HomeMy WebLinkAboutPW West End Village ReportAgenda Item No: 14
Meeting Date: 5-19-08
SAN RAFAEL CITY COUNCIL AGENDA REPORT
Department: Publi Works
45
Prepared by: City Manager Approval:
Directortublic Works (SC)
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SUBJECT: Report on the Impact of Acceleration of Work and Early Finish for the Fourth
Street West End Village Project (PW)
RECOMMENDATION: Accept report.
PROJECT BACKGROUND:
The San Rafael Redevelopment Agency and City staff received requests over a period of several
years from West End Village merchants and property owners regarding the deteriorating
conditions of the roadway and sidewalk areas along Fourth Street from D Street to Second Street.
The Redevelopment Agency was instrumental in the construction of street and sidewalk
improvements in the downtown section of Fourth Street in 1998. At that time, funds were not
available to continue the improvements into the West End Village section of Fourth Street.
In 2004, the City secured a $689,000 Surface Transportation Program (STP) grant to perfonn
roadway improvements. However, roadway resurfacing triggers Americans with Disability Act
(ADA) access requirements on the adjacent sidewalks. Liquidambar trees planted by the City in
1986 have uplifted many sections of the sidewalk making a complete sidewalk replacement
project a necessity. Staff envisioned a project to resurface the roadway, remove and replace all
curb, gutter and sidewalk, improve accessibility to businesses, harvest and replace the street
trees, and evaluate and upgrade the storm drainage system. In addition, the 100 -year-old sanitary
sewer system required replacement (project paid by the San Rafael Sanitation District).
On May 1, 2006, the City Council approved a contract with Harris & Associates to design
improvements for West End Village neighborhood, on 4`h Street from D Street to the
convergence of 2nd and 4`h. The project scope included replacing damaged sidewalks and
roadways to improve safety for pedestrians and motorists; compliance with ADA accessibility
and parking standards; new curbs and gutters; new streetlight pole foundations; a joint trench to
FOR CITY CLERK ONLY
File No.: 14— I yC 9- S -4a
Council Meeting: �' Iq /09 -
Disposition: ac -(Q i7r. &pd)gL
Page 2
accommodate future traffic system upgrades; decorative lighting and events receptacles;
landscaping, lighting and other amenities. The design was completed on December 20, 2007 and
issued for advertising. The bid opening was on February 5, 2008. The apparent low bidder was
Bay Cities Paving, Inc., with a low bid of $3,504,382.00.
On February 19, 2008, staff recommended that the City Council adopt a resolution rejecting all
bids, and authorizing staff to rebid the project. This was due to bid irregularities, which were
based on ambiguities in Government Codes, Business and Professions Codes and our Contract
Documents regarding sub -contractor licensing requirements.
The project was re -advertised on March 5, 2008 with a bid opening of March 18, 2008. On
March 18, 2008 the re -bid project bids were opened with Ghilotti Construction Co. submitting a
low bid of $3,278,234.65. This amount is $226,147.35, or 6.5%, lower than the low bid
submitted on February 5, 2008. The re -bid low bid amount is approximately 60% of the
Engineer's Estimate.
ANALYSTS:
The contract time schedule for this project is for 1 year (240 working days), with a complete shut
down of work from Thanksgiving to the New Year. The project will restart in January and
continue through the wet winter months and be completed in the summer of 2009 as bid. Work
in the winter months is potentially very messy and muddy and less than desirable and will delay
the summer estimate with each rain day. During the project outreach and numerous meetings
with merchant and residents there was a consensus to try and finish the project as early as
possible and by Thanksgiving if at all possible.
After the project was awarded by the City Council on April 7`h, 2008, staff entered into a
Partnering Agreement with the Contractor, Ghilotti Construction, which set teamwork goals to
reduce construction impacts and better improve communication. At that meeting we asked the
contractor if was possible to substantially complete the project by Thanksgiving, in lieu of the
full contract time being summer 2009. The initial response was doubtful but after several days
analyzing the critical path network, Ghilotti acknowledged that this may be possible by
accelerating the work and working on 2 work segments simultaneously, although this would
have a cost impact due to additional construction crews, supervision, equipment, materials and
extended work schedules.
Two options were discussed.
1. Substantially complete most of the work by Thanksgiving. Work that would be
completed is the flat work (sidewalks), joint trench, lighting, some landscape
improvements but excluded tree planting and paving. Landscaping and tree planting
could be continued during the winter shutdown as this work minimally impacts the
merchants and parking, or performed the following year along with the paving. There
would be NO GUARANTEE from the contractor but he would endeavor to meet this
deadline.
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2. Committed completion of work by Thanksgiving, including all landscaping and paving.
If work was not complete the contractor would pay Liquidated Damages to the city in the
amount of $2500 day.
In order meet either option, the Contractor will need to work concurrently on two stages at a
time until the completion of all 8 stages. At no time will two adjacent stages be worked on
allowing for parking between each work area. The cost impact to accelerate the work to be
complete by Thanksgiving is $200,000 with a $50,000 incentive for Option 2. Both options
would save 96 working days from the original 240 working day schedule, but only option 2
is committed and comes with a liquidated damages clause. The contractor would need to
provide whatever forces are required to ensure completion by the date certain. The additional
costs include additional equipment, materials, staff, overtime, supervision and overhead to
make the Thanksgiving date.
This project is currently being managed and inspected by 2 contract consultants. One is the
resident engineer and the other the construction inspector. The City would save considerable
project funds by having these two consultants and our own project management personnel
finish early. The savings from the two consultants alone comes to $219,051, plus internal
project oversight.
During many of the public meetings the merchants and residents agreed that short-term pain
is better than long term pain, but this was from a limited number of people. In order to
obtain input from as many people as possible staff sent out a ballot to all merchants and
residents requesting their opinion on an early finish. So far there is a strong majority for the
acceleration of work and early finish. Early counts have 28 in favor and only 1 against.
FISCAL IMPACT:
The following table shows the cost impacts for accelerating the work for Option 2 which
increases the contract amount by $250,000 for the committed finish. The potential cost savings
to the overall project with the early finish are more than the acceleration costs due to the savings
in consultant time. There is an overall savings of $40,000 to the project in addition to the good
will that will be generated to the neighborhood.
EXISTING SCHEDULE vs. EARLY FINISH (PROPOSED)
EARLY FINISH (PROPOSED)
EXISTING (PRESENT
May 1, 2008 to November 26,
2008
CONTRACT)
Note(s)
Contract Days = 240
Harris &
Associates
May 1, 2008 to May 20,
2009
Category -Eden
Planned
Note(s)
Expense Code
Amount
Design -01
$602,932
Harris &
Associates
EARLY FINISH (PROPOSED)
Days =144
May 1, 2008 to November 26,
2008
Proposed
Amount
Note(s)
$602,932
Harris &
Associates
Page 4
Construction -02
$3,769,970
(Including 15%
Thanksgiving
Opening (Includes
$50k incentive)
$306,671
Contingency)
Construction
$0
Not a part of
CCO's- 02A
initial bid
Construction
$525,722
Vali Cooper
Management -03
(Const.Mgr),
$5,090,595
Ghirardelli
(Inspection)
Land
Acquisition -04
Site Testing -05
$50,000
Furniture and
Equipment -06
Supplies and
Services -07
Personnel -08
$185,036
Project
Management
Other Elements -
99
Total Projected
$5,133,660
Cost
OPTIONS:
$3,769,970
(Including 15%
Contingency)
$250,000
Thanksgiving
Opening (Includes
$50k incentive)
$306,671
Vali Cooper
(Const.Mgr),
Ghirardelli
(Inspection)
$50,000
$111,022
Project
Management
$5,090,595
The Fourth Street project is an important project for the City of San Rafael. Completing the
project by Thanksgiving will be to the benefit of the local merchants and public. The City is
receiving a tangible benefit. This is truly a win-win solution for all parties. Should these options
not be selected, the City risks further delay to the contract (passed May 20, 2009) should weather
not cooperate. Contract items such as paving are dependent on ambient temperature and rain.
The City Council may reject these options and the project will be completed within the original
time schedule which is by May 20, 2009, but staff does not recommend this option. The options
do not increase the project budget yet provide substantial benefit to the public and the City.
ACTION REQUIRED:
Staff recommends that the City Council accept the report which will allow the Director of Public
Works execute a contract change order with the Contractor for Option 2, in the amount of
$200,000, plus an incentive of $50,000.
CITY OF SAN RAFAEL
ROUTING SLIP / APPROVAL FORM
INSTRUCTIONS: USE THIS FORM WITH EACH SUBMITTAL OF A CONTRACT, AGREEMENT,
ORDINANCE OR RESOLUTION BEFORE APPROVAL BY COUNCIL / AGENCY.
SRRASRCC GENDA ITEM NO.
DATE OF MEETING: 5-19-08
FROM: ANDREW J. PRESTON
DEPARTMENT: PUBLIC WORKS
DATE: 5-15-08
TITLE OF DOCUMENT:
REPORT ON THE IMPACT OF ACCELERATION OF WORK AND EARLY FINISH FOR THE
FOURTH STREET WEST END VILLAGE PROJECT
Department Hea (signature)
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(LOWER HALF OF FORM FOR APPROVALS ONLY)
APPROVED AS COUNCIL / AGENCY
:aTEPM
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nager (signature)
NOT APPROVED
REMARKS:
APPROVED AS TO FORM:
City Attorney (signature)
File No.: 16.01.229