to the Professional Services Agreement for the
Water System Master Plan and Program Management of Citywide Improvement Projects between
the City of Miami Beach and Camp Dresser & McKee, Inc.
BACKGROUND
On December I, 1993, the City Commission passed Resolution No. 93-20981 authorizing the
Mayor and City Clerk to execute an agreement between the City of Miami Beach and Camp
Dresser & McKee, Inc. to provide engineering services for 1) the development of a water system
master plan; and, 2) overall program management for coordinating the Infiltration Inflow
Program, the Storm Water Master Plan, the Pump Station Upgrades and water main improvement
projects with future State, County and City of Miami Beach roadway improvements.
Phase I - Water System Master Plan was authorized at a lump sum fee of $289,775. Engineering
services for Program Management were authorized on a negotiated task basis, based on scheduled
rates. Task 1 - Overall Program Mobilization and Data Collection was approved at a fee not to
exceed $50,000,
AGENDA ITEM
R-1~B
1-u..q~
DATE
Comm;ll.'iion Memorandum
Page 2
July 26, 1995
On July 13, 1994, the City Commission adopted Resolution No. 94-21221 which authorized Task
2 - "Coordination of the Series A Bond Issue & Priority Projects" at a fee not to exceed the sum
of $85,000 and on September 8, 1994, the City Commission adopted Resolution No. 94-21289
which, under Task 2, authorized the Stormwater Rate Study at a cost of $29,858.
The scope of work for Task 2 was primarily related to the preparation of financial and technical
data and information for the Series A bond program which included a more accurate definition
and scheduling of priority projects and their related costs. As an integral part of Task 2, CDM
worked closely with the City's financial advisor and members of the financing team and provided
necessary financial and technical input to the financing team. CDM, as overall Program Manager,
prepared the consulting engineer's report for the Official Statement on the issuance of Water,
Sewer and Stormwater Revenue Bonds, Series A of 1994.
Task 2 - "Coordination of the Series A Bond Issue & Priority Projects" has been completed with
the sale of the water and sewer revenue bonds in June 1995 and Camp Dresser and McKee, Inc.
has submitted a proposal for performing Task 3- "Bidding and Construction Phase: Coordination
of Projects Bidding and Construction Schedules, Review of Construction Bids, Cash Draw
Projections, Monitoring Monthly Expenditures, Coordination of Active Construction Projects"
of the Program Management for Infrastructure Projects.
Concurrent with the above Program Management efforts, the Water System Master Plan was
completed in accordance with contract specifications. The Water System Master Plan report
extensively evaluated the four existing welded steel plate potable water ground storage tanks which
have a total capacity of about 17 million gallons. The four tanks, which are between 40 and 50
years old, were found to require extensive maintenance. The roof structure on one tank has begun
to fail. Comparative preliminary cost estimates for rehabilitating the four existing steel tanks
versus replacing them with four new prestressed concrete tanks indicates that the tanks should,
in fact, be replaced at this time.
Camp Dresser and McKee, Inc. has submitted a proposal to provide Phase II -' Final Design for
replacement of the four steel plate tanks with four prestressed concrete tanks, which will include
engineering, site surveys, and geotechnical services as well as permitting and bidding services.
ANALYSIS
Program Management for Infrastructure Projects -Task 3 - .Bidding and Construction Phase:
Coordination of Projects Bidding and Construction Schedules, Review of Construction Bids, Cash
Draw Projections, Monitoring Monthly Expenditures, Coordination of Active Construction
Projects.
Commi~<;ion Memorandum
Page 3
July 26, 1995
It is estimated, at this time, that these services will be required for an approximate period of
30 months. The level of effort required for these services in the course of implementing the water
and sanitary sewer system improvements to be funded by the $59,710,000 bond issue will be
carefully reviewed during the Work Plan Development. Payment for required services will be
based on the schedule of hourly billing rates included within the proposed amendment to the
existing Agreement, and not to exceed a budget amount of $500,000.
Phase n - Final Design for replacement of the four steel plate tanks with four prestressed
concrete tanks
Camp Dresser & McKee, Inc. will provide fmal design, which will include engineering, site
surveys, and geotechnical services as well as permitting and bidding services, for replacement
of the four steel plate tanks with four prestressed concrete tanks at a Lump Sum Fee of $120,528.
Estimate of Probable Construction Cost:
Contingency:
Construction Cost Budget:
$2,900,000
290 000
$3,190,000
CONCLUSION
It is recommended that the City Commission approve a resolution appropriating funds and
authorizing the Mayor and City Clerk to execute Amendment Number Three to the Professional
Services Agreement for the Water System Master Plan and Program Management of Citywide
Improvement Projects between the City of Miami Beach and Camp Dresser & McKee, Inc. with
funding to be obtained from the Series A water and sewer bond funds.
JGP\VOA\RDR
Attachments
t::\zdI'Ian\w6pQpDl.-'
AMENDMENT No, 3
TO
AGREEMENT BETWEEN
CITY OF MIAMI BEACH
AND
CAMP DRESSER & McKEE INe.
FOR PROFESSIONAL SERVICES FOR WATER SYSTEM MASTER PLAN
AND PROGRAM MANAGEMENT OF CITYWIDE
INFRASTRUCTURE IMPROVEMENTS
WHEREAS Phase I (Master Plan) of Part 1 (Water System Improvements) has been
completed, and;
WHEREAS one of the recommendations of the Master Plan was the replacement of
the City's four steel plate potable water ground storage tanks with four prestressed
concrete tanks, and;
WHEREAS one of the aforementioned existing tanks, located on the north end of the
25th Street complex, has been found by the City to have visible signs of deterioration;
and;
WHEREAS the City of Miami Beach wishes to proceed with Phase II (Final Design) of
the Water System Improvement with regard to the four aforementioned tanks; and;
WHEREAS Tasks 1 and 2 of Part 2 (Program Management for Infrastructure Projects)
have been completed; and;
WHEREAS the financial program for the sale of revenue bonds was developed and
the Series 1995 Bonds were sold in June 1995 to cover the costs of the first two years
of a five-year program for infrastructure improvements; and;
WHEREAS the bidding and construction of various infrastructure projects will begin
in the near future requiring the initiation of Task 3, "Bidding and Construction Phase"
of Program Management for Infrastructure Improvements,
NOW, THEREFORE, the aforementioned Agreement between the City of Miami Beach
(CITY) AND Camp Dresser & McKee Inc. (CONSULTANT) the "Agreement" is
hereby amended as follows:
1. Schedule A (Scope of Services, Compensation and Schedule), Part 1 (Water System
Improvements), Phase II (Final Design), Page A-8 (immediately above the heading
Phase ill-Services during Construction), add the following sentence: "The
CONSULTANT will provide final design services (including engineering, site
surveys and geotechnical services), as well as permitting and bidding services, for
replacement of four existing steel plate tanks with four prestressed concrete tanks,
as described in Attachment A".
EXHIBIT "A"
pd0603
2. Schedule A (Scope of Services, Compensation, and Schedule), Part 2 (Program
Management for Infrastructure Projects) Program Management Tasks, Page A-IS,
add the following sentence: "The CONSULTANT will provide Task 3 Program
Management Services, "Bidding and Construction Phase: Coordination of Projects
Bidding and Construction Schedules, review of Construction Bids, Cash Draw
Projections, Monitoring Monthly Expenditures, Coordination of Active
Construction Projects", as described in Attachment B-1".
3. Schedule A, Compensation Section (page A-12): Add the sentence "Compensation
for Phase II (final Design) for the aforementioned water storage tanks shall be a
lump sum amount of One Hundred and Twenty Thousand Five hundred and
Twenty-Eight Dollars ($120,528). Invoicing shall be monthly, based upon the
percentage of completion.
4. Schedule A, Compensation Section (page A-IS): Add the sentence:
"Compensation for Task 3 Program Management for Infrastructure Improvements,
Bidding and Construction Phase, will be based upon hourly billing rates (per
Schedule B-2) times hours spent by labor category, plus reimbursable expenses up
to a maximum of $500,000 (five hundred thousand dollars). Invoicing shall be on
a monthly basis. Compensation for subsequent tasks shall be mutually
determined upon completion of the preceding task, and implemented via
Amendment to this Agreement. Total compensation under this Agreement,
including previous Amendments No.1 and 2 and this Amendment No.3, is a
sum not to exceed $1,075,161 (One Million Seventy-five Thousand and One
Hundred and Sixty-One Dollars).
5. Schedule A, Schedule Section: (page A-12): Add the sentence "Completion of
Phase II (Final Design) for the aforementioned water storage tanks shall be within
150 days from CONSULTANT's receipt of written authorization to proceed from
the CITY.
6. As provided for in Section 1.8 (Construction cost Budget) the Construction Cost
Budget for the four potable water storage tanks is hereby set as follows:
Estimate of Probable Construction cost =
2,900,000
Contingency (10%)
290,000
Construction Cost Budget =
3,190,000
7. Schedule A, Schedule Section: (page A-15): Add the sentence "Completion of
Task 3, (Bidding and Construction Phase) Program Management for
Infrastructure Improvements shall be 30 months from CONSULTANT's receipt of
written authorization to proceed from the City.
8. All other terms and conditions of the Agreement shall remain the same.
(The remainder of this page is intentionally left blank)
pd0603
IN WITNESS WHEREOF, the parties hereto have hereunto caused these presents to be signed
in their names by their duly authorized officers and principals, attested by their respective
witnesses and the City Clerk on this 5th day of October. 1995
ATTEST:
w~
(j CITY ERK
ATTEST:
~lu.
(Signature)
0000-402-MW-AIPMB
pd04Bla
MAYOR
CONSULTANT
CAMP DRESSER & McKEE INe.
By
~~d
Armando 1. Perez. Vice President
(Type name of person signing)
FORM APPROVED
hpl Dept.
By Ts>
Date 1-'1.4-<;:)
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ATTACHMENT A
PROPOSAL TO PROVIDE DESIGN SERVICES, DEMOLITION AND
REPLACEMENT OF FOUR EXISTING STEEL PLATE POTABLE
WATER GROUND STORAGE TANKS WITH FOUR 4.0 MG
PRE-STRESSED CONCRETE TANKS
CITY OF MIAMI BEACH
FEBRUARY 21, 1995
BACKGROUND
The city's water distribution system has four welded steel plate potable water ground
storage tanks. Two of these tanks, each with a capacity of 458 million gallons, are
located on the 75th Street Booster Pump Station property. The other two tanks, one
with a capacity of 3.2 million gallons and the other with a capacity of 4.6 million
gallons, are located adjacent to the Public Works Department complex on 25th Street.
The four ground storage tanks have a total capacity of about 17.0 million gallons. The
stored water is used to supplement the water supply during periods of high demand
and for fire suppression storage. These tanks are refilled by system pressure during
periods of low demand, generally at night. Based upon record drawings, the two
tanks at 75th Street are 40 to 45 years old and the two tanks at 25th Street are
approximately 50 years of age.
The four tanks are in need of extensive maintenance, particularly in regard to
sandblasting and painting, as a minimum. Lead based paint was used the last time
the tanks were painted which has an impact on the cost of repainting, because the
sandblast residue becomes a hazardous waste. The city has received an estimate of
$700,000 to sandblast and repaint each tank. The age of the tanks, collectively
between 40 and 50 years, suggests that they may be at, or near, the end of their useful
lives and that a major maintenance effort would not be money well spent. This
cunclusion has recently been strengthened by the discovery that the roof structure of
the north tank at the 25th Street complex has begun to fail. This situation requires
major repair work in at least one tank, which it is believed would be costly.
Replacing these tanks with prestressed concrete tanks of approximately the same
capacities is an option which was evaluated in the Water System Master Plan and
ultimately recommended. These concrete tanks present a pleasing appearance and
require minimal maintenance, particularly the interior of the tank, which does not
require painting. Comparative preliminary cost estimates for rehabilitating the four
existing steel tanks versus replacing them with four new prestressed concrete tanks
are presented below.
It will be noted that it is only marginally more expensive to replace the existing steel
tanks with prestressed concrete tanks. Some disruption to normal system operations
would be experienced during the construction. Further, these cost estimates, which
were generated for use in the master plan, do not include the costs for major repairs
to any of the four existing tanks. Replacement of the four existing tanks are
considered to be required improvements to the city's water system and their cost is
included in the Series A Water and Sewer Bond Issue.
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0000-402-MD-AIPDA
pd0467
Comparative Project Cost Estimates:
A. Rehabilitate Existing Tanks
1. Tank inspection and report
2. Sandblast and paint four tanks
@ $700,000 per tank
3. Weld and plate repair, four tanks
@$25,000 per tank
Estimated Rehabilitation Cost
Contingencies @ 10%
Subtotal
Engineering, field inspection and
project administration @ 15%
Total Estimated Project Cost
B. New Prestressed Concrete Tanks
1. Demolish four existing tanks
2. Foundation preparation and piping,
four tanks @ $75,000 per tank
3. 4.0 million gallon prestressed concrete tanks,
four tanks @ $600,000 per tank
4. Additional tank equipment,
four tanks @ $25,000 per tank
Estimated Construction Cost
Contingencies @ 10%
Subtotal
Engineering, construction services and
project administration @ 20%
Total Estimated Project Cost
$ 50,000
2,800,000
100.000
$2,950,000
295.000
$3,245,000
486.750
$3,731,750
$ 100,000
300,000
2,400,000
100.000
$2,900 000
290.000
$3,190,000
638.000
$3,828,000
Assuming an equal range of accuracy between the two estimates, as presented, the
option to replace the tanks is recommended. This recommendation is based primarily
upon the value to the city of having entirely new facilities versus rehabilitating
facilities that are 40 to 50 years old. The construction period for the four tanks is
estimated to be 24 to 30 months. Allowing for an inflationary cost increase of 3.0
percent per year, the estimated project cost at the time of construction becomes
$4,002,000.
PROPOSED SCOPE OF WORK FOR DESIGN SERVICES
The scope of work is the preparation of the contract plans and specifications for
replacement of the four existing welded steel plate ground storage tanks with four
new prestressed concrete tanks as a single construction contract. The new tanks will
be constructed, one at a time, on the same location of the tank it is replacing. By
doing this, three tanks will be in service at all times, however, a longer construction
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0000-402-MD-AIPDA
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period will result. Each new prestressed concrete tank will have a storage capacity of
4.0 million gallons. These are circular tanks with domed roofs. The exterior surface
will present a stucco effect and will be painted. Using the same height as the existing
tanks, the new tanks will be 170 feet in diameter. Because the tanks are in developed
areas and visible from the street it has been assumed the city will want special
architectural treatment. It is also proposed to provide perimeter landscaping at the
tank sites.
The four existing steel tanks must be demolished and the better approach to the
performance of the demolition work is by separate contract. We, therefore, propose to
provide a separate set of bid and contract documents for this demolition work, which
would be performed in phases. These phases would essentially be demolition of
existing tank one for construction of new tank one. As this new tank is completed, it
would be placed into service and existing tank two would be demolished for
construction of new tank two, with the sequence continuing until all four new tanks
are in place.
We anticipate that the following list of contract drawings will be required, at a
minimum.
A. List of Drawings. Tank Demolition Contract
1. Cover sheet
2. General sheet G-l
3. Demolition site plan 25th Street
4. Special demolition details, 25th Street
5. Demolition site plan, 75th Street
6. Special demolition details, 75th Street
B. List of Drawings. Construction Contract for New Tanks
1. Cover sheet
2. General sheet G-l
3. General sheet G-2
4. General site plan, 25th Street
5. Yard piping plan, 25th Street
6. Paving, grading and drainage plan, 25th Street
7. General site plan, 75th Street
8. Yard piping plan, 75th Street
9. Paving, grading and drainage plan, 75th Street
10. Miscellaneous civil site details
11. Tank plan, elevation, section and details
12. Tank equipment and piping connection details
13. Tank architectural treatment details
14. Landscape plan, 25th Street
15. Landscape plan, 75th Street
16. Instrumentation loop diagrams and details
17. Electrical site plan, 25th Street
18. Electrical site plan, 75th Street
19. Electrical elementary diagrams
3
0000-40Z-MD-AIPDA
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The record drawings for the existing ground storage tanks are quite old and lack
detail, particularly in regard to present site conditions. Surveys of the two tank sites
are therefore considered to be necessary. These will be ground topographic surveys
of the immediate areas around the tanks and will show surface physical features and
provide spot ground surface elevations. We propose to use the services of Zurwelle-
Whittaker, Inc. to provide these site surveys.
In like manner, while the existing ground storage tanks have been in place for long
periods of time indicating stable soil foundation conditions, deep soil conditions in the
Miami Beach area may be variable. Accordingly, we propose to make two deep soil
borings on the perimeters of each of the four existing tanks, a total of eight 100 foot
borings. We propose to use Wingerter Laboratories, Inc. to provide these geotechnical
services. Both Zurwelle-Whittaker and Wingerter Laboratories would be
subconsultants to CDM.
PROTECT BUDGET. DESIGN AND PREPARATION OF CONTRACT PLANS AND
SPECIFICA TIONS.
A. Tank Demolition Contract Drawings (6)
Labor Category ~ Hourly Rate Imill
Environmental Engineer 80 $99 $ 7,920
Civil Designer/Drafter ~ 56 13.440
320 $21,360
B. Contract Drawings for New Tanks (19)
Labor Category Hours Hourly Rate Thtll
Environmental Engineer 80 $ 99 $ 7,920
Civil Designer/Drafter 452 56 25,312
Senior Electrical Engineer 24 102 2,448
Electrical Engineer 80 56 4,480
Electrical Designer/Drafter 90 51 4,590
I/C Engineer 40 96 3,840
I/C Designer/Drafter 60 56 3,360
Landscape Architect -8Q 75 6.000
906 $57,950
e. Project Management
Labor Category ~ Hourly Rate Total
Officer 32 $130 $ 4,160
Project Director 40 100 4,000
Project Engineer 40 65 2,600
Project Engr/Specifications 80 65 5,200
Contract Admin/Support 24 37 888
Clerical/Support -..AQ 37 1.480
256 $18,328
4
0000-402-MD-AIPDA
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Total Hours
Total Labor Costs
1,482
$97,638
Other Direct Costs
Computer
Travel, meals
Printing, copies,
communications
Miscellaneous
$2,000
1,800
2,000
LQQQ
Total Other Direct Costs
$ 6,800
$ 2,000
Site Surveys (Zurwelle-Whittaker)
Geotechnical Services (Wingerter Laboratories)
$14.360
TOTAL LUMP SUM FEE, DESIGN SERVICES,
SITE SURVEYS & GEOTECHNICAL SERVICES
$120,528
5
0000-402-MD-AIPDA
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ATTACHMENT B-1
CITY OF MIAMI BEACH
PROGRAM MANAGEMENT FOR INFRASTRUCTURE PROJECTS
TASK 3. - "BIDDING AND CONSTRUCTION PHASE: COORDINATION OF
PROJECTS BIDDING AND CONSTRUCTION SCHEDULES, REVIEW OF
CONSTRUCTION BIDS, CASH DRAW PROJECTIONS, MONITORING
MONTHLY EXPENDITURES, COORDINATION OF ACTIVE CONSTRUCTION
PROJECTS"
SCOPE OF SERVICES, COMPENSATION AND SCHEDULE
IUL Y 14, 1995
BACKGROUND
Task 1 of Program Management for Infrastructure Improvements, referred to as
"Project Mobilization and Data Coordination", was completed in May 1994. This task
assembled project capital cost data for infrastructure improvements which included
improvements to the city's water, wastewater and stormwater systems. This effort
produced a letter report entitled "Letter Report Concerning Financial Aspects of City's
Program Management for Infrastructure" as requested by the City Manager. This
preliminary report was submitted on April 15, 1994. The primary purpose of this
report was to provide guidance to the City Commission in regard to the need for
these improvements, their estimated costs and the need for a Series A (first phase)
bond issue. The City Commission responded positively to the need for these
improvements and authorized development of a financial program.
The April 15, 1994 Letter Report, which was based on preliminary data, broadly
defined and identified the approximate costs of improvements to the water and sewer
systems and the stormwater management system to be initiated in the near-term.
Task 2 was initiated to more clearly identify the full scope of projects required in the
water, sewer and storm drainage systems and to refine, as much as possible, the total
project costs thereby producing a more accurate value for the bond issue.
Identification of these projects and their related costs were prepared in association
with Kimley Horn and CH2M Hill and reflected in the Program Manager's engineer's
reports. This additional project identification and cost refinement for water and
wastewater systems improvements resulted in the value of the Water and Sewer
Revenue Bonds Series 1995 becoming $59,060,000. For reasons involving the interlocal
agreement between the City and the County, the bond issue for storm drainage
improvements, which has a separate revenue source, has been temporarily delayed.
However, a stormwater utility rate study was performed as a part of Task 2.
The April 15, 1994 letter report stated that utility rate increases would be necessary to
support the bond issues and cost of service analyses and rate studies were prepared
for the water and sewer and stormwater utilities during the first quarter of 1995. In
-1-
-,
addition to the determination of the final value of the Water and Sewer Revenue
Bonds Series 1995, the Program Manager, under Task 2, worked closely with city staff
and the city's financial advisors in the development of the financing program for the
bond issue. A major item in this effort was preparation of the consulting engineer's
report for the Official Statement for the bond issue. The Program Manager's services
under Task 2 have been completed with the sale of the water and sewer revenue
bonds in early June 1995.
TASK 3 - SCOPE OF WORK
At this time, with the sale of the water and sewer bonds, Program Management for
Infrastructure Projects moves into the project bidding and construction phase and
assistance in the financial management of the bond issue. Under Task 3, following
the Program Management Work Plan Development (described later), the Program
Manager will assist the city staff in coordinating the projects bidding and construction
schedules, reviewing construction bids, preparing monthly cash draw projections,
monitoring monthly expenditures and providing coordination between active
construction projects. However, we are assuming that CDM will not have any design
reviews for work to be done by other consultants. As Program Manager, CDM will
also continue to coordinate the storm drainage improvements and assist as needed in
the development of the financial program for the related bond issue, which has been
separated from the water and sewer bond issue. The Program Manager will also
assist the city, as needed, in regard to public information and public meetings which
may be required in relation to any of the construction projects.
3.1 Program Management Work Plan DeveloJ'ment
The first work effort under Task 3 will be the development of the Work Plan
document. CDM Program Management senior staff will visit the City's proposed
Infrastructure Working Group (to be composed, among others, of the City Manager,
Public Works Director, Finance Directors, Procurement Officer and senior legal staff).
Over the course of about two days the CDM staff will discuss with the City staff the
following subjects:
. Scope of Project
Scope description including limitations and citizen concerns (e.g., traffic flow
during Boat Show, street closings)
Related projects (e.g., North Shore, Lincoln Road)
Major areas of responsibility for project management (use of internal and lor
external resources and external coordination - e.g., with private utilities such
as telephone, gas, etc.)
. Factors for Success
Factors for success initially including citizen expectations
Likely shift in Factors for Success
Project milestones and controls
Possible obstacles and barriers
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pdb00541
. Assistance in Financial Planning (Management of Bond Funds)
Project budgets
Cost estimates
Cash flow analyses
Financial and fiscal plan
. Management Plan
Critical authorizations and approvals
Overall projects schedules with milestones
Management organization (responsibility matrix), including proposed Capital
Improvement Division within Public Works
Labor management, including accounting for City's staff and equipment
Construction schedules and advice on construction packaging
Dispute resolution
. Procurement Plan Assistance
Procurement schedule
Procurement approach
Procurement of services
. Environmental Management Plan
Environmental reviews
Permits
Following the consensus-building sessions with the City, CDM staff will document the
agreements reached and describe the work to be done and the work products (e.g.,
Computerized Project Schedule and CADD Project Map). This information will be
contained in the Work Plan document, which CDM will transmit to the City in draft
form for comments. CDM will incorporate the City's comments and then submit the
document in final form. The document will be the guide for conducting program
management during the ensuing 30 month period, as discussed below.
3.2 Work Plan Implementation
The Work Plan is intended to be a living document, and as such subject to fine-tuning
on a periodic basis (about once a month) as specific issues are encountered.
Aside from this fine-tuning, most of the work will consist of activities relating to a
number of construction projects, some more critical than others, that will be bid and
started. A construction program of this magnitude and variety requires careful
scheduling of the bidding and construction of the several projects for a number of
reasons. The tracking of the set of properly sequenced projects will be accomplished
by means of a computerized Master Summary Program Schedule.
The following measures will be taken in regard to construction packaging, projects
bidding and construction coordination:
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pdb0054'
. review construction documents prepared by design firms for consistency with the
desired sequencing.
. size and package projects so as to facilitate bidding by small and/or minority
contractors, as judged desirable by the City.
. schedule bidding and construction start dates to eliminate conflicts between
projects and to minimize concentration of projects at any given time period within
a particular area of the city.
. schedule bidding and construction start dates so that the more critical projects are
begun at the earliest possible dates.
. schedule bid dates in a manner that allows contractors sufficient preparation time,
so as to foster competition in bidding.
. schedule construction projects with respect to geographic location so as to reduce,
to the greatest extent possible, the impact on major city events. Provide for
temporarily stopping construction of a project where conflict with a major city
event may not be avoided, if the nature of the event warrants the potential cost.
. schedule construction projects requiring street closings to reduce (to a minimum)
the impact on traffic and business and inconvenience to the public.
. coordinate utilities installations with the streets repaving and reconstruction
program to eliminate the need for repetitive work.
. keep the public informed of the status of ongoing construction projects and the
start dates and construction times for new projects.
The Program Manager will assist the design consultants as needed in evaluating the
bids and comparing them to the engineer's estimates to determine if there are any
major variations between the low bid and the engineer's estimate. If the bid is higher
than the engineer's estimate, the Program Manager will assist the design consultant
and City to evaluate, in light of total funds available, whether the additional cost
may be absorbed within the total program or if the scope of that particular project
must be reduced. The Project Manager will maintain a running account of the cost
status of each project in relation to its original share of the bond funds.
As each project is bid and awarded, the Program Manager will obtain from the
contractor a monthly cash draw range, based on contractor's "window" between early
and late finish dates, which will be forwarded to the city's Finance Department to
assist it in managing the bond funds. This monthly cash draw range schedule for
each project will be plotted and the monthly pay requests for that project will be
tracked against the original plot. A monthly financial report covering all projects
under construction will be submitted to the Finance Department to further assist it in
managing the bond funds. A copy of this report will also be submitted to the Public
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Works Department. Each contractor will be required to update his original cash draw
schedule on a quarterly basis.
Monitoring the construction phase of a particular project will be the responsibility of
the design consultant and the Program Manager will not be involved on a day-to-day
basis. The Program Manager will, however, analyze each construction project on a
monthly basis as to: general status, compliance with schedule, change in completion
date, monthly pay requests and cost overruns. This information will be included in
the monthly financial report described above. The financial report will include
summary information (based on data provided by the City) on City labor and
equipment cost expended on projects by the City's proposed Capital Improvements
Division within the Public Works Department or other City staff. The Project
Schedule will include coordination with private utility companies (eg, Southern Bell,
FPL, gas and cable companies, etc.), as well as Dade County and FDOT. It will reflect
street closings, which will also be depicted on a CADD map. The Project Schedule
and CADD map will also track progress of non-bond issue projects such as North
Shore and Lincoln Road improvements. The CADD map will be based on data from
the design consultants.
To the extent possible from available data, CDM will track O&M cost reductions
resulting from infiltration/inflow reduction capital projects.
In addition to these basic services, the Program Manager will attend meetings of the
City's Finance and Capital Improvements committees, as well as weekly meetings of
the proposed Infrastructure Working Group.
As the City's option, the Program Manager is available for the following:
. set up and attend regulatory agency workshops intended to expedite permit
review.
. provide support to the City staff in evaluation of contractor claims.
. attend City Commission meetings as needed.
. attend Public Information meetings.
. prepare material for the City's public information staff to prepare a newsletter for
contractors describing contracts and projected bidding times.
TASK 3 - COMPENSATION
Attachment B-2 lists the Consultant Hourly Rates for Compensation which have been
updated to be effective beginning July 1, 1995.
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TASK 3 - SCHEDULE
It is estimated, at this time, that the inclusive period of time for these services will be
30 months from the date of a notice to proceed.
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ATTACHMENT B-2
CAMP DRESSER & McKEE INC.
SCHEDULE OF HOURLY BILLING RATES
June 12, 1995
CATEGORIES
HOURLY
RATES
PROFESSIONAL SERVICES:
Professional I
Professional II
Senior Professional
Principal/i\ssociate
Officer
$ 65.00
80.00
90.00
115.00
130.00
PROFESSIONAL SUPPORT SERVICES
Staff Support Services
Senior Support Services
$
50.00
65.00
FIELD SERVICES
Professional
Senior Professional
$
40.00
60.00
PROTECT SUPPORT SERVICES
Project Administration
$
37.00
NOTE:
RATES EFFECTIVE BEGINNING JULY 1, 1995. Rates are subject to
adjustment on January 1 and July 1 of each year.
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