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05/04/11 Operations Committee Agenda Page 1 of 4
Orange County Sanitation District
Regular Meeting of the Operations Committee
Engineering, Operations & Maintenance, and Facilities Support
Services
Wednesday, May 4, 2011
5:00 P.M. Administration Building
Board Room 10844 Ellis Avenue
Fountain Valley, CA
(714) 593-7124
AGENDA
PLEDGE OF ALLEGIANCE:
DECLARATION OF QUORUM:
PUBLIC COMMENTS: If you wish to speak, please complete a Speaker’s Form and give it to the Clerk
of the Board. Speakers are requested to limit comments to three minutes.
REPORTS: The Committee Chair and the General Manager may present verbal reports on miscellaneous
matters of general interest to the Committee Members. These reports are for information only and require no action by the Committee.
CONSENT CALENDAR:
1. Recommend to the Board of Directors to approve Minutes of April 6, 2011,
Operations Committee meeting.
2. Authorize the General Manager to issue Amendment No. 1 to Task Order
07-00-13-01 to Professional Services Agreement with Tran Consulting Engineers,
Inc., providing additional design services for P2 Power Building A, B, D & CenGen
HVAC Addition, Project No. FE07-32, for an additional amount of $44,401.28,
increasing the total amount not to exceed $66,612.20.
NON-CONSENT CALENDAR:
3. Recommend to the Board of Directors to: A: Approve Amendment No. 1 to the
Professional Design Services Agreement with Black and Veatch providing additional
design services for Outfall Land Section and Ocean Outfall Booster Pump Station (OOBS) Piping Rehabilitation, Project No. J-112, for an additional amount of
$2,073,316, increasing the total amount not to exceed $3,345,130; and,
B. Approve a contingency of $207,332 (10%).
05/04/11 Operations Committee Agenda Page 2 of 4
4. Recommend to the Board of Directors to: A. Approve Amendment No. 11 to the
Professional Services Agreement with Integrated Program Management Consultants, a joint venture of Parsons Water and Infrastructure, Inc. and CH2M
Hill, Inc., authorizing:
B. Establishing an amount not to exceed $8,400,000 for year ten (Fiscal Year 2011-
12) of the ten-year agreement; and,
C. Reducing the amount of the ten-year agreement by $1,357,838 for a total
amount not to exceed $121,367,140.
5. Recommend to the Board of Directors to: A. Award a contract to US Peroxide, Inc.
for the purchase of Hydrogen Peroxide, Specification No. C-2011-480, for the
period July 1, 2011 through June 30, 2012 for a unit price of $1.750 per gallon
delivered, plus applicable sales tax for a total annual amount not to exceed
$1,615,000 with four one-year renewal options; and
B. Approve a unit price contingency of 10%.
INFORMATIONAL ITEMS:
6. MJL Consulting Contract Update
DEPARTMENT HEAD REPORTS:
CLOSED SESSION:
During the course of conducting the business set forth on this agenda as a regular meeting of the Committee, the Chair may convene the Committee in closed session to consider matters of pending real estate negotiations, pending or potential litigation, or personnel matters, pursuant to Government Code Sections 54956.8, 54956.9, 54957 or 54957.6, as
noted Reports relating to (a) purchase and sale of real property; (b) matters of pending or potential litigation; (c) employee
actions or negotiations with employee representatives; or which are exempt from public disclosure under the California
Public Records Act, may be reviewed by the Committee during a permitted closed session and are not available for public inspection. At such time as final actions are taken by the Committee on any of these subjects, the minutes will reflect all required disclosures of information.
Convene in closed session.
Reconvene in regular session.
Consideration of action, if any, on matters considered in closed session.
05/04/11 Operations Committee Agenda Page 3 of 4
OTHER BUSINESS AND COMMUNICATIONS OR SUPPLEMENTAL AGENDA ITEMS, IF
ANY:
ADJOURNMENT:
The next Operations Committee meeting is scheduled for Wednesday, June 1, 2011, at
5:00 p.m.
05/04/11 Operations Committee Agenda Page 4 of 4
Accommodations for the Disabled: Meeting Rooms are wheelchair accessible. If you require any special disability related accommodations, please contact the Orange County Sanitation District Clerk of the Board’s office at (714) 593-
7124 at least 72 hours prior to the scheduled meeting. Requests must specify the nature of the disability and the type of accommodation requested. Agenda Posting: In accordance with the requirements of California Government Code Section 54954.2, this agenda has
been posted outside the main gate of the Sanitation District’s Administration Building located at 10844 Ellis Avenue, Fountain Valley, California, not less than 72 hours prior to the meeting date and time above. All public records relating to each agenda item, including any public records distributed less than 72 hours prior to the meeting to all, or a majority of the Board of Directors, are available for public inspection in the office of the Clerk of the Board.
NOTICE TO DIRECTORS: To place items on the agenda for the Committee Meeting, items must be submitted to the Clerk of the Board 14 days before the meeting. Lilia Kovac Associate Clerk of the Board
(714) 593-7124 lkovac@ocsd.com
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OPERATIONS COMMITTEE Meeting Date 05/04/11 To Bd. of Dir.
AGENDA REPORT Item Number 2 Item Number
Orange County Sanitation District FROM: James D. Ruth, General Manager Originator: Jim Herberg, Assistant General Manager Project Manager: Dean Fisher, Engineering Manager
SUBJECT: P2 POWER BUILDING A, B, D & CENGEN HVAC ADDITION
PROJECT NO. FE07-32 GENERAL MANAGER'S RECOMMENDATION
Authorize the General Manager to issue Amendment No. 1 to Task Order 07-00-13-01 to Professional Services Agreement with Tran Consulting Engineers, Inc., providing additional design services for P2 Power Building A, B, D & CenGen HVAC Addition,
Project No. FE07-32, for an additional amount of $44,401.28, increasing the total
amount not to exceed $66,612.20.
SUMMARY
Project No. FE07-32 originally included the preparation of plans and specifications to
provide three new HVAC systems to existing Power Buildings A, B, and D, and the
replacement of one existing HVAC system at the Central Generation Building at Plant No. 2.
Tran Consulting Engineers was selected through the Facilities Engineering competitive
proposal process to prepare bid plans and specifications as a Task Order to their
agreement in an amount of $22,210.92. Staff has identified additional scope of work that needs to be completed on the Power
Buildings listed above. The added work includes replacement of existing roofing for
Power Buildings A and B, and the addition of a fall protection system (guard rail) on the
roof parapets for Power Buildings A, B, and D. The revisions to the original scope include the deletion of all work associated with the Central Generation Building. Staff has already replaced the existing HVAC system at the Central Generation Building;
therefore, this scope is no longer required.
It is recommended that the work to remove and replace the existing roofing at Power Buildings A and B and the installation of fall protection system at Power Buildings A, B, and D be added to Project No. FE07-32. Staff recommends that the Task Order issued
to Tran Consulting Engineers, Inc., is increased to perform the additional work.
Page 2 of 2
PRIOR COMMITTEE/BOARD ACTIONS
N/A
ADDITIONAL INFORMATION
N/A
CEQA
The Notice of Exemption for the FE07-32 Project was filed on May 5, 2008.
BUDGET/DELEGATION OF AUTHORITY COMPLIANCE
This request complies with authority levels of the Orange County Sanitation District’s
Delegation of Authority. This item has been budgeted (FY2010-11 Section 8, Page 98,
FE-P2).
Date of Approval Contract Amount Contingency
08/05/08
05/04/11
$22,210.92 (Original Task Order)
$44,401.28 $66,612.28
N/A
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OPERATIONS COMMITTEE Meeting Date 05/04/11 To Bd. of Dir. 05/25/11
AGENDA REPORT Item Number 3 Item Number
Orange County Sanitation District FROM: James D. Ruth, General Manager
Originator: Jim Herberg, Assistant General Manager Project Manager: Pam Koester
SUBJECT: OUTFALL LAND SECTION AND OCEAN OUTFALL BOOSTER PUMP
STATION PIPING REHABILITATION, PROJECT NO. J-112
GENERAL MANAGER'S RECOMMENDATION
A. Approve Amendment No. 1 to the Professional Design Services Agreement with
Black and Veatch providing additional design services for Outfall Land Section and Ocean Outfall Booster Pump Station (OOBS) Piping Rehabilitation, Project No.
J-112, for an additional amount of $2,073,316, increasing the total amount not to
exceed $3,345,130; and,
B. Approve a contingency of $207,332 (10%).
SUMMARY
Project No. J-112 originally included a corrosion evaluation of the Ocean Outfall Booster
Station (OOBS) piping and portions of the ocean outfall pipeline within Treatment Plant No. 2, and to design needed repairs to these facilities.
Staff has identified additional outfall evaluation and design efforts necessary to ensure
reliable continued operation of the effluent conveyance system. Work includes critical
rehabilitation of the effluent junction structure on the beach adjacent to the Santa Ana River, as well as inspections and repairs to the upstream portion of this line that must be
performed while the outfall is removed for service.
It is recommended that the work representing the most risk to the Orange County
Sanitation District (Sanitation District) be added to Project No. J-112 in order to mitigate the risk of an outfall system failure in a timely fashion. Staff recommends that Black and
Veatch be selected to perform the additional work.
This item is recommended to be budgeted in the Capital Improvements Program (CIP)
starting in FY 2011-12.
PRIOR COMMITTEE/BOARD ACTIONS
March 2011 - Authorized to negotiate an Amendment to the Professional Services Agreement with Black and Veatch for additional design services for the Outfall Land
Section and Ocean Outfall Booster Station Piping Rehabilitation, Project No. J-112.
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December 2009 – Approved a Professional Design Services Agreement with Black and
Veatch for Outfall Land Section and Ocean Outfall Booster Station Piping Rehabilitation,
Project No. J-112, providing for engineering design services for an amount not to
exceed $1,271,814 with a contingency of $127,181 (10%). ADDITIONAL INFORMATION
Since the inception of the Sanitation District Asset Management Division, considerable
effort has been spent identifying the various outfall assets which should receive condition assessment and potential rehabilitation. These assets have been grouped into a series of CIP projects. It is suggested that the assets posing the greatest risk to
the continued reliable operation of the effluent conveyance system be addressed first.
Project No. J-112 is currently addressing rehabilitation of the on-shore portion of the
outfall pipeline between OOBS and Surge Tower No. 2. Staff believes that including the following critical asset condition assessment and rehabilitation efforts are logical and timely extensions of this project:
• Install flow metering and sampling equipment on the one-mile outfall.
• Rehabilitate Surge Tower No. 2 components, provide a new permanent flow meter,
and rehabilitate steel access risers on the five-mile outfall.
• Rehabilitate the Ocean Outfall Beach Junction Box
• Inspect and rehabilitate the on-shore portion of the five-mile outfall.
• Provide appropriate contingency plans and environmental documents to support
these rehabilitation efforts.
In order to complete the design and construct the facilities in a timely manner, there will
be two bid packages. Bid Package 1 will include original work and new items that need
to be done as a priority. While this work is being bid and constructed, Bid Package 2
will be completed and bid once the EIR process is complete. The original project included one bid package totaling 27 drawings. With the additional work, the total
number of drawings in the two bid packages is expected to increase to 136. The
construction periods for Bid Packages 1 and 2 will overlap.
A cost breakdown for the major project deliverables are as follows:
• Preliminary Design $ 723,185
• Final Design $ 612,815
• Inspection Plan/Inspection $ 126,550
• Equipment Pre-purchase $ 73,908
• Permitting Assistance $ 45,080
• Environmental Impact Report $ 456,879
• Bid Support Services $ 34,899 Total $2,073,316
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Black and Veatch has done an excellent job in executing the J-112 project to date. They have a thorough understanding of the additional work that needs to be done and
are in the best position to execute this work in a timely fashion.
CEQA The original Scope of Work for Project No. J-112 has been determined to be
categorically exempt in accordance with Section 15301 (b). A notice of exemption was
filed on April 6, 2009.
An Environmental Impact Report (EIR) will be prepared for the additional Scope of Work related to Surge Tower No. 2, the on-shore portion of the five-mile outfall and the Ocean
Outfall Beach Junction Box as part of Amendment No. 1.
BUDGET/DELEGATION OF AUTHORITY COMPLIANCE This request complies with authority levels of the Sanitation District’s Delegation of
Authority. This item has been budgeted and will be funded from the current project
(FY 2010-2011 Update CIP, Page 60). A proposed budget for the 2011-2012 CIP
Budget will include a revised budget for the construction portion of this project.
Date of Approval Contract Amount Contingency
12/16/09 $1,271,814 $127,181 (10%)
05/25/11 $2,073,316 $3,345,130
$207,332 (10%) $334,513 (10%)
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OPERATIONS COMMITTEE Meeting Date 05/04/11 To Bd. of Dir. 05/25/11
AGENDA REPORT Item Number 4 Item Number
Orange County Sanitation District FROM: James D. Ruth, General Manager Originator: Jim Herberg, Assistant General Manager Project Manager: Dean Fisher, Engineering Manager
SUBJECT: INTEGRATED PROGRAM MANAGEMENT CONSULTANTS
GENERAL MANAGER'S RECOMMENDATION
Approve Amendment No. 11 to the Professional Services Agreement with Integrated
Program Management Consultants, a joint venture of Parsons Water and Infrastructure, Inc. and CH2M Hill, Inc., authorizing:
A. Establishing an amount not to exceed $8,400,000 for year ten (Fiscal Year 2011-12)
of the ten-year agreement; and,
B. Reducing the amount of the ten-year agreement by $1,357,838 for a total amount not to exceed $121,367,140.
SUMMARY
We are currently in the ninth year of a ten-year agreement with Integrated Program
Management Consultants (IPMC). The current Capital Improvement Program (CIP) will
require the use of IPMC through Fiscal Year (FY) 2011-12 to coincide with the
completion of the secondary treatment expansion projects.
The cumulative budget savings of $9,757,836, during the first eight years of the ten-year
agreement is sufficient to fund the recommended FY 2011-12 budget of $8,400,000,
with a $1,357,838 reduction to the current contract.
Staff will be working on 73 active projects during FY 2011-12 with estimated CIP expenditures of approximately $107,300,000.
A detailed planning effort, along with resource forecasting, has identified the need for 37
IPMC staff to augment the Orange County Sanitation District (Sanitation District) staff to
complete FY 2011-12 work. This total is 17 less staff than the FY 2010-11 authorization of 54 staff. IPMC will augment Sanitation District staff in Division 750 (Project
Management) and Division 760 (Engineering and Construction). The functions these
people will perform are described in more detail below.
The benefits provided by IPMC include the rapid mobilization of highly- skilled/technical staff, flexibility to change the mix of staff positions on an immediate and as-needed
basis, the ability to reduce staff as workloads decrease, expertise in project controls,
single point responsibility for contracted work, training and development of Sanitation
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District staff, access to technical expert to support special efforts, and many years of experience working on similar programs throughout the United States and the world.
Staff believes that using a Program Management Consultant approach is a practical,
cost-effective, and efficient way to augment Sanitation District staff to deliver the CIP
during the last year of peak CIP work. The Sanitation District is also pleased with the professionalism, expertise, and overall
level of service that we have received from IPMC to date.
PRIOR COMMITTEE/BOARD ACTIONS
May 2010 - Approved Amendment No. 10 to the Professional Services Agreement with
Integrated Program Management Consultants for $13,770,000, increasing the total
amount not to exceed $122,724,978.
May 2009 - Approved Amendment No. 9 to the Professional Services Agreement with Integrated Program Management Consultants for $15,877,732, increasing the total
amount not to exceed $108,954,978.
May 2008 - Approved Amendment No. 8 to the Professional Services Agreement with Integrated Program Management Consultants for $16,987,271, increasing the total amount not to exceed $93,077,246.
May 2007 - Approved Amendment No. 7 to the Professional Services Agreement with
Integrated Program Management Consultants for $15,997,936, increasing the total amount not to exceed $76,089,975, and extending the PDSA for an additional five-year period through FY 2011-12.
May 2006 - Approved Amendment No. 6 to the Professional Services Agreement with
Integrated Program Management Consultants for $14,999,656, increasing the total amount not to exceed $60,092,039.
June 2005 - Approved Amendment No. 5 to the Professional Services Agreement with
Integrated Program Management Consultants for $15,585,558, increasing the total
amount not to exceed $45,092,383. June 2004 - Approved Amendment No. 4 to the Professional Services Agreement with
Integrated Program Management Consultants for $12,836,801, increasing the total
amount not to exceed $29,506,825.
June 2003 - Approved Amendment No. 3 to the Professional Services Agreement with Integrated Program Management Consultants for $150,000, and an additional
$12,484,750 for year two of the contract, FY 2003-04, increasing the total amount not to
exceed $16,670,024.
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June 2003 - Approved Amendment No. 2 to the Professional Services Agreement with Integrated Program Management Consultants for $50,000, increasing the total amount
not to exceed $4,035,274.
June 2003 - Approved Amendment No. 1 to the Professional Services Agreement with Integrated Program Management Consultants for $50,000, increasing the total amount not to exceed $3,985,274.
August 2002 - Approved Professional Services Agreement with Integrated Program
Management Consultants for an amount not to exceed $3,935,274. ADDITIONAL INFORMATION
Based on the current schedule and project workload, staff has estimated the level of
effort that will be required from IPMC through FY 2011-2012. It is currently anticipated that no IPMC Staff will be required after FY 2011-2012;
however, we will continually estimate the need for staff, both permanent and temporary,
to support the CIP.
The Sanitation District is continually evaluating whether to hire permanent staff and reduce the number of IPMC staff. For the anticipated ten-year duration of the IPMC
agreement, the overall staff cost associated with the CIP is approximately $310 million
(currently estimated at $190 million for Sanitation District staff, and $120 million for
IPMC staff). During this period of time, the Sanitation District will be expending approximately $2 billion for engineering, design, and construction of capital facilities. The $120 million planned to be expended for IPMC support equates to approximately
6% of the total CIP expenditures.
The average hourly billing rate for IPMC field staff during FY 2010-11 was approximately $138/hr. IPMC billing rates include salaries, benefits, fixed costs which are sometimes referred to as overhead (buildings, administration, utilities, insurance,
etc.), and a 5% profit. The “overhead” rate which is applied to an employee’s raw salary
is approximately 145% for IPMC. As a comparison, the engineering consultants who
conduct studies and develop designs for the Sanitation District typically have an overhead rate range of about 190 to 200%. The IPMC overhead rate is less than typical consultant contracts because the Sanitation District is providing office space and
equipment for IPMC field staff.
The costs for IPMC will be charged to the individual CIP projects. Funding for IPMC costs are included in individual project budgets. Each fiscal year, as projects are planned, scheduled, budgeted, and resource needs identified, the projected cost has
been presented to the Operations Committee for approval.
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Project Management Office (Division 750):
The Project Management Office (PMO) is home to the project management and project
controls staff.
Project Management Staff:
In FY 2011-12, the PMO will be managing 73 active projects with a total budget of $1,664,954,000. The individual project budgets range in size from $1,000,000 to approximately $250,000,000. The Sanitation District has completed a staffing analysis,
and believes a workload of three to six projects per Project Manager (PM) (based on
size and complexity) is appropriate. IPMC will provide personnel to augment the
Sanitation District’s Project Management Personnel in the PMO. The positions are described below:
One Program Manager (Rapagna) to provide general management and supervision
of all IPMC staff. The Program Manager will work with the Director of Engineering
and Engineering Managers to ensure compliance with contracts, policies, and
procedures. The Program Manager will provide technical oversight and direction in all aspects of the program and help ensure successful delivery of the CIP. The Program Manager manages technical work executed by the home office staff.
Five Project Managers (Acevedo, Davis, MacDonald, MacLeod, Schock) to
supplement Sanitation District PMs. The PMs provide day-to-day management and technical knowledge to deliver the assigned projects.
One Business Manager (Billhardt) to provide assistance in the areas of IPMC time
keeping, resources, accounting, and contracts management.
One Administrative Assistant (Noya) to provide clerical and general administrative support, e.g., preparing agenda reports, and general correspondence.
Project Controls Staff:
Including new FY 2011-12 projects, there are 278 projects being tracked by the Project Controls Group. Of these, 73 are active engineering projects, 57 are scheduled for the
future, and 148 are cancelled or completed. These projects require a variety of
monthly updates including cost reporting, development of performance measures,
reports, and other presentation materials. Each staff function is described below: One Project Controls Manager/Project Scheduler (Michael) to provide scheduling
and cost reporting support, QA/QC, technical oversight, and direction to controls
staff.
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One Project Controls Analyst (Reichenbach) to assist in time reporting, charge numbers, and general quality assurance of data used in the system. Other duties
include preparation of the semi-annual reports and maintaining portions of the
automated weekly timesheet in PCS to support project resource tracking. She will
also serve as part-time scheduler on a number of Engineering CIP projects. Three Construction Cost Estimators (Baig, Davison, Zimmermann) assigned to
prepare estimates for change orders, help negotiate changes during construction,
review design consultant estimates, and provide cost estimate input during the
annual CIP validation process. One Construction Scheduling Lead (Alexander) to provide oversight on all matters
related to the construction scheduling. Other duties include review and guidance in
the preparation of monthly construction schedule analysis reports prepared by IPMC
and the Sanitation District field schedule personnel. Will also participate in the preparation of time impact analysis and review of contractor submitted claims.
Two Construction Schedulers (Dedhia, Lim) assigned to ensure that contractors
provide quality baseline schedules and keep them current (a vital element in our
claims avoidance program). Field Schedulers review the contractor’s initial schedule submittal and the schedule of values, as well as monthly updates of contractor progress. Progress claimed by the contractors must be reviewed against the
schedule plan each month for payment, and any request for additional time through
change orders must be analyzed.
Engineering & Construction Management (Division 760)
IPMC is providing personnel to augment the Sanitation District’s Engineering and
Construction Management (E&CM) staff. E&CM is responsible for providing all the
technical resources to the Project Managers. General assignments and duties are as
follows: Six Resident Engineers/Construction Managers (Bissonnette, Bomkamp, Bryan,
Tovar, Waite, Vohra) to support construction management of CIP projects within the
boundaries of the Sanitation District’s two operating treatment facilities and outside
of the plant boundaries, i.e., for pipeline and pump station contracts. They will utilize existing Sanitation District CM policies and procedures to represent the Sanitation District, coordinate construction activities, manage the construction contract, and
document contractor compliance with the contract requirements.
Two Electrical and Instrumentation & Control (I&C) Engineers (Etemadi, Olson). These Engineers are assigned to the CIP projects to provide specialized technical support to the project teams during both the design and construction phases. They
ensure consultant and construction contractor compliance with Sanitation District
requirements, guidelines, and polices.
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One Project Engineer (Aghanian). Project Engineers serve as the technical leads within the Sanitation District’s project teams, and assist the PMs with verification of
the project elements, coordinating project requirements with the O&M Department,
developing the design consultant SOW, selecting the design consultant, and
ensuring the construction documents are prepared using the Sanitation District standards. During the construction phase, they resolve design questions and issues for the Resident Engineers.
One Civil Designer/Computer Assisted Design & Drafting (CADD) Technician (Tran)
to provide technical support and assistance to PMs and PEs for project implementation.
Four Electrical, Instrumentation & Control Inspectors (Hozu, Leak, Makela, Whitney),
to support Quality Assurance (QA) of CIP projects within the two Treatment
Facilities. They will utilize existing Sanitation District QA policies and procedures to represent the Sanitation District, coordinate construction and O&M activities, monitor construction site safety, and document contractor compliance with the contract
requirements.
One Commissioning Specialist (Shreve) to support commissioning and start-up of CIP projects within the two Treatment Facilities.
Six Administrative Assistants (Chamberlain, Corona, Hays, Inman, Moore, Yousef)
to provide a variety of administrative support including Submittals/Document Clerks
(Corona, Hays, Yousef) for processing and tracking of construction contractor submittals; Project Administrative Assistant (Moore) for processing project correspondence and filing; general administrative support (Chamberlain, Inman) for
processing project correspondence, Agenda Reports, and preparing CIP policy and
procedures manual updates.
Home Office Support:
“Home Office Support” is supplementary services from the offices of the Joint Venture
Parties, Parsons and CH2M Hill, made readily available to support the needs of the Engineering Department. Technical study (task orders) work is based on providing engineering and other technical support for specific assignments using a pre-agreed
upon scope of work, fee, and schedule. These tasks will be as authorized by the
Director of Engineering when required, and may include assistance in the following
areas:
General Administration and Home Office Technical Support – general administration
support includes accounting, contract administration, invoices, reproduction, and
safety reports and reviews. Routine home office technical support includes urgent technical support (usually task less than 40 hours) in all areas of waste water
engineering, construction, and project controls.
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CEQA and NEPA Assistance – support to the Planning Division on a variety of treatment, collections, and pump station projects in preparing environmental
documentation.
CIP Related O&M Studies – Support O&M with studies on various issues related to
the CIP.
Community Outreach Support – assist as needed on all collections projects in preparing outreach plans, conducting meetings, crisis management plans, etc.
IT and PCS systems programming support, including support for troubleshooting and system upgrades.
General technical support – throughout the year issues come up which need technical support and/or immediate attention. For example, in FY 2009-2010, IPMC provided support related to CADD drafting, software configuration and technical
support, master plan preparation, process performance testing and value
engineering.
CEQA
N/A
BUDGET/DELEGATION OF AUTHORITY COMPLIANCE
This item has been budgeted and the budget is sufficient for the recommended action.
Funding for IPMC costs are included in individual project budgets.
Date of Approval Contract Amount Contingency
05/25/10 $8,400,000 for FY 2011-12 N/A
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Form No. DW-102-2 Revised 04/19/11
Page 1
OPERATIONS COMMITTEE Meeting Date 05/04/11 To Bd. of Dir. 05/25/11
AGENDA REPORT Item Number 5 Item Number
Orange County Sanitation District FROM: James D. Ruth, General Manager
Originator: Ed Torres, Director of Operations and Maintenance
SUBJECT: CONTRACT FOR HYDROGEN PEROXIDE, SPECIFICATION NO.
C-2011-480
GENERAL MANAGER'S RECOMMENDATION
A. Award a contract to US Peroxide, Inc. for the purchase of Hydrogen Peroxide,
Specification No. C-2011-480, for the period July 1, 2011 through June 30, 2012
for a unit price of $1.750 per gallon delivered, plus applicable sales tax for a total
annual amount not to exceed $1,615,000 with four one-year renewal options; and
B. Approve a unit price contingency of 10%.
SUMMARY
Hydrogen peroxide is utilized in the treatment plants to reduce odors. It is used in the
chemical scrubbers for foul air odor control as well as direct dosing in the liquid stream
as the trunklines enter the plants, the headwork’s and flow splitter boxes within the facilities. It is estimated that 800,000 gallons of hydrogen peroxide will be required
during this contract period.
Through June 30, 2011, US Peroxide (USP) has been our supplier of hydrogen
peroxide for the last nine years. This supplier has proven themselves to be prompt and dependable on deliveries. Recent bid outcomes from OCSD and other public agencies
have resulted in USP being the only viable and competitive hydrogen peroxide
distributor. USP bid came in at a lower unit cost than their previous contract.
PRIOR COMMITTEE/BOARD ACTIONS
May 2007: The Board of Directors approved a change order to P.O. 102520-OB,
Specification No. C-2006-277, for a unit gallon price increase from $1.47 per unit gallon
to $1.607 per unit gallon due to high global demand and increases in freight costs and fuel surcharges.
Form No. DW-102-2 Revised 04/19/11
Page 2
ADDITIONAL INFORMATION
The impact of natural gas prices is particularly severe on chemicals such as hydrogen peroxide that use natural gas as its primary raw material.
The supplier selection was conducted in accordance with the District’s adopted policies
and procedures. USP was the sole bidder.
CEQA
N/A
BUDGET/DELEGATION OF AUTHORITY COMPLIANCE This request complies with authority levels of the Sanitation District’s Delegation of
Authority. This item has been budgeted in Division 830 operating budget line item
52032.
Date of Approval Contract Amount Contingency
05/25/11 $1,615,000.00. 10%
Page 1 of 2
OPERATIONS COMMITTEE Meeting Date 05/04/11 To Bd. of Dir.
AGENDA REPORT Item Number 6 Item Number
Orange County Sanitation District FROM: James D. Ruth, General Manager Originator: Ed Torres, Director of Operations and Maintenance
SUBJECT: MJL Consulting Contract Update
GENERAL MANAGER'S RECOMMENDATION
Informational Item
SUMMARY In December 2009, the Board awarded a Sole Source Contract with Michael J. Lettich Consulting (MJL) to provide project management of the painting and coatings program
for the process areas of Plant No. 1, No. 2 and remote pump stations. The Board
authorization was for a one-year period with four one-year renewal options.
Staff has been evaluating the effectiveness of the MJL contract to manage the coatings program and is extremely satisfied with the quality of the management and completion
of the tasks. Staff will be renewing the contract for the period of July 1, 2011 through
June 30, 2012.
To ensure that OCSD is always receiving competitive and quality contracts, staff will continually evaluate this contract to determine if the contract should be renewed or put
out for bid before each yearly renewal option.
PRIOR COMMITTEE/BOARD ACTIONS Board, December 2009.
ADDITIONAL INFORMATION
Before any work is completed, OCSD staff reviews areas to be coated and then
provides authorization to complete the work. For each task MJL develops the scopes of work and specifications, receives a minimum of 3 quotes from local painting companies and then manages the completion of the work. OCSD staff reviews the quotes for each
task to ensure that the contract is awarded to the lowest responsive bidder.
At the end of this four year contract, OCSD will advertise a Request for Proposal for this contract. This will ensure OCSD continues to receive the highest quality contracts at the most competitive rate.
A presentation will be provided at the Committee Meeting.
CEQA
N/A
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BUDGET / DELEGATION OF AUTHORITY COMPLIANCE
N/A