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HomeMy WebLinkAbout6. MANAGERS REPORT 4/16/02Mount Prospect Public Works Department INTEROFFICE MEMORANDUM TO: FROM: DATE: SUB J: VILLAGE MANAGER, MICHAEL E. JANONIS WATER/SEWER SUPERINTENDENT APRIL 11, 2002 RFP RESULTS; WATER/SEWER SYSTEM- SUPERVISORY AND DATA ACQUISITION (SCADA) COMPUTER NETWORK CONTROL BACKGROUND The current 2002 budget has allocated funding for replacement of our existing Supervisory Control and Data Acquisition (SCADA) computer system, which controls and monitors all of our water distribution and sewer collection network. This computer network was installed as part of the project to connect the Village to Lake Michigan water in the early 1980's. The central SCADA network was installed at the Public Works facility to monitor and control the operations of the water distribution and sewer collection systems without the need for operators to continually visit each facility site and record reading or make adjustments. The system, manufactured by Aquatrol Digital Systems, has been in operation for over sixteen (16) years and is need of replacement. Aquatrol Digital Systems has since gone out ofbusineas and getting replacement parts and service has become somewhat restricted. Additionally, the system has limited capability as compared with c~t SCADA technology and its proprietary nature requires us to rely exclusively on outside service support for all of the problems that may arise. Therefore the Village solicited proposals for technical engineering services to replace the present SCADA network and up-grade the control network to facilitate improved performance, reliability, and provide for some future expansion. The integrator selected will be responsible for the design, installation, and start up of the new SCADA network along with the preparation of a formal bid and specification for the purchzse of all the necessary hardware, software, and materials, needed to complete the project. REQUEST FOR PROPOSALS On Friday, January 1 I, 2002, proposals were received fi.om five (5) of the seven (7) qualified system integrators who were sent RFPs. All of the solicited proposals were from system integrators who had previously performed this type of work for other municipalities with similar control systems. Unfortunately, two (2) of the five (5) proposals had to be disqualified due to irregularities in their submittals. One of the proposals, from Automatic Control Services (ACS), was incomplete and did not provide all the necessary services, which were requested. The other proposal, submitted by Allan Engineering, contained an inordinately low number of project Page 2.. RFP Results; Water/Sewer System- SCADA Computer Network April 11, 2002 hours. After careful review staff determined, based on our estimate and the other proposals we received, that the project could not be completed at the stipulated price within the hourly amount allotted. Below please find the results of the RFPs; -RFP RESULTS- SCADA NETWORK TOTAL PROJECT INTEGRATOR PROJECT HOURS COST COMMENTS ICCS, Woodard&Curran 1777 $197,092 Best overall co. Highest project Kamp/Synergy 2242 $205,188 hours Deadline Inc. 1634 $222,610 Good credentials DISQUALIFIED Incomplete ACS 1346$109,640* proposal Low hourly Allan Engineering 890 $132,880 estimate * Does not include GPS cost as it was not submitted. DISCUSSION Our approach to this project is twofold. First, we intend to hire a systems' integrator to review our existing network and help us design, install, and start-up a new and improved system. Secondly, we are asking that same integrator to prepare a formal bid document for all the necessary hardware, soft:ware, and other appurtenances required to complete the project. This is a hybrid Design/Build method, which offers the advantage of bidding all of the materials without the mark-up, which is usually associated with the material purchase process. As you can imagine, the materials will undoubtedly represent a very large portion of the total project cost. It also allows us to have direct control over the project's course because we will be dealing directly with our integrator who is ultimately responsible for the network's successful operation. All of the respondents were aware of the unique nature of this project and all but one, (ACS), toured the facility and discussed the project with staff. Follow-up interviews were conducted with two (2) of the respondents, ICCS and Kamp/Synergy. The interviews provided staff an opportunity to review the project with the integrator. The interviews also allowed us to question their experience and conceptual approach to the project. References submitted by ICCS and Kamp/Synergy were thoroughly checked and in some eases site visits were made to some of their recently installed systems. RECOMMENDATION Based on our interviews with the finalists, I recommend accepting the best qualified proposal of $197,092, submitted by ICCS, a unit of Woodard & Curran of Savoy, Illinois. After discussing our project goals with ICCS and their experience with similar projects of this scope we found age 3.. RFP Results; Water/Sewer System- SCADA Computer Network April 11, 2002 them to be the most competent and experienced. The technical depth and service support that ICCS brings to the table will allow us the ability to construct a SCADA network, which will have an open architecture and be easily supported from a variety of vendors. With your approval, the Village will be hiring an integrator who has had many successful projects to their name. Other Illinois municipalities who have had work completed by ICCS include; Downers Grove, Naperville, Bloomington, Oswego, and Danville. Although many of their projects have been completed in Illinois, they are a national company and have worked extensively around the east coast and the midwest. On page 253, of the 2002 Budget book, in account no. 6105505-670038 there is $450,000 in the Water/Sewer fund for this project. Additionally, we have carried over $60,000 from the 2001 budget year for a total of $510,000. Once ICCS receives Board approval for the project they will begin design on the system. Shortly thereafter we will receive an estimate on the material costs at which time we will evaluate our available funding. Roderick O'Donovan I Concur: ~)irect~'~r of Pubh/c Works, Glen R. Andler ROD O: MICHAEL E. JANONIS, VILLAGE MANAGER FROM: DATE: MICHAEL J. FIGOLAH, FIRE CHIEF APRIL 4, 2002 ceP¥ SUBJECT: FIRE STATION 12 IMPROVEMENTS Fire Station 12 is located at 1601 West Golf Road (at Busse Road). This station was built in 1964 to provide fire and EMS protection for the then-growing south side of Mount Prospect. The original cost of the station was $190,000. Over the last 38 years this facility has served the community well and continues to do so. The location of the station is situated as to provide acceptable response times to the area of the Village it is intended to serve. Other than remodeling the kitchen by firefighters in 1993, the station has had no major improvements. The building structure and parking are in excellent shape. However, the building is in need of many repairs and modifications to remain fully functional. IDENTIFYING THE ISSUES In Mamh 2000 the Fire Department 5-Year Comprehensive Plan identified many needed improvements (see Attachment #1). The most significant of the recommended improvements was the poor performing heating, ventilation, and air conditioning (HVAC) system, in response to many winter-time heat system failures, the Fire Department budgeted $150,000 in the Capital Improvement Plan and Public Works budgeted $65,000 for station improvements and replacement of the current (original) boiler. However, once a mechanical contractor and architect inspected the current HVAC system they recommended changing the existing hot water heat system in the living areas with new rooftop forced air units, while still maintaining a boiler for the basement and apparatus floor. Since the change to roof top HVAC units requires the ceilings to be removed, a new roof, and upgraded electric, this work was not performed until the entire scope of the project was addressed. It became evident that the improvements should be attempted under one plan instead of dividing the project into multiple stages. In May 2000 the Fire Department entered into an agreement with Sente & Rubel Architects to perform a feasibility study of Station #12. The department chose Sente & Rubel Architects because of their extensive work and very favorable references with many suburban fire station design and construction work. Sente & Rubel was asked to H:\I Archives\04 April\MF-Station #12 Improvements-MEJ.doc evaluate the issues identified in the 5-Year Comprehensive Plan (Attachment #1). Within a couple weeks Public Works and Fire Department pereonnel met with the amhitect and mechanical engineer to begin the process of evaluating the needs and recommend a solid course of action. Subsequent to the prefessional help that was elicited, the members of the fire department were asked for their input. IDENTIFYING A PLAN Soon there after a schematic drewing illustreting the station modifications and projected costs was received. All fire department personnel, key Public Works personnel, and the Village Manager reviewed the plans and previded comments and suggestions. These suggestions were discussed and included in revised drawings and projected costs. See Attachment #2 for the fire station renovation drawing. See Attachment #3 for a detailed list of projected project costs. Attachment #4 illustrates the existing fire station floor plan. The Fire Station #12 project, as submitted, addresses the following concerns and issues: · Complies with American with Disabilities Act requirements · Provides for female firefighter-friendly facility · Addresses long-range infrastructure requirements · Provides a back-up electrical generator for entire building · Allows for 2 additional shift personnel · Addresses current and future technology requirements · Temporary housing for shift personnel FUNDING The total cost for the project is estimated at $1,060,532. As mentioned earlier the Fire Department has $150,000 identified in the ClP for Station #12 improvements. Public Works has budgeted $85,000 for station improvements that were intended for some of the identified improvements. State Representative Carelyn Kreuse was able to provide $400,000 towards this project threugh a Member Initiative GranL State Senator David Sullivan previded $150,000 threugh a Member Initiative Grant. CIP Station 12 $150,000 Public Works Repairs 85,000 Representative Krause 400,000 Senator Sullivan 150,000 Total Funding $785,000 Total Project Cost Identified Fundinq Budget Deficit $1,060,532 785,000 ($275,532) In discussions with the Village Manager, the options for covering the $275,000 gap in funding include: 1) Adding necessary amount in the Village Hall/Parking Deck Bond Issue, 2) Draw down on General Fund reserves, or 3) Defer or eliminate other pending capital projects. Discussions with the Finance Director regarding funding options are pending. PLAN OF ACTION There are several construction management methods to pick from. The method of construction that I recommend for this project is Construction Management at Risk (CM). CM is recommended because of the early involvement of the construction professional that will oversee the entire project starting when the project is on the drawing board. The CM allows for a fast track approach to the project, long-lead purchases of major items which will eliminate sub-contractor additional mark-ups, added expertise during the design phase, monitoring of budgets, and a collaborative approach between the owner, amhitect, and construction manager. The CM will be responsible for seeking competitive bids for each of the projects sub-contractors and make sure that all of the sub-contractors are bonded and insured. The relationship established with Sente& Rubel Architects on the feasibility study and overall plan (including budget) has been very positive. They brought a wealth of experience that benefited the project. Pricing for their professional services and construction costs appear to be very competitive. We have had some preliminary discussions with Nick Papanicholas, of Nicholas and Associates/Nepco, Inc., to serve as construction manager. Nepco has worked on several municipal projects including the Veterans' Memorial Band shell, and have received very favorable recommendations. Additionally, Nepco and Sente& Rubel have worked together on more than 20 municipal projects. With Village Board approval it is our desire to enter into the above stated agreements immediately so that bids may be let in late summer and work can begin in fall of this year. Fall is an advantageous time for the start of construction because the school construction season will have ended and contractors will bid this project favorably because it is a project that will be largely performed inside during the winter season. At this point, I would like to request approval to waive the RFP requirements and enter into contract negotiations with Santa & Rubel Architects and Nepco, Inc. of Mount Prospect. MF Attachments illage of Mount Prospect Mount Prospect, Illinois INTEROFFICE MEMORANDUM COPY TO: FROM: DATE: SUBJECT: MAYOR GERALD L. FARLEY AND BOARD OF TRUSTEES VILLAGE MANAGER APRIL 3, 2002 FIRE STATION 12, 1601 WEST GOLF ROAD REMODELING PROJECT As you may recall, one of the major initiatives in the Fire Department's Five Year Plan was the remodeling and updating of the Fire Station located at Golf and Busse Roads. Station 12 is the busiest of our three Stations and since its construction, some 38 years ago, has never seen any major remodeling, infrastructure uPgrades or Code-related improvements. For the last year, Chief Figolah and his staff have been working with Architect Joseph Rubel, of Sente & Rubel, on a feasibility study (contract not to exceed $7,800) to identify all building deficiencies, and develop a remodeling plan along with associated costs. The current cost estimate for the project is slightly in excess of $1 million ($1,060,000). At the present time, we have approximately $785,000 of funds on hand or available through Grants to complete the project. The 2002 Budget includes $150,000 for Station 12 improvements and $85,000 to replace the existing boiler. We were also lucky enough to secure legislative member initiative grants through Representative Carolyn Krause ($400,000) and Senator Dave Sullivan ($150,000). Total: $785,000. The $275,000 shortfall, while significant, is, I believe, manageable given our ability to leverage over $500,000 of "free" money from the State. The Chief and I will be working with Doug EIIsworth on our options to cover the "gap." Given that member initiative grants have time limits, it behooves us to move forward with this project on an expedited basis. Also, as explained below, bidding the project later this summer should result in favorable construction pricing. That being said, it will be necessary to first track the final design, construCtion drawing development and bidding of the project. t is my intention to provide you with a more detailed information package at the April 9 Committee of the Whole meeting. This package will include a project overview from Chief Figolah, "before" and "after" floor plans and an itemized list of project costs. To further odent you on the scope and need of this project, the second half of the April 13 Floating Coffee with Council meeting is scheduled to be held at Station 12. This will afford you the opportunity to tour the facility and ask any questions you may have developed based on the material. If at all possible, I would encourage you to attend the Coffee with Council meeting. If that proves impossible, we can arrange for an individual tour of the facility at your convenience. Please let Chief Figolah or me know. In speaking with the Architect, he strongly recommends that in order to realize the best pricing and expedite the timeline for project completion, the Village should be prepared to bid this project by late summer. This project will be attractive to contractors who will be wrapping up school projects and looking for contract to take them through the winter. Under this timeline, outside work (roof) could be completed before the snow flies and interior work could continue throughout the winter months. In order to facilitate this timeline, the Village Board would have to be agreeable to waiving the requirement for soliciting RFPs for architectural and construction management services. Given my dealings with Mr. Rubel on this project an.d his extensive background on Fire Department construction projects, I would be comfortable in retaining Sente & Rubel as the project architect. Additionally, we have had some preliminary discussions with Nick Papanicholas, of Nicholas and Associates/Nepco, Inc., to serve as construction manager. Mr. PapaniCholas is a resident and has done a number of local projects including the Veterans' Memorial Band shell. He was an unsuccessful applicant for the Village Hall/parking deck project, mainly because he had little experience with the parking decks. His firm does, however, have extensive municipal, park and school district experience in other areas. My recommendation would be to waive the RFP requirements and direct staff to enter into negotiations with these two entities for prOfessional services. If the Board is comfortable, I would like to take this aspect of the project to the Village Board at the April 16 Village Board meeting. If you would prefer to have additional discussion, I would schedule same for the April 23 Committee of the Whole meeting and look for official direction at the May 7 Village Board meeting. If you have any questions or comments, please do not hesitate to contact me, ME J/fcc C: ~NIS Fire Chief Michael Figolah PublicWorks Director Glen Andler Assistant Village Manager David Strahl Finance Director Douglas EIIsworth STATION 12:1601 WEST GOLF ROAD Attachment #I In 1964, Fire Station 12 was built to handle the expansion of the south side of the Village. In 1993, flrefighters performed a major remodeling of the kitchen area. While this station is still meeting the needs of our south side emergency responders, the structure is now in need of repairs and improvements. These improvements include: Bunkroom Partitions The current bunkroom is simply an open room without dividers. It is recommended that the current room be divided into separate workstations similar to the bunkroom set-up in Station 13. This design will provide a desk and file cabinet in each cubicle, permitting a personal area and environment for paperwork and studies. Carpet The current carpeting is 20 years old and in need of replacement. Suspended Ceilings The ceiling tiles throughout the building are the original tiles, and arc in great disrepair and need to be replaced. Station Lighting The existing living area lighting is antiquated and should be replaced with an energy-efficient product. New fluorescent fixtures should replace the existing lighting, which is currently inadequate recessed cans located throughout the living area. The current apparatus floor lighting is composed of 72 fluorescent fixtures that utilize 144 tubes and require continual maintenance. This lighting should be replaced with low-bay mercury vapor lighting. This newer type of lighting is more energy efficient and low in maintenance. Locker Room and Bunkroom Doors The doors in the locker room and bunkroom need to be replaced. The existing locker room door that is located at the end of the main entrance hallway is not providing adequate privacy. The glass in the front door combined with the straight hallway make a clear line of sight from Golf Road into the locker room. This door should be replaced in order to prevent embarrassing occurrences. Additionally, the bunkroom, training, and workout rooms are inconveniently accessible from the front of the building through the locker room. Currently, these rooms can only be accessed through a rear hall. 43 Station Painting The entire living area of the station is in need of repainting. Create A New Training Room There is a need for a training room/computer area for performing small drills and doing reports. Moving a small non-beating wall near the kitchen can create a training mom/computer area. In addition to moving the wall, some electfieai and other mechanical work will be required, and appropriate furnishings for that area will also be necessary. Sprinkler System Station 12 does not have a sprinkler system. Village buildings should set the example for the local enforceable statutes. In addition, given the conditions in existence at the station (vehicles inside, firing range in basement, cooking, public building, etc.) it is imperative that the location has an operating sprinkler system in case of emergency and for the safety of employees and the Village community. Sleep Facilities for Female Fireflghter/Paramedics The current open design of the sleeping area does not provide adequate and appropriate privacy for female firefighter/paramedics. The Fire Department currently has one Paid-On- Call (POC) female firefighter who has requested to ride along at Station 12 for her paramedic field internship on a 24-hour basis (once paramedics complete their classroom training, they are required to serve three months on an ambulance to gain practical experience prior to licensed). Currently, the Department cannot assign her to either outlying station due to the lack of appropriate facilities for women. Additionally, women have become much more active in pursuing careers in the fire/EMS field, and it is only a matter of time before the Department begins to hire additional women through the competitive testing process. Our facilities must be modified to support this endeavor and equal opportunity. Shower Facilities The existing shower facilities need new tiles and glass doors. In addition, shower facilities for females must be provided. Women's Locker Room As explained above, with an increasing number of women in the emergency response workforce, it is necessary to provide appropriate facilities for their use and privacy. Windows The existing windows are the original windows and are currently inefficient; several are inoperable. HVAC The current heating and air conditioning systems are original systems and are becoming problematic with frequent failures. 44 I I Attachment #3 Estimated Cost for Fire Station 12 ImProvements Construction Cost: Front Entry (Sidewalk) $30,000 New ROof 113,956 Renovate Bunk Room 14,350 Demolition 750 New Walls 6,000 Doors 1,800 Lockers (24) 4,800 i Miscellaneous 1,000 Training Room 3,525 Demolition 750 New Wall 1,125 New Door 900 MiscellaneOUs 750 Replace Locker Room and Bunkroom 5,200 Doors Replace Windows 34,500 Provide New FlOOr coverings 22,060 Carpet and Base 5,520 porcelain Tile 4,465 ceramic Tile 5,510 Rubber Tile 1,480 weight R6om FlOOr 4,680 Vinyl Tile 405 Provide New Suspended Ceilings 12,775 Paint All Living Areas 13,488 Rework Toilet/Shower/LoCker 72,7~? Facility/Janitor's ,Closet Demolition 4,000 New Walls 4,875 New Doors 3,600, Ceramic Wall Tile 9,272 Accessories 2,000 Plumbing Fixtures 24,000 Replace Distribution Piping 25,000 HVAC 155,000 Replace Boiler and ControlS 95,000 New ROof ToP HVAC SyStem , 60,000 Sprinkler System 27,321 Electrical Work 219,400 Upgrade service and power 65,000 Distribution F- 0 Z -.~ z '3- 0 rl I-W-I -w R w ~-w-q Z 0 c~ r~ ~- ~ o '~ LLJ 0 I ..~