AgdaPkt 2006-12-11 - Laserfiche WebLink

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3) the key business terms; and, 4) the selection process. 78 Page 2 Then, the Council will be asked to vote on the recommended items described above. Thereafter, should the City continue with the process, the SBWMA will draft the request for proposal and agreement documents and return (prior to August 2007) to the Board and the member agencies for approval of the draft documents before they are issued. Background The SBWMA (previously the South Bayside Transfer Station Authority) is a solid waste joint powers authority of 12 member agencies that are located on the eastern and southern portion of San Mateo County from Burlingame to Menlo Park and East Palo Alto. Originally, the Authority was established to help with the development of the San Carlos Transfer Station. In 2000, the Authority exercised its option to acquire this facility. While the City has its own franchise agreement, the SBWMA works on behalf of its member agencies regarding the management of the agreements. In this case, the SBWMA is seeking to assist the member agencies through a coordinated competitive selection process. At the same time, the SBWMA is performing a competitive contractor selection process for operation of the Shoreway Recycling and Disposal Center. The benefits to the City of participating with other member agencies of the SBWMA include: . Maintaining economies of scale in the future which can be achieved through one company providing services to more than one jurisdiction. . Maintaining economies of scale in the future management of the collection agreements. . Obtaining economies of scale in the contractor selection process. In February 2006, the SBWMA established the PAF and PAC committees 1. From February through August 2006, these committees (with the support of SBWMA staff and consultants) held 16 meetings and reviewed over 50 agenda reports on alternative programs, facility arrangements, contract terms, and selection processes. The committees were guided by the following values: . Ensure that the future contractor delivers cost-effective quality programs that will result in increased diversion (to achieve and sustain state-mandated diversion goals) and customer convenience. . Establish high standards for collection performance and customer service with corresponding liquidated damages for non-performance that can be easily measured and assessed. . Achieve reasonable rates through cost-effective program design. best management practices requirements, and a competitive selection process. An overview of the contractor selection process, including a schedule, was provided to the Council in May 2006 which identified seven milestones at which the City Council would be asked for comments or decisions. r n August and September 2006, a summary of the P AF and PAC committee recommendations were presented to the Council prior to the vote at 1 Mike Gibbons. Parks. Recreation and Community Services Manager, represented the City on the PAF committee while Brian Ponty, Finance Director, chaired the PAC committee. 2