HomeMy WebLinkAbout08- Development Department D _ / ELOPMENT DEPARTMEN .
OF THE CITY OF SAN BERNARDINO
REQUEST FOR COMMISSION/COUNCIL ACTION
FROM: KENNETH J. HENDERSON SUBJECT: NEW POLICE FACILITY
Executive Director -SELECTION OF GENERAL
CONTRACTOR
DATE: June 3, 1993
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Synoasis of Previous Commission/Council/Committee Action (s):
On December 7, 1992, the Community Development Commission approved the site plan for
Scenario "C", and authorized staff and consultants to proceed with the development of plans
and determinations of costs and methods of financing a new central police station.
(Synopsis Continued to Neat Page)
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Recommended Motion(s):
(Community Development Committee)
MOTION: That the Community Development Commission authorize staff to proceed with
issuance of a Request for Proposals to solicit bids from general contractors for
value engineering and construction of the new Central Police Station to be
located at the northwest corner of Seventh and "D" Streets.
<f�, �f IAC,4
AdnAistrator KENNET J. HE ERSON
Executive Director
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Contact Person(s): Kenneth J_Henderson/John Hoeszer Phone: 5081
Project Area(s): Central Ci�LNorth (CCN) Ward(s): One (1)
Supporting Data Attached: Staff Report: CSI Summary; Schematic
FUNDING REQUIREMENTS: Amount: $ N/A Source: N/A
Budget Authority: N/A
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Commission/Council Notes:
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KJH:JBH:lag:plcfml.agd COMMISSION MEETING AGENDA
MEETING DATE: 06/07/1993
Agenda Item Number: y
REQUEST FOR COMM_ LION/COUNCIL ACTION
Central Police Station - Selection of General Contractor
June 3, 1993
Page Number -2-
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Synopsis of Previous Commission/Council/Committee Actions Continued:
On April 19, 1992 the Commission received and filed interim status report from staff on cost
and design issues for the proposed facility and re-affirmed it prior decision authorizing staff
and consultants to proceed.
On May 10, 1993, the Common Council voted to vacate Seventh Street to enhance the new
central police station site and the Community Development Commission re-appropriated $8
million in existing tax allocation bond proceeds to finance construction of the new police
facility.
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KJH:JBH:lag:plcfinl.agd COMMISSION MEETING AGENDA
MEETING DATE: 06/07/1993
Agenda Item Number:
DEV — LOPMENT DEPARTM ,. NT
STAFF REPORT
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New Police Facility _Selection of General Contractor
Design of the new Central Police Station has reached a point where final schematics are now
complete (see attached) and the demanding task of completing working drawings is under
way. The current design pioneers a new lower cost approach to building prominent public
structures and, as the development of working drawings proceeds further, reductions in the
final construction costs by having value engineering and construction methodology advice
from the general contractor who will ultimately be constructing the building. Timely
suggestions and information from the contractor will help the architects make choices between
all aspects of the design which affect the economy and efficiency of the eventual construction.
City and Agency staff have cooperatively developed a recommendation for issuing a Request
For Proposals (RFP) for general contracting services. The resulting contract will provide pre-
construction services from the same contractor who will eventually construct the building and
still result in a publicly bid, least-cost contract using all necessary public works bidding
procedures.
THE PROPOSED BIDDING PROCESS
Development Department staff has consulted with staff from the Public Works Department
and the City Attorney's Office to develop an approach that is similar in many respects to
techniques used by private developers when building major buildings while, at the same time,
adhering to the standards of the public bidding process and required public works bidding
procedures. The suggested approach will allow a general contractor to be selected at this time
by using competitive bidding of those cost elements directly provided by or controlled by the
contractor (supervision and site costs, insurance and bonding costs, profit margins and
overhead expense, etc.). The bids from qualified general contractors will be based upon
information available today. This includes the final schematic designs together with itemized
design specifications, detailed cost estimates and preliminary schedules which have already
been developed during the initial design phase.
Subsequently, the specialty trades (electrical, plumbing, masonry, landscaping, etc.) will
publicly bid their portions of the construction contract when the working drawings have been
completed and final specifications have been approved. Each component of the bidding
process will then be recommended to the Commission based upon the lowest responsible
bidder. As the specialty bids are accepted, they will become sub-contractor to the general
contractor and their bids will be included as additional components of the master construction
contract between the Agency and the general contractor.
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KJH:JBH:lag:plcfml.agd COMMISSION MEETING AGENDA
MEETING DATE: 06/07/1993
Agenda Item Number:
DEVELOPMENT DEPAR_ ,LENT STAFF REPORT
Central Police Station - Selection of General Contractor
June 3, 1993
Page Number -2-
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At the end of this procedure, the Agency will have a single, fixed-price contract with one
general contractor at a not-to-exceed price that will have been determined in public bidding
awarded to the lowest responsible bidders. Meanwhile, the Agency will also be able to
benefit from the experience and advice of the general contractor during the pre-construction
phase when making the final design decisions required for completion of the working
drawings.
The bidding sequence would be as follows:
a. Complete design schematics and initial specifications with detailed cost
estimates and preliminary schedules [this step is already completed].
b. Issue an RFP for general contracting services including insurance, bonding,
general conditions, profit margins and overhead expense.
C. Complete final construction drawings and specifications using preconstruction
services from the selected general contractor.
d. Complete final City plan check and obtain Commission approval.
e. Issue RFPs for specialty trade sub-bids.
f. Add individual trade sub-contractors to the original general contract based upon
the lowest responsible bidders, producing one single price contract.
In this way, the Agency would have one contract with one general contractor who would
issue one set of bonds for the construction of the building for a fixed price derived from the
publicly bid, lowest, responsible specialty sub-contracts which have been added to the
publicly bid, lowest, responsible general contractor components of the contract.
The first advantage of this procedure for the Agency is having the critically needed
experience of the general contractor available during the final working drawing phase of the
design. This will reduce the final cost of the building by providing the most efficient design
choices that can be made during completion of the working drawings.
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KJH:JBH:lag:plcfinl.agd COMMISSION MEETING AGENDA
MEETING DATE: 06/07/1993
Agenda Item Number:
DEVELOPMENT DEPAR_ ,LENT STAFF REPORT
Central Police Station - Selection of General Contractor
June 3, 1993
Page Number -3-
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A second avenue of cost savings is that the process also allows a detailed review by the
general contractor during development of the specifications for the sub-bids by the specialty
trades. This helps to avoid the confusion that results from the last minute rush of numerous
general contractors trying to assemble overlapping bids from multiple sub-contractors in order
to meet the conventional single bid deadline. This confusion is a primary source of the
change orders that occur later during construction.
Change orders are built into the system of the single deadline approach because such a system
causes mistakes in the bidding due to the errors in communication and the disorder that
occurs in the sub-bid process. In some cases, sub-contractors must spend significant time and
effort to obtain change orders in order to overcome their bidding mistakes to correct gaps
between the sub-contracting specialties that were not found until after the bidding was closed.
Opportunities for change orders are enhanced because there is no review by a general
contractor prior to publication of the final specifications.
Under the proposed system, change orders can be expected to be greatly reduced and should
correspond to the experience of private developers. The general contractor plays a critical
role in the interaction and allocation of work between sub-contractors and in ensuring that the
published specifications will result in a complete work product. This, again, produces a lower
final cost for the building.
THE PROPOSED REQUEST FOR PROPOSALS (GENERAL CONTRACTOR)
The RFP will be advertised and anyone evidencing interest and will have an opportunity to
bid. The RFP will produce competitive bidding on all those services either provided by the
general contractor (such as supervision and site management) or under its direct control (such
as insurance or bonding).
The RFP will request that the following services be bid as part of the profit margin and
overhead expense:
• DESIGN REVIEW
• PRELIMINARY COST ESTIMATION
• VALUE ENGINEERING
• PROJECT SCHEDULING
• CONSTRUCTION METHODOLOGY REVIEW
• SUBCONTRACTOR BIDDING AND BID REVIEW
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KJH:JBHaag:plcfin1.agd COMMISSION MEETING AGENDA
MEETING DATE: 06/07/1993
Agenda Item Number:
DEVELOPMENT DEPAR_ .ENT STAFF REPORT
Central Police Station - Selection of General Contractor
June 3, 1993
Page Number -4-
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• GENERAL CONTRACT NEGOTIATION
• PERFORMANCE OF GENERAL CONTRACTING SERVICES WITHIN A
GUARANTEED MAXIMUM CONTRACT
The RFP describes the project in some detail to provide potential bidders the necessary
information to determine the scope, size, and basic construction details of the project. It also
provides a preliminary budget of $8,000,000 that includes all site work, base building and
tenant improvements (but not including permits, fees, architecture, engineering,
computers,furniture, phone systems and communications equipment, if any). It finally
includes a time frame of 3 months for preconstruction work and 9 months of construction
time for a total of 12 months.
Based on these three areas of information, contractors will be able to provide bids on all of
the costs under their control and direction. Responses to the RFP are to indicate:
1. Past experience on similar projects.
2. Staff persons specifically assigned to the project including the estimator, project
manager, project executive and superintendent.
3. Comments on the preliminary project budget indicating their concurrence or
exceptions to it.
4. Comments on the preliminary project schedule indicating their concurrence or
exceptions to it.
5. Premiums for contractor's liability insurance.
6. Premiums for Completion and Payment bond.
7. Cost for all required subcontract Performance and Payment bonds.
8. Amount of contractor's fee.
9. Costs for all personnel required to complete the project not included in the
contractor's fee.
10. Costs required to be incurred by the general contractor for on-site management
(job trailer, phone, office supplies, water, safety, clean-up labor etc.)
11. Company organization showing hierarchy between superintendent, project
manager, and project executive.
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KJH:JBH:1ag:p1cfin1.agd COMMISSION MEETING AGENDA
MEETING DATE: 06/07/1993
Agenda Item Number: X
DEVELOPMENT DEPAR_ .EENT STAFF REPORT
Central Police Station - Selection of General Contractor
June 3, 1993
Page Number -5-
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The RFP also states that, when the working drawings are finished and the project sub-bidding
is complete, the City will review all sub-bids and add all lowest responsible bids to the
already established general contractor costs to establish a final Guaranteed Maximum Price
Contract for construction.
RECOMMENDATION
Based upon the foregoing and the attached, staff recommends adoption of the form motion.
MUA40
KENNETH J. HUNDERSON, Executive Director
Development Department
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KJH:JBH:lag:p1c6nl.agd COMMISSION MEETING AGENDA
MEETING DATE: 06/07/1993
Agenda Item Number:
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PROJECT: SAN BERNARDINO POLICE FACILITY
OWNER: CITY OF SAN BERNARDINO
ARCHITECT: LEACH MOUNCE ARCHITECTS
C S I S U M M A R Y BUILDING: TWO LEVEL POLICE FACILITY
•�:���*��♦i*••*�.**�:r•►rrr�♦ BUDGET DATE:APRIL 7, 1993
9.0 MONTH SCHEDULE BUILDING SF: 79,%l SF
ES-3
LINE CODE DESCRIPTION SITE SHELL T.I. 4/7/93
-------------------------------
1 01604 FINAL CLEAN-UP i0 SO $19,990 519,990
2 01800 SURVEY i ENGINEERING 21,880 7,996 0 29,876
3 02200 EARTHWORK 122,262 0 0 122,262
4 02510 ASPHALT CONCRETE PAVING 163,974 0 0 163,974
5 02521 CONCRETE CURB 9 GUTTER 94,221 0 0 94,221
6 02580 PAVEMENT MARKING 4,439 0 0 4,439
7 02600 SITE UTILITIES 29,750 0 0 29,750
8 02820 FOUNTAINS 50,000 0 0 50,000
9 02830 FENCES L GATES 9,100 0 0 9,100
10 02841 BICYCLE RACKS 500 0 0 500
11 02876 TRASH i LITTER RECEPTORS 5,425 0 0 5,425
12 02900 LANDSCAPE i IRRIGATION 123,650 0 0 123,650
13 03200 CONCRETE REINFORCEMENT 2,465 40,834 0 43,299
14 03300 CAST-IN-PLACE CONCRETE 47,698 288,022 9,000 344,720
15 03470 TILT-UP CONCRETE 0 237,057 0 237,057
16 03480 PRECAST CONCRETE 0 143,646 0 143,646
17 03520 1NSUU1TIWG CONCRETE 0 119,037 0 119,037
18 04200 UNIT MASONRY 94,283 0 83,580 177,863
1 04400 STONE VENEER 0 55,950 0 55,950
-0 05120 STRUCTURAL STEEL 0 458,776 0 458,776
21 05300 METAL DECKING 0 125,525 0 125,525
22 05500 METAL FABRICATIONS 3,550 102,796 10,188 116,534
23 05510 METAL STAIRS 0 16,500 0 16,500
24 06100 ROUGH CARPENTRY 0 3,270 1,990 5,260
25 06220 MILLWORK 0 2,200 101,445 103,645
26 07100 WATERPROOFING 828 3,763 4,206 8,797
27 07200 INSULATION 0 15,446 12,198 27,644
28 07250 SPRAYED FIREPROOFING 0 0 0 0
29 07510 MEMBRANE ROOFING 675 56,234 0 56,909
30 07600 FLASHING 9 SHEET METAL 0 86,508 0 86,508
31 07820 METAL FRAMED SKYLIGHTS 0 28,560 0 28,560
32 07900 JOINT SEALERS 0 3,925 0 3,925
33 08100 METAL DOORS S FRAMES 1,800 3,305 21,880 26,985
34 08190 INSTALL DOORS 6 FRAMES 405 2,390 29,595 32,390
35 08200 WOOD DOORS 0 2,400 39,600 42,000
36 03320. SECURITY DO,`''S 0 0 26,560 26,560
37 08330 COILING DOORS 0 9,520 16,415 25,935
38 08340 FIRE DOORS 0 20,000 0 20,000
39 08400 ENTRANCE 3 SIC-REFRONTS 0 136,258 82,553 218,811
40 08710 DOOR HARDWARE 0 8,550 77,000 85,550
41 09200 LATH t PLASTER 0 64,216 0 64,216
42 09250 DRYWALL SYSTEMS 0 41,178 308,149 349,327
43 09300 CERAMIC TILE 0 60,335 98,637 158,972
44 09510 ACOUSTICAL CEILINGS 0 2,640 77,199 79,839
45 09520 ACOUSTICAL WALL TREATMENT 0 0 9,288 9,288
46 09650 RESILIENT FLOORING 0 392 74,769 75,161
47 D9680 CARPETING 0 0 173,698 173,698
48 09900 PAINTING 500 7,885 55,330 63,715
49 09950 WALL COVERING 0 0 9,126 9,126
50 10100 VISUAL DISPLAY BOARDS 0 0 9,080 9,080
51 10160 METAL TOILET COMPARTMENTS 0 3,600 10,000 13,600
52 10260 CORNER GUARDS 0 0 950 950
3 10270 COMPUTER ACCESS FLOORING 0 0 38,088 38,088
A 10350 FLAG POLES 3,300 0 0 3,300
PAGE 1 "* *** PRINT 07-Apr-93
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SS 10430 EXTERIOR SIGNAGE
56 10440 INTERIOR SIGNAGE 7,500 0 0 7,500
57 10500 LOCKERS 0 0 3,500 3,500
58 10520 FIRE PROTECTION SPECIALTIES 0 981 0 1 92,624 92,624
59 10550 POSTAL SPECIALTIES 0 981
0 0 2,500
60 10600 CUBICLE PARTITIONS 2,500
61 10650 OPERABLE PARTITIONS 0 0 0 0
62 10675 METAL STORAGE SHELVING 0 0 13,680 13,680
63 10750 TELEPHONE ENCLOSURES 0 0 152.224 152,224
64 10800 TOILET i BATH ACCESSORIES 600 600
65 11130 A/V EQUIPMENT 0 7,420 17,140 24,560
66 11150 PARKING EQUIPMENT 0 0 0 0
67 11450 RESIDENTIAL EQUIPMENT 0 0 0 0
68 11470 DARKROOM DOORS 0 0 7,290 7,290
69 11480 ATHLETIC EQUIPMENT 0 0 10 ,4 O 10,400
0
70 11600 FUME HOODS 0
71 12500 WINDOW TREATMENT 0 0 15,600 15,600
72 12670 RUGS t MATS 0 0 5,668 5,668
73 14200 ELEVATORS 0 0 2,800 2,800
74 15300 FIRE PROTECTION 0 105,000 0 105,000
75 15400 PLUMBING 24'400 44,048 33,552 102,000
76 15500 HVAC 0 75,600 206,900 282,500
T7 16000 ELECTRICAL 0 319,844 434,805 754,649
....68,000 126 100 629,846 823,946
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TOTAL """"-""'-
""""'' S880,604 S2,837,707 $3,029,643 56,747,954
•+• PAGE 2 t" *• PRINT 07-Apr-93 �'•
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