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and connection fees are now before the City Council Utilities Committee and staff. Staff is <br />very satisfied with the services and work products received to date from Kennedy/Jenks. <br /> <br />On July 31,2002, the South Bayside System Authority (SBSA) Commission gave direction <br />to SBSA staff to initiate negotiations with Kennedy/Jenks for design of the proposed <br />recycled water storage tank(s) and system pump station (both facilities will be constructed <br />on the premises of SBSA for the City's ultimate ownership, operation and maintenance). <br />Kennedy/Jenks was already on contract with SBSA to design the required treatment <br />improvements for the production of recycled water by SBSA. Therefore, the question <br />arose as to the potential benefits of having one engineering firm as lead designer for the <br />entire system, as opposed to a different firm and team doing a portion of the work. <br /> <br />Alternatives <br />The question before the Council is: How should Redwood City initiate selection <br />procedures to obtain professional engineering services for the design of a recycled water <br />distribution system? The alternatives are: <br /> 1. Staff could write and issue to the engineering community a Request For Proposals <br /> (RFP) and conduct a competitive selection process. The final step would be for <br /> Council to approve an agreement with the most qualified firm. <br /> a. Pro's: Gives staff and Council a chance to affirm Kennedy/Jenks <br /> qualifications and capabilities in the face of a second round of competition, or <br /> to choose a different firm that could emerge as equally or more qualified. <br /> b. Cons: The estimated time required to complete this sequence of tasks is <br /> three to four months. There are no guarantees that the outcome would <br /> either reduce design costs or result in better quality design and/or <br /> constructed facilities. <br /> 2. Staff could, on the basis of the prior competitive selection process, formally request <br /> a proposal from Kennedy/Jenks Consultants. The specific services, scope, costs <br /> and make-up of the K/J design team would be negotiated, and an agreement held <br /> for Council approval subsequent to project approval. <br /> a. Pro's: The time needed to complete this procedure is estimated at 4 to 5 <br /> weeks - such that final project schedule would not be held up by this task. <br /> Gives staff and Council a chance to hand-pick Kennedy/Jenks staff deemed <br /> especially well-qualified for this project, and then to negotiate billing rates, <br /> scope. Provides maximum degree of certainty (accountability) that the <br /> technical and operational complexities of coordination with the SBSA <br /> projects are maximized. <br /> b. Cons: There are no guarantees that the outcome would either reduce design <br /> costs or result in better quality design and/or constructed facilities - only <br /> reasonable probability. If the staff and K/J were to reach impasse on <br /> contract terms, a delay in design could result. <br /> <br /> 3. The City could decide to approach the design and construction of the distribution <br /> system differently,, and utilize a "design-build" process instead (similar to that used <br /> recently for construction of the new Fire Station 11). It is not clear that all work <br /> performed within this format would meet the State's reimbursement criteria for <br /> potential grants and loans. <br /> <br /> 2 of 3 <br /> <br /> <br />