AgdaPkt 2008-01-28 Clsd and Reg - Laserfiche WebLink

Browse Search

6.1E As the right column in the table above shows, staff did not request that the Council Page 2 authorize additional funds in August 2006, because the pace of spending in the previous year was significantly less that originally expected. The primary reason for this shift was that the project team amended its approach to the irrigation site retrofits, and instead of scheduling construction on customer sites ahead of installation of distribution pipelines, the work was pushed back to immediately follow pipelines. This provided more time for acquiring custorner applications for service, gain design approval from the State Dept. of Health Services (now the State Dept. of Public Health), and finally to negotiate and receive site entry agreements for each customer site. Since this pre- retrofit work was accomplished by several project tearn members working together, the average monthly costs for Kennedy/Jenks services were relatively low. However, since Retrofit Bid Package No. 1 was awarded in the spring of 2007, the arnount of time required of K1J staff has increased and will stay at the previously-projected peak level, as all remaining commercial and streetscape irrigation retrofits of the 57 are approved and constructed in Redwood Shores and the Seaport area. Any homeowner association sites that may voluntarily apply for service are not included in the scope of this agreement. The design and construction of site retrofits has proven more complex than originally anticipated due to the need to convert multiple meters at many sites. Staff has concluded that the original assumptions about the level of effort required for site retrofits were low and certain sites with multiple meters require a higher level of effort to retrofit all irrigation meters. Additionally, the project team has determined that the irrigation site retrofits should be bid in several bid packages instead of in a single bid package as initially envisioned. K/J will continue to provide support with bidding and CM services for these additional bid packages as well as for additional customer site supervisor training. And finally, K1J expertise in the team will support a learning process for new Public Works Services employees, who will follow up the initial retrofits with continuing;'iff';:~ customer service, regulatory inspections and reporting, and problem-solving as needed.' . K/J will continue to provide technical support and assistance to industrial customers in the Seaport area for their process plant retrofits. Staff has concluded that the original team assumptions about the level of technical/regulatory support services that industrial customers will need for successful completion of retrofit designs were too conservative. What has been learned in working with businesses in the Seaport Area is that technical/operation staff members and their consultants need more guidance and problem-solving help in order to correctly design changes for maximizing the use of recycled water. The team feels that adding K/J resources, as well as other project assistance is vital to reaching the goal of maximum industrial conversions by 2010. The anticipated outcorne of the changes, emerging challenges. and adding additional retrofit sites as described above is that the project will require a higher level of effort in Phase One than originally estimated. Staff expects to return to Council in early 2009 with an additional amendment to this agreement, which will be based on a rnore refined understanding of needs. In the interim, staff recommends that the City Council approve the remaining 35% of funding authorization, amending the Agreement in the not-to- exceed amount of $574,200, from $1,066,200 to $ 1,640,400. At the current expenditure rate, this amendment should sustain work through at least the end of 2008. ALTERNATIVES The work included in the scope of services could be provided by adding city staff for the remaining project period (2008 through 2010). However, this would entail at least six