HomeMy WebLinkAboutAG-C-507 with MAKERS Architecture and Urban Design, LLP - Facility Needs Study & Master PlanAGREEMENT FOR PROFESSIONAL SERVICES
AG -C-507
THIS AGREEMENT made and entered into by and between the CITY OF
AUBURN, a Washington Municipal Corporation ("CITY") and MAKERS Architecture
and Urban Design, LLP whose address is 500 Union Street, Suite 700, Seattle, WA
98101, ("CONSULTANT.")
In consideration of the covenants and conditions of this Agreement, the parties
agree as follows:
1. SCOPE OF WORK.
See Exhibit A.
2. TERM.
The CONSULTANT shall not begin any work under this Agreement until
authorized in writing by the CITY. All work under this Agreement shall be completed by
December 31, 2020 and can be amended by both parties for succeeding years.
The established completion time shall not be extended because of any delays
attributable to the CONSULTANT, but may be extended by the CITY in the event of a
delay attributable to the CITY, or because of unavoidable delays caused by conditions
beyond the control of the CONSULTANT. A supplemental Agreement to extend the
established completion time must be signed before original completion date.
3. COMPENSATION.
The CITY agrees to pay the CONSULTANT in accordance with the fee schedule
(Exhibit B). The compensation to be paid to the CONSULTANT shall not exceed
$125,000.00 for the year 2019. Compensation to be paid to the CONSULTANT for
authorized work in succeeding years will be contingent upon availability of funds. The
Agreement for Professional Services AG -C-507
ENG -181, Revised 02/19
June 24, 2019
Page 1 of 11
CONSULTANT will not undertake any work or otherwise financially obligate the CITY in
excess of this not -to -exceed amount without prior written authorization. The total
compensation for this agreement shall not exceed $250,000.00 which includes a
Management Reserve Fund amount of $2,868.00. Expenditure of Management
Reserve Funds must be authorized by the CITY as set forth in Section 4 of this
Agreement.
The CONSULTANT shall be paid by the CITY for direct non -salary costs, at the
actual cost to the CONSULTANT plus 10%. These charges may include, but are not
limited to the following items: outside reproduction fees, courier fees, subconsultant
fees, vehicle mileage, materials, and supplies. The billing for non -salary costs that are
directly identifiable to the project shall be submitted as an itemized listing of charges.
Copies of the original supporting documents shall be supplied to the CITY upon request.
If services are required beyond those specified in the Scope of Work, and not
included in the compensation listed in this Agreement, a contract modification must be
negotiated and approved by the CITY prior to any effort being expended on those
services or work shall be authorized in writing under the Management Reserve Fund as
detailed in Section 4, if a Management Reserve Fund has been established by this
Agreement.
4. MANAGEMENT RESERVE FUND.
The Management Reserve Fund established in Section 3 of this Agreement, if
any, has been established to provide flexibility of authorizing additional funds to the
Agreement for allowable unforeseen costs, or reimbursing the CONSULTANT for
additional work beyond that already defined in this Agreement. Such authorizations)
shall be in writing, prior to the CONSULTANT expending any effort on such services
and shall not exceed the amount established in Section 3 of this Agreement.
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Agreement for Professional Services AG -C-507
ENG -181, Revised 02/19
June 24, 2019
Page 2 of 11
5. SUBCONTRACTING.
The CONSULTANT shall not subcontract for the performance of any work under
this AGREEMENT without prior written permission of the CITY. No permission for
subcontracting shall create, between the CITY and subcontractor, any contract or any
other relationship.
Compensation for any subconsultant work is included in Section 3 of this
Agreement and all reimbursable direct labor, overhead, direct non -salary costs and
fixed fee costs for the subconsultant shall be substantiated in the same manner as
outlined in Section 3. All subcontracts shall contain all applicable provisions of this
AGREEMENT.
6. RESPONSIBILITY OF CONSULTANT.
The CONSULTANT is responsible for the professional quality, technical
accuracy, timely completion and the coordination of all studies, analysis, designs,
drawings, specifications, reports and other services performed by the CONSULTANT
under this Agreement. The CONSULTANT shall, without additional compensation,
correct or revise any negligent errors, omissions or other deficiencies in its plans,
designs, drawings, specifications, reports and other services required. The
CONSULTANT shall perform its services to conform to generally -accepted professional
engineering standards and the requirements of the CITY.
Any approval by the CITY under this Agreement shall not in any way relieve the
CONSULTANT of responsibility for the technical accuracy and adequacy of its services.
Except as otherwise provided in this Agreement, neither the CITY'S review, approval, or
acceptance of, nor payment for, any of the services shall be construed to operate as a
waiver of any rights under this Agreement or of any cause of action arising out of the
performance of this Agreement to the full extent of the law.
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Agreement for Professional Services AG -C-507
ENG -181, Revised 02/19
June 24, 2019
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7. INDEMNIFICATION/HOLD HARMLESS.
The CONSULTANT shall defend, indemnify and hold the CITY, its officers,
officials, volunteers, and employees harmless from any and all claims, injuries,
damages, losses, or suits, including attorney fees, arising out of or resulting from the
acts, errors or omissions of the CONSULTANT in performance of this Agreement,
except for injuries or damages caused by the sole negligence of the CITY.
Should a court of competent jurisdiction determine that this Agreement is subject
to RCW 4.24.115, then, in the event of liability for damages arising out of bodily injury to
persons or damages to property caused by or resulting from the concurrent negligence
of the CONSULTANT and the City, its officers, officials, employees, and volunteers, the
CONSULTANT's liability, including the duty and cost to defend, under this Agreement
shall be only to the extent of the CONSULTANT's negligence. The CONSULTANT
specifically and expressly agrees that this indemnification includes the CONSULTANT'S
waiver of immunity under Industrial Insurance, Title 51 RCW, solely for the purposes of
this indemnification. This waiver has been mutually negotiated by the parties. The
provisions of this section shall survive the expiration or termination of this Agreement.
8. INDEPENDENT CONTRACTOR/ASSIGNMENT.
The parties agree and understand that the CONSULTANT is an independent
contractor and not the agent or employee of the CITY and that no liability shall attach to
the CITY by reason of entering into this Agreement except as otherwise provided in this
Agreement. The parties agree that this Agreement may not be assigned in whole or in
part without the written consent of the CITY.
9. INSURANCE.
CONSULTANT shall procure and maintain for the duration of this Agreement,
insurance against claims for injuries to persons or damage to property that may arise
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Agreement for Professional Services AG -C-507
ENG -181, Revised 02/19
June 24, 2019
Page 4 of 11
from or in connection with the performance of the work hereunder by the
CONSULTANT, its agents, representatives, or employees.
CONSULTANT'S maintenance of insurance as required by the Agreement shall
not be construed to limit the liability of the CONSULTANT to the coverage provided by
such insurance, or otherwise limit the City's recourse to any remedy available at law or
in equity.
CONSULTANT shall obtain insurance of the types and in the amounts described
below:
a. Automobile Liability insurance covering all owned, non -owned, hired and
leased vehicles, with a minimum combined single limit for bodily injury and
property damage of $1,000,000 per accident. Coverage shall be written on
Insurance Services Office (ISO) form, CA 00 01 or a substitute form providing
equivalent liability coverage. If necessary, the policy shall be endorsed to
provide contractual liability coverage.
b. Commercial General Liability insurance shall be written on ISO occurrence
form CG 00 01 and shall cover liability arising from premises, operations,
independent contractors, and personal injury and advertising injury, with limits
no less than $1,000,000 each occurrence, $2,000,000 general aggregate.
The CITY shall be included as an additional insured under the
CONSULTANT'S Commercial General Liability insurance policy with respect
to the work performed for the CITY using the applicable ISO Additional
Insured endorsement or equivalent.
c. Worker's Compensation coverage as required by the Industrial Insurance
laws of the State of Washington. If the consultant is a sole proprietor, the
parties agree that Industrial Insurance would be required if the
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Agreement for Professional Services AG -0-507
ENG -181, Revised 02/19
June 24, 2019
Page 5 of 11
CONSULTANT had employees. However, the parties agree that a
CONSULTANT who has no employees would not be required to have
Worker's Compensation coverage.
d. Professional Liability insurance appropriate to the CONSULTANT'S
profession, with limits no less than $1,000,000 per claim and $1,000,000
policy aggregate limit.
The insurance policies are to contain, or be endorsed to contain, the following
provisions:
a. The CONSULTANT'S Automobile Liability and Commercial General Liability
insurance coverage shall be primary insurance as respects the CITY. Any
insurance, self- insurance, or insurance pool coverage maintained by the
CITY shall be excess of the CONSULTANT'S insurance and shall not
contribute with it.
b. The CONSULTANT shall provide the Public Entity with written notice of any
policy cancellation within two business days of their receipt of such notice.
All insurance shall be obtained from an insurance company authorized to do
business in the State of Washington. Insurance is to be placed with insurers with a
current A.M. Best rating of not less than A:VII.
The CONSULTANT shall furnish the City with certificates of insurance and a
copy of the amendatory endorsements, including but not necessarily limited to the
additional insured endorsement, evidencing the insurance coverage required by this
section, before commencement of the work. The CITY reserves the right to require that
complete, certified copies of all required insurance policies be submitted to the CITY at
any time. The CITY will pay no progress payments under Section 3 until the
CONSULTANT has fully complied with this section.
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Agreement for Professional Services AG -C-507
ENG -181, Revised 02/19
June 24, 2019
Page 6 of 11
Failure on the part of the CONSULTANT to maintain the insurance as required
shall constitute a material breach of contract. The CITY may, after giving five business
days' notice to the CONSULTANT to correct the breach, immediately terminate the
contract or, at its discretion, procure or renew insurance and pay any and all premiums
for that insurance. If the CONSULTANT does not repay the premiums on request of the
CITY, the CITY will offset those costs against funds due the CONSULTANT from the
CITY.
If the CONSULTANT maintains higher insurance limits than the minimums shown
above, the CITY shall be insured for the full available limits of Commercial General and
Excess or Umbrella liability maintained by the CONSULTANT, irrespective of whether
such limits maintained by the CONSULTANT are greater than those required by this
contractor whether any certificate of insurance furnished to the CITY evidences limits of
liability lower than those maintained by the Consultant.
10. NONDISCRIMINATION.
The CONSULTANT will not discriminate regarding any services or activities to
which this Agreement may apply directly or through contractual, hiring, or other
arrangements on the grounds of race, color, creed, religion, national origin, sex, sexual
orientation, age, or where there is the presence of any sensory, mental or physical
handicap.
11. OWNERSHIP OF RECORDS AND DOCUMENTS.
The CONSULTANT agrees that all drawings, computer discs, documents,
records, books, specifications, reports, estimates, summaries and such other
information and materials as the CONSULTANT may have accumulated, prepared or
obtained as part of providing services under the terms of this Agreement by the
Agreement for Professional Services AG -C-507
ENG -181, Revised 02/19
June 24, 2019
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CONSULTANT, shall belong to and shall remain the property of the CITY OF AUBURN.
In addition, the CONSULTANT agrees to maintain all books and records relating to its
operation and concerning this Agreement for a period of six (6) years following the date
that this Agreement is expired or otherwise terminated. The CONSULTANT shall allow
the CITY to inspect all documents held by the CONSULTANT and relating to this
Agreement upon good cause at any reasonable time within the six (6) year period. The
CONSULTANT also agrees to provide to the CITY, at the CITY'S request, the originals
of all drawings, documents, and items specified in this Section and information compiled
in providing services to the CITY under the terms of this Agreement.
12. CERTIFICATION REGARDING DEBARMENT, SUSPENSION, AND
OTHER RESPONSIBILITY MATTERS -PRIMARY COVERED TRANSACTIONS.
The CONSULTANT certifies to the best of its knowledge and belief, that it and its
principals:
(a) Are not presently debarred, suspended, proposed for debarment, declared
ineligible, or voluntarily excluded from covered transactions by any federal
department or agency;
(b) Have not within a three-year period preceding the effective date of this
Agreement been convicted of or had a civil judgment rendered against them
for commission or fraud or a criminal offense in connection with obtaining,
attempting to obtain, or performing a public (federal, state, or local)
transaction or contract under a public transaction; violation of federal or state
antitrust statues or commission of embezzlement, theft, forgery, bribery,
falsification or destruction of records, making false statements, or receiving
stolen property;
Agreement for Professional Services AG -C-507
ENG -181, Revised 02/19
June 24, 2019
Page 8 of 11
(c) Are not presently indicted for or otherwise criminally or civilly charged by a
governmental entity (federal, state, or local) with commission of any of the
offenses enumerated in paragraph "(b)" of this certification; and
(d) Have not within a three-year period preceding the effective date of this
Agreement had one or more public transactions (federal, state, or local)
terminated for cause or default.
13. TERMINATION OF AGREEMENT.
This Agreement may be terminated by either party on twenty (20) days written
notice to the other party. In the event of termination due to the fault of other(s) than the
CONSULTANT, the CONSULTANT shall be paid by the CITY for services performed to
the date of termination.
Upon receipt of a termination notice under the above paragraph, the
CONSULTANT shall (1) promptly discontinue all services affected as directed by the
written notice, and (2) deliver to the CITY all data, drawings, specifications, reports,
estimates, summaries, and such other information and materials as the CONSULTANT
may have accumulated, prepared or obtained in performing this Agreement, whether
completed or in process.
14. GENERAL PROVISIONS.
14.1. This Agreement shall be governed by the laws, regulations and ordinances
of the City of Auburn, the State of Washington, King County, and where applicable,
Federal laws.
14.2. All claims, disputes and other matters in question arising out of, or relating
to, this Agreement, except with respect to claims which have been waived, will be
decided by a court of competent jurisdiction in King County, Washington.
Agreement for Professional Services AG -C-507
ENG -181, Revised 02/19
June 24, 2019
Page 9of11
14.3. If any dispute or conflict arises between the parties while this Agreement is
in effect, the CONSULTANT agrees that, notwithstanding such dispute or conflict, the
CONSULTANT shall continue to make a good faith effort to cooperate and continue
work toward successful completion of assigned duties and responsibilities.
14.4. The CITY and the CONSULTANT respectively bind themselves, their
partners, successors, assigns, and legal representatives to the other party to this
Agreement with respect to all covenants to this Agreement.
14.5. This Agreement represents the entire and integrated Agreement between
the CITY and the CONSULTANT and supersedes all prior negotiations, representations
or agreements either oral or written. This Agreement may be amended only by written
instrument signed by both the CITY and the CONSULTANT.
14.6. All costs of enforcement, including reasonable attorney's fees, expenses
and court costs shall be paid to the substantially prevailing party.
14.7. The CONSULTANT agrees to comply with all local, state and federal laws
applicable to its performance as of the date of this Agreement.
14.8. If any provision of this Agreement is invalid or unenforceable, the
remaining provisions shall remain in force and effect.
14.9. This Agreement shall be administered by consultant representative on
behalf of the CONSULTANT, and by the Mayor of the CITY, or designee, on behalf of
the CITY. Any written notices required by the terms of this Agreement shall be served
on or mailed to the following addresses:
CITY OF AUBURN
Attn: Matthew Larson
25 W Main Street
Auburn WA 98001
Phone: 253-804-5032
E-mail: mlarson@auburnwa.gov
Agreement for Professional Services AG -C-507
ENG -181, Revised 02/19
June 24, 2019
Page 10 of 11
MAKERS
Attn: Julie Bassuk
500 Union Street, Suite 700
Seattle, WA 98101
Phone: 206-652-5080
E-mail: julieb@makersarch.com
14.10. All notices or communications permitted or required to be given under this
Agreement shall be in writing and shall be delivered in person or sent by regular United
States mail, postage prepaid.
Any party may change their address by giving notice in writing to any other party.
14.11. This Agreement may be executed in multiple counterparts, each of which
shall be one and the same Agreement and shall become effective when one or more
counterparts have been signed by each of the parties and delivered to the other party.
CITY OF AUBURN
NI'anc'y Baf u, ayor
Date ` `Ig
APPROVED AS TO FORM:
2 -
Steve Gross, C-11yAfforney
MAKERS Architecture and Urban
Design, LLP
BY: XAS—�
Title: �d Y�vi ex -
Federal Tax ID#96-0 ID 3933
Agreement for Professional Services AG -C-507
ENG -181, Revised 02/19
June 24, 2019
Page 11 of 11
i'ixhibit A
(VITA' OF AUBIJRN
I A(`ll..l"I Y NEEDS S'1't.JDY & NI ASTFI( Pl.,AN
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June 21, 2019
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This project aims to define City of Auburn (City) facility needs and recommend an investment strategy to meet those needs
for four areas of focus: Public Works Maintenance & Operations, Parks Maintenance & Operations, Courts, and Police.
Facility needs, property assets, and future plans for other City departments, including City -owned property not in active use,
will also be considered to identify opportunities for joint use and cost-effective investment and to understand how citywide
facilities needs may impact funding availability.
PHASE , 1: NE;ED ASSES MI N'I' (; MC::)le TI:is)
This phase includes project initiation and management as well as the facility needs assessment.
A. I'R( Xur KICK -OFT", MANAGEMENT ; C OC)RDINATIC;: N
MAKERS will coordinate with the City project team (PT) to launch the project, develop a communication plan, prepare
monthly invoicing and progress reports, participate in monthly check-in briefings, and track scope, budget, and schedule. The
PT will include the City staff directly responsible for edordinating the overall project effort, making decisions on behalf of
the City, and providing in156 o' plar3 stratdgy addirection, The PT will facilitate coordination between MAKERS and City
project stakeholders, including the Leadership Team (LT). The LT will include members of City leadership selected by the
PT; their primary purpose is to provide input and feedback during the development of project goals and plan
recommendations through their OarliGipatipii at project workshops and through deliverable review.
1. Management. Prepare monthly invoices and progress reports. Prepare for, conduct, and summarize monthly, one-
hour project progress phone calls to review progress to date and discuss strategy for upcoming work items, including
a planning call for the initial project ]tick -off meeting. Progress calls will be attended by City and consultant project
managers, with optional attendance by additional City staff and the consultant partner -in -charge.
2. Schedule. Develop a project work plan and schedule. Update prior to the commencement of each task for a total of
three updates.
3. Coordination. In addition to scheduled monthly progress calls, two to three hours per month of coordination phone
calls and/or emails are assumed between the consultant team, the PT, and other City staff as deemed appropriate by
the PT.
4. Kick-off meeting. Coordinate with the PT and LT at a 90 -minute in-person kick-off meeting to clarify project needs
and goals, confirm the project work plan and schedule, and establish evaluation criteria to be used in evaluating
alternative investment strategies. The mayor and other stakeholders may also be invited to this kick-off as desired by
the PT; the council project initiation briefing (Task 6 below) will comprise a summary of materials presented during
the kick-off meeting and a summary of discussion outcomes from the kick-off.
5. Communication plan. Develop a project communication plan that identifies the members of PT, LT, and
department participants. The plan will include roles and responsibilities for the PT, LT, department participants, and
MAKERS as well as, target timeframes and guidelines for communications. MAKERS will provide the City with
materials to support the City's internal messaging and engagement efforts. These materials will be excerpted from
project presentations and deliverables produced in support of other scoped tasks; no additional materials will be
developed to supp&t these internal messaging and engagement efforts.
6. Council p1lojeet initi4,ti0n briefing. Conduct introductory briefing at a city council study session meeting to share
project goals aid timeline and gather feedback. A one-hour run-through via phone with the PT during a monthly
progress call, a one-hour in-person run-through with the Mayor, and two rounds of updates to the briefing is
assumed. One round of updates to the briefing will be limited to minor adjustments and editorial tweaks. Total
briefing duration (presentation and questions) not to exceed 45 minutes; briefing to be attended by two MAKERS
staff.
CITY OF AUBURN
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S(.'()V OU WORK 1..iE'`aAFT rev3
June 21, 2019
111,':1 -a'l't N C S
• Monthly PT progress calls
• Kick-off meeting
• Introduction/briefing run-through with the mayor
• Council project initiation briefing
• Kick-off summary
• Monthly coordination meeting agendas and summaries
• Monthly invoices and progress reports
+ Project schedule (updated quarterly, if needed)
• Communication plan (PDF)
• Council project initiation briefing presentation (PowerPoint or PDF)
13. N I S ASSI?SSMENT
(Quantity: 13; 1 hour; 2 MAKERS staff)
(Quantity: 1; 1.5 hours; 3 MAKERS staff)
(Quantity: 1; 1 hour; 2 MAKERS staff)
(Quantity: 1; 0.75 hours; 2 MAKERS staff)
MAKERS will review Auburn's property and facilities portfolio and how it is organized to deliver City services, work with
department leadership to identify underutilized areas and shortfalls, discuss how implementation of the City's comprehensive
plan will impact service delivery, and identify facilities projects needed to achieve the City's vision. As is stated in the
project purpose, though all property will be considered, properties used by the four areas of focus will be reviewed in more
detail.
Background review. Review relevant City -provided data and studies, including available building maintenance
records and CIP projects. If the data requested is unavailable, MAKERS and the PT will work together to develop
reasonable assumptions to support decision-making.
• The City will provide necessary background information, including existing site and building plans (as
available), staffing and vehicle counts if needed, organizational charts, and anticipated staff growth.
Reconciliation of staff and vehicle counts, staff growth assumptions, and space usage will be limited to one
round.
• The City will provide historic facilities maintenance and capital investment funding levels and current plans
for maintenance and capital investment within the context of total City spending. Data shall be provided in an
editable format (e.g. an Excel document) and include spending by year and by funding source and a project
purpose or description for each expenditure. Reconciliation of historical finances will be limited to one
round.
• The City will provide a list of known facilities maintenance needs with cost estimates if available.
• The level of effort for this task assumes information will be organized in a comprehensive, consolidated, and
editable format with minimal reconciliation or processing by MAKERS required.
Stakeholder Interviews and facility tours. Prepare for, conduct, and summarize interviews with key department
stakeholders to discuss existing facility deficiencies and space short -falls, future growth projections and potential
operational changes, phasing considerations, finding challenges, and other project considerations. Tour facilities to
observe space use, functional, and department adjacency issues.
• Individual interview durations may be adjusted according to the complexity of issues to be discussed but the
total duration of all interviews and facility tours should not exceed three working days (24 total hours). For
efficiency, the City will endeavor to schedule interviews and site visits consecutively to result in no more
than four consultant trips. The site tour(s) and interviews for each specific department will ideally be
scheduled for the same day or time period.
• The City will identify the most qualified stakeholders to be interviewed. Multiple departments may be
interviewed in a single meeting.
• A 90 -minute interview with facilities maintenance should be included.
• A 90 -minute interview with individuals knowledgeable about City budgeting and finance should be
included.
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FqACll,l'1'Y NEI D >`1'C..I gDgY" & 1\4AS "1::;1� PLAN
June 21, 2019
• Other interviewees will be selected to represent the following departments as needed to understand
facility function, facility needs, and ongoing or future planning around facilities. Interview duration will
range from 60 to 90 minutes and be commensurate with interviewee relationship to areas of focus
addressed by this study. Interviews will be organized according to areas of expertise and/or the facilities
they use; e.g.:
• Interview 1: Public Safety
• Interview 2: Courts
• Interview 3: Public Works Maintenance & Operations Services
• Interview 4: Parks Maintenance & Operations
• Interview 5: Representatives for Administration, Public Works Engineering Services, Finance,
Human Resources, Legal, and Community Development. Information Technology should also be
represented to provide insight on any planning considerations around facilities investment, e.g.,
location of communication infrastructure.
The City will organize a tour of existing facilities with knowledgeable staff to review functional needs and
deficiencies. Tour durations may range from one to three hours per site/facility and will be commensurate
with facility complexity and relationship to project areas of focus. Most facilities will be toured at an
overview level (quick walk through), except the police/court, public works operations yards, and parks
operations yards, which will be toured in more detail.
3. Best practices research. Research recent civic investments in similar municipalities to highlight recent trends in
civic facility use, sizing, design, and funding. This information will be used to support the space needs assessment
and visioning.
4. Space needs assessment. Develop and document projected City facilities space needs for project areas of focus.
Space needs projections will be based on industry standards given facility types and projected staffing levels based
on existing projections for population and service demand growth. Space needs projections will provide square
footage assumptions at a level appropriate to generate rough -order -of -magnitude cost estimates and support strategic
planning and decision-making but will not include detailed programming. Space needs assumptions and projections
summary must be reviewed and approved by the City prior to the commencement of Task C. Though revisions to
the space needs assessment memo will be limited to one round, MAKERS will correct any errors in incorporating
draft comments noted by the PT.
5. Financial situation baseline. Identify funding limitations and develop assumptions around budgeting, financing
options, and implementation phasing for the study. Financial situation baseline assumptions will establish estimated
average allowable spending by year and funding source. This work task is initiated through interviews.
• Assumptions will be developed in consultation with staff knowledgeable about what is politically and fiscally
reasonable for City and staff knowledgeable about the City's facilities spending trends and plans.
6. Visioning workshop. Prepare and conduct a visioning workshop with the LT and other stakeholders as deemed
appropriate by the PT. The workshop will last no more than four hours and be attended by up to four MAKERS
staff. Workshop activities will inform development of master plan alternatives and will likely include:
Reviewing needs assessment findings, best practice examples, and financial baseline assumptions.
• Drafting evaluation criteria with which to evaluate master plan alternatives and guide recommendations.
• Envisioning ideal facilities needed to support City goals, desired service, and future growth.
7. Council needs assessment briefing. Prepare and conduct a milestone briefing for city council at a study session
meeting that will cover the major findings from the needs assessment, financial baseline, and visioning workshop. A
one-hour run-through via phone with the PT, a one-hour run-through via phone with the mayor, and two rounds of
updates to the briefing are assumed. One round of updates will be limited to minor adjustments and editorial tweaks.
Total briefing duration (presentation and questions) not to exceed 45 minutes; briefing to be attended by two
MAKERS staff.
X11 TINGS
• Stakeholder interviews and facility tours (Total duration up to 24 hours; 2 MAKERS staff per interview)
c l'Y OF AUl3tJRN
FACILITY 1'Y NI EDS S'i tJDY <� MASTER PLAN
June 21, 201.9
• Visioning workshop (Quantity: 1; duration up to 4 hours; up to 4 MAKERS staff)
• Council needs assessment briefing run-through (Quantity: 1; 1. hour; 2 MAKERS staff]
phone call with PT
• Council needs assessment briefing run-through (Quantity: 1; 1 hour; 2 MAKERS staff)
phone call with mayor
• Council needs assessment briefing (Quantity: 1; 0.75 hours; 2 MAKERS staff)
• Space needs assessment assumptions memo (PDF)
• Visioning workshop presentation, to include relevant best practices information and the project's financial baseline
assumptions (PowerPoint or PDF)
• Council needs assessment presentation (PowerPoint or PDF)
VERSE 11 (-5 MONTHS)
C, KEY DECISION ALITANATIVES
This phase will focus on developing and analyzing alternative approaches to key facilities decisions. `Key facilities
decisions' encompass areas where there are a variety of approaches to meeting a facility need. (Maintaining a facility that is
working well and needs predictable maintenance and modernization investments is not a `key facilities decision' — these
projects will be included in the project's baseline assumptions.) Key facilities decisions analysis will be completed for up to
four functional areas that will likely include public works operations yards, parks operations yards, and public safety
facilities.
1. Key decision projects alternatives concept development.
• Prepare for and conduct a phone call with the PT to discuss key decision alternative concepts for
development and evaluation.
• Gather more detailed information to develop or evaluate alternatives. This task includes up to two days (16
total hours) of phone calls, data review, and site tours as needed.
• Develop the concepts and evaluate the benefits and drawbacks associated with the function, cost, and likely
phasing for each alternative concept.
• Cost estimates will be planning -level estimates of probable costs. It is assumed these estimates will be
refined by the City as projects move forward into design.
• Cost estimates will be developed based on generic per -square -foot costs by facility typology (e.g. police
station, community center, etc.). Soft cost markups to be provided and agreed upon by the City.
• Site development cost estimates will be generic for decision-making purposes and will not reflect
specific site characteristics, e.g., stormwater infrastructure requirements or utility service needs.
• Land value estimates will be provided by the City real estate experts. Estimated values are for strategic
planning decision-making purposes only.
2. Key decision project alternatives directors review phone calls. Conduct up to four one-hour phone calls with the
PT and the individual department directors and facilities coordinators impacted by key decision projects. Calls to be
attended by up to three MAKERS staff. Refine materials as needed.
3. Alternatives evaluation workshop. Conduct an alternatives evaluation workshop to discuss key decision
alternative concepts and select preferred directions. Workshop participants will be.selected from the LT and could
include department directors, City executive leadership, and other stakeholders as deemed appropriate by the PT.
Workshop duration will be attended by up to four MAKERS staff and will last a maximum of three hours.
4. Public outreach: Open house (optional task). Prepare and conduct a two-hour public open house to present
outcomes from the alternatives phase and solicit feedback on select aspects of the project as appropriate. Prepare up
to four display posters and adapt alternatives workshop materials as appropriate. Open house to be attended by two
MAKERS staff.
CITY OF AU1I3tJIeN
I AC:"11..,ITY iti'ItI?I¢ S S I t pDY &MAS_I'ER- 1'I..,AN
June 21, 2019
PT and council alternatives briefings. Conduct a one-hour run-through of the alternatives evaluation outcomes and
draft preferred direction milestone briefing with the PT via phone. Update the briefing based on PT feedback and
present the briefing to the LT or team of department directors, facilities coordinators, and other stakeholders as
deemed appropriate by the PT. Update the briefing presentation based on LT feedback and present the briefing to the
mayor via a one-hour phone call. Update the presentation based on mayor feedback and present the briefing to the
city council at a study session meeting.
• One round of updates to the briefing after the run-through PT briefing, one round of updates after the LT
briefing, and one round of updates after the mayor briefing are assumed.
• One round of updates to the briefing will be limited to minor adjustments and editorial tweaks.
• Each total briefing duration (presentation and questions) not to exceed one hour; briefing to be attended by
two MAKERS staff.
Key decision project alternatives approach review PT phone call (Quantity: 1; 1 hour; 3 MAKERS staft)
• Key decision project alternatives directors review phone calls (Quantity: 4; 1 hour; 3 MAKERS staff)
• Alternatives evaluation workshop (Quantity: 1; duration up to 3 hours; up to 4 MAKERS staff)
• LT alternatives briefing run-through phone call with PT (Quantity: 1; 1 hour; 2 MAKERS staff)
• LT alternatives briefing (Quantity: 1; 1 hour; 2 MAKERS staff)
• Council alternatives briefing run-through phone call with mayor (Quantity 1; 1 hour; 2 MAKERS staff)
Council alternatives briefing (Quantity: 1; 1 hour; 2 MAKERS staff)
• Public open house (Quantity: 1 optional; 1.5 hours; 2 MAKERS staff)
• Alternatives evaluation workshop presentation (PowerPoint or PDF)
• Council alternatives briefing (PowerPoint or PDF)
P1 IASE 111 (--6 MC:DNT IS)
D. PREFERRED RR1,D CON ;PT & PLAN DOC:1J ENY
This phase will identify and refine a preferred master plan concept that will likely be a combination of desirable features
gleaned from the alternatives. An important aspect of this phase will be providing the opportunity for City staff to review and
comment on the recommended plan while it is being developed.
Once support is built for the recommendations, MAKERS will compile findings into a user-friendly plan document. The plan
will include the needs analysis, a sequence of recommended short- and long-term actions, costs, and timeline. It will also
describe how the plan supports Auburn's 2035 Core Plan vision and aligns with other relevant City policies.
L Refine cost and/or land value estimates (optional task). If needed to support decision-making, cost estimates may
be refined and augmented through additional engineering analysis (e.g., civil, structural, transportation) or cost
estimation support.
2. Identify and refine draft concept and phased implementation plan. Prepare for and conduct one one-hour phone
working session with the PT to identify and refine the preferred master plan concept and phasing approach based on
feedback received at the alternatives workshop, from the LT, from the mayor, and from city council. Prepare for and
conduct one one-hour phone conference with the City's PT and City finance/budget experts to review and ensure
draft implementation plan is financially viable.
3. Draft recommendations briefings. Conduct a one-hour run-through of the draft concept and phased
implementation strategy recommendations milestone briefing with the PT via phone. Update the briefing
presentation per PT comments and present the briefing to the LTand department representatives as determined by
the PT. Update the briefing presentation per LT comments and present to the mayor via a one-hour phone call.
Update the briefing presentation per the mayor's comments and present to city council at a study session meeting.
CITY OF AL B1JR'N
1 A.(:`ltXl Y NEEDS S'H J13Y & MAST R Pt.AhI
June 21, 2019
• One round of updates to the briefing after the run-through briefing, one round of updates after the LT
briefing, and one round of updates after the run-through with the mayor are assumed.
• One round of updates to the briefing will be limited to minor adjustments and editorial tweaks.
• Each total briefing duration (presentation and questions) not to exceed one hour; briefing to be attended by
two MAKERS staff.
4. Public open house (optional task). Prepare and conduct a two-hour public open house to present draft plan
recommendations.
5. Draft report. Report document will compile the needs assessment, recommended actions, and implementation
strategy. The City will distribute this document and compile responses for discussion with MAKERS.
6. Prefinal plan. Discuss comments with PT as needed, update the plan, and issue a prefinal document for final PT
review. Prefinal review comments are limited to changes made in response to draft comments.
7. Prefinal plan briefings. Conduct a one-hour run-through of the prefinal milestone briefing with the PT via phone.
Prefinal milestone briefing will highlight changes since draft. Update the briefing presentation per PT comments and
present the briefing to the LT and department representatives as determined by the PT. Update the briefing
presentation per LT comments and present to city council at a study session meeting.
• One round of updates to the briefing after the run-through briefing and one round of updates after the LT
briefing are assumed.
• One round of updates to the briefing will be limited to minor adjustments and editorial tweaks.
• Each total briefing duration (presentation and questions) not to exceed one hour; briefing to be attended by
two MAILERS staff
8. Final plan. Discuss comments with PT as needed, update the plan, and issue the final document.
• Preferred concept PT phone working session
• Implementation plan review phone conference with Finance
• LT draft recommendations briefing run-through with PT
• LT draft recommendations briefing
• Council draft recommendations briefing
• Public open house
• LT prefinal plan briefing run-through with PT
• LT prefinal plan briefing
• Council prefinal plan briefing with the mayor
• Council prefinal plan briefing
(Quantity: 1; 1 hour; 3 MAKERS staff)
(Quantity: 1; 1 hour; 2 MAILERS staff)
(Quantity: 1; 1 hour; 2 MAILERS staff)
(Quantity: 1; 1. hour; 2 MAILERS staff)
(Quantity: 1; 1 hour; 2 MAKERS staff)
(Quantity: I optional; 2 hour; 2 MAKERS staff)
(Quantity: 1; 1 hour; 2 MAKERS staff)
(Quantity: 1; 1 hour; 2 MAKERS staff;)
(Quantity: 1; 1 hour; 2 MAILERS staff)
(Quantity: 1; 1 hour; 2 MAKERS staff).
• Draft recommendations presentation (PowerPoint or PDF)
• Prefinal plan presentation (PowerPoint or PDF)
• Draft and prefinal facilities master plan document (PDF)
• Final facilities master plan document (Up to five print copies and one PDF)
ASSUMPTIONS
Specific assumptions related to a work task are imbedded in the task description above; assumptions that apply to multiple
tasks are listed below.
• Per the project goal, this project includes space needs assessment and facility master planning for the following
City facilities:
o Public Works Maintenance & Operations Facility
CITY OF A.t.;B(JR.N
FACILITY 7yL;l?I)`> STUDY & M HSTF'RPI.,AN
Sl`0III F t.IlWORK DRAI', , ..
June 21, 2019
o Municipal Court/Police Headquarters
o Parks Maintenance & Operations Facilities
■ Game Farm Park
■ C Street SE
• Per the project goal, this project includes a cursory review of facility needs, property assets, and future plans for
the following City facilities:
o City Hall
o City Hall Annex
o Parks & Recreation Complex
■ Youth Center
■ Community Center
■ Activity Center
■ Les Gove Storage Building
o GSA Building
• Plan recommendations will be focused on major capital investments and will not include minor or major
maintenance recommendations or costs.
• To keep project on schedule, the City will endeavor to provide information requested within two weeks from
the date of request. The consultant team will notify the City of information requests as they arise to ensure the
City has the maximum amount of time to respond to requests. The consultant team will work with the City to
mitigate schedule impacts where information requests take longer to fulfill.
• The City shall keep MAKERS apprised of parallel planning efforts of consequence to this project. Any new
information arising over the course of the project shall be provided to MAKERS as soon as feasible. If this new
information impacts the content of a substantially developed work product, MAKERS will endeavor to
incorporate such new information into the final work product, if possible, given available budget.
• The City will be responsible for organizing meetings and facility tours, reserving rooms, and sending all
meeting invites. The City will also provide public notice to advertise public open houses and City council
presentations,
• MAKERS will prepare meeting materials for project progress meetings, workshops, City council study session
meetings and open houses, including agendas, presentations, and visual aids.
• The schedule makes the following assumptions with respect to City scheduling and review times. Longer
review periods and meeting scheduling delays may impact the overall project schedule.
o Meetings can be scheduled within target timeframes
o City reviews of minor deliverables (presentations and memos) can occur within one week, with an
additional week allocated for MAKERS' revisions in response to City comments.
o City reviews and comment consolidation of the draft plan can occur within three weeks, with an .
additional three weeks allocated for MAKERS' revisions in response to City comments.
o City reviews and comment consolidation of the prefinal master plan can occur within two weeks, with
an additional twoweeks allocated for MAKERS' revisions in response to City comments.
Any space plans or concepts will developed at a planning level as appropriate to facilitate decision-making.
This project will not require new technical analysis (including, but not limited to, an assessment of building
condition, geotechnical analysis, site environmental assessments, real estate appraisal/land value estimate, or
transportation evaluation) unless scoped within optional task D1 and able to be funded within the budget
allocated for this item.
CITY OF AUBURN
1 A(:'ll..,t`l Y NEEDS S'1't.JDY & MASTER P1..,AN
June 21, 2019
• MAKERS will provide draft copies of presentation materials for advance review by the PT and revise materials
based on PT comments. No more than one review -revision cycle will be provided.
• The City will distribute the draft and prefinal plans for review and coordinate/consolidate comments received.
• No more than two versions (draft and final) of any deliverable will be provided, except for the final master plan
document, for which no more than three versions (draft, prefinal, and final) will be provided,
Exhibit B
FA1C H 1) !t_<A iA BA`x t'IIR PE..AN
June 21, 2019
Partner -in Project I Project
Charge Manager Coordinator
Hourly rate $200 $130 1 $100 Contract
A. Project Kick -Off, Management & Coordination
1 Management (monthly meetings, invoicing, prog rpts)
33
52
15
$
$
37,670
14,760
2
Schedule
2
2
12
$
1,860
3
Coordination
6
36
12
$
7,080
4
Kick-off meeting
7
12
30
$
5,960
5
Communication plan
1
4
12
$
1,920
Council project initiation briefing (and in person run-
6 through with mayor)
B. Needs Assessment
1 Background review
13
4
13
8
18
20
$
$
$
6,090
59,650
3,840
2 Interviews and facility tours
32
40
40
$
15,600
3 Best practices research
2
6
32
$
4,380
4 Space needs assessment
6
44
20
$
8,920
5 Financial situation baseline
6
32
$
$
5,360
6 Visioning workshop
8
32
72
$
12,960
7 Council milestone briefing
11
23 1
34
$
8,590
C. Alternatives
1 Key decision projects concept development
8
40
80
$
$
57,610
14,800
2
Alternatives evaluation review calls (up to 4)
12
32
24
$
8,960
3
Alternatives evaluation workshop
10
32
72
$
13,360
4
Public open house #1 (optional)
6
18
32
$
6,740
5
Alternative evaluation milestone briefings (LT, mayor &
council)
15
35
62
$
13,750
D
1
Preferred Concept &Plan Document
Refine cost and/or land value estimates (optional)
subconsultant costs included below
$
$
76,090
_
2
Identify and refine draft concepts & phasing
12
40
40
$
11,600
3
Draft concept and phasing briefings (LT & Council)
12
32
60
$
12,560
4
Public open house #2 (optional)
6
18
32
$
6,740
5
Prepare draft plan report
8
60
120
$
21,400
6
Prefinal plan
4
24
60
$
9,920
7
Prefinal briefings (LT, mayor, and council)
9
23
34
$
8,190
8
Final plan and project closeout
2
16
32
$
5,680
Supplemental Expenses
Subconsultants for Dl (cost includes 10% markup)
$
$
16,112
15,000
MAKERS travel (17 trips x 66.4 miles round trip x $0,58/mile
x 10% markup)
$
612
Professional printing allowance (5 final reports and meeting
materials)
$
500
Total Cost
$
247,132
EXHIBIT C
DIRECT NON -SALARY REIMBURSABLE EXPENSES
• Outside Reproduction Fees
• Courier Fees
• Subconsultant Fees
• Materials and Supplies
• Mileage at $0.58/mile or the current approved IRS rate.
It is understood that all reimbursements are at cost and will be marked -up 10%.
Subcontracts; The CONSULTANT, at the CITY'S request shall enter into subcontracts
with other consultants, such as appraisers and/or environmental consultants, etc. If
approved, the CITY shall reimburse the CONSULTANT for the actual cost of the
subcontracts plus a 10% markup to cover the CONSULTANT'S additional overhead
expense associated with the Subcontract.
Exhibit C
Agreement No. AG -C-507
Page 1 of 1
CONSULTANT INVOICES
CONSULTANT invoices should contain the following information:
• On CONSULTANT letterhead.
• A cover letter stating the status of each task. This should include items completed,
percent completed during the billing period and completion along with funding status.
• Internal invoice number and/or sequential numeric number (i.e.: progress payment #
10).
• Invoice date.
• Period of time invoice covers.
• Consultant Agreement # (i.e.: AG -C-115).
• Project number(s) listed (i.e.: PR562).
• CITY'S project manager listed,
• The hour(s) per person broken down by task(s) (attach timesheets, spreadsheet
detailing timesheets, or some other form of proof) along with type of work done (i.e.:
design,
right-of-way, or construction) or task order number,
• Direct salary (base salaries)
• Indirect salary (benefits)
• Direct non -salary (i.e.: mileage, reproduction fees (i.e.: printing, copying),
communication fees (i.e.: telephone), supplies, computer charges, subconsultants),
indirect non -salary (overhead). The CITY does not pay for CONSULTANT meals
unless part of a task requires travel outside of the greater Seattle, Tacoma, and
Everett area. These costs are to be broken down and backup information is to be
attached to invoice. Project managers are to inform CONSULTANTS as to what is
required for break down information and if backup information is to be attached.
Break out the same for subconsultant charges.
• Previous and remaining base contract amounts left in each task and total contract —
total authorized amount (bottom line figure). Add amendments to this base contract
amount for total authorized amount.
• Percentage of work completed to date compared to total amount of work (if required
by the project manager).
• Status of Management Reserve Fund (MRF) (i.e.: a certain task) until we can get an
amendment in place.
• Invoices for previous year are due by January 15th
• For grant/special funded projects there might be other special information needed,
reference the LAG manual.
Consultant Invoices
Agreement No. AG -C-507
Page 1 of 2
City of Auburn
25 West Main
Auburn WA 98001
Attn: Scott Nutter (Project Engineer)
Agency Agreement #: AG -C-010
SAMPLE INVOICE
Invoice #: 5222
Progress Payment #: 2
Invoice Date: February 10, 2002
Project Name: Thomas Nelson Farm
Project #: PR562
Engineering Services performed during the period of: January 2002
SAMPLE ENGINEERING, INC.
Personnel
Hours
Multiplier
Hourly
Rate
Amount
Amount
Mike Jones, Principal in Charge
1
$
125.00
$
125.00
Carla Maker, Architect
5
$
72.00
$
144.00
Joe Smith, Word Processing
10
$
48.00
$
480.00
Consultant Personnel Subtotal
1
$100.00
MRF1,000.00
1 $
749.00
Expenses (see attached
documentation)
Charge
s
Multiplier
Amount
Amount
Mike Jones, Principal in Charge
20 miles
x1.1
$
7.59
Carla Maker, Architect
$ 30.00
x1.1
$
33.00
Joe Smith, Word Processing
$ 29.00
x1.1
$
31.90
Consultant Expenses Subtotal
1
$
72.49
Consultant Total:
SUB CONSULTANTS (see attached documentation)
$ 821.49
Subconsultant
Hours
Hourly
Amount
Rate
ABC Environmental, Inc., Civil
10
$100.00
$ 1,000.00
Engineer
Electrical Consulting, Electrical
5
$100.00
500.00
Engineer
Mechanical Solutions, Mechanical
10
$100.00
MRF1,000.00
Engineer
Moving Company, Moving
2
$ 50.00
100.00
Consultant
Subconsultant Subtotal
$ 2,600.00
Subtotal x 1.1 Multiplier
$ 2,860.00
Subconsultant Total:
Consultant Invoices
Agreement No. AG -C-507
Page 2 of 2
$ 2,860,00
TOTAL DUE THIS INVOICE
CONTRACT BREAKDOWN
$ 3,681.49
Note: MRF=Management Reserve Fund
* Received a written authorization of MRF on 1/10101 for Mechanical Engineer task in the
amount of $2,000.00.
Exhibit C
Agreement No. AG -C-507
Page 1 of 1
Amount
Total
%
%
Amount
Task
Authorize
Prior
This
Invoiced To
Expended
Completed
Remainin
d
Invoiced
Invoice
Date
Original
Contract
$
$1,025.00
$2,681.49
$ 3,706.49
20%
25%
$ 18,293.5
22, 000.00
1
MRF*
2,500.00
0.00
1,000.00
1,0000.00
40%
45%
1,500.00
TOTAL
$
$1,025.00
$3,681.49
$ 4,706.49
$ 19,793.5
24,500.00
1
Note: MRF=Management Reserve Fund
* Received a written authorization of MRF on 1/10101 for Mechanical Engineer task in the
amount of $2,000.00.
Exhibit C
Agreement No. AG -C-507
Page 1 of 1