HomeMy WebLinkAboutSW Facility Replacement Planning Contract Department of Public Works
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Jefferson County
Board of Commissioners
Agenda Request
To: Board of Commissioners
Mark McCauley, County Administrator
From: Monte Reinders, P.E., Public Works Director/County Engineer
Agenda Date: July 25, 2022
Subject: Contract for Solid Waste Facilities Replacement Planning Services
Statement of Issue: Planning for the replacement of the County's solid waste handling
facilities is necessary owing to the age of the facilities and customer demand that has begun
to strain facility capacity at peak season. The planning process for facility replacement
requires engineering, architectural, group facilitation and financial planning support.
Analysis/Strategic Goals/Pro's Et Con's: Public Works issued a Request for Qualifications and
interviewed two of the three firms that responded. The City of Port Townsend was
represented on the interview panel by Mr. Steve King, Public Works Director. Vikek
Environmental Engineering, LLC (Vikek) of Edmonds, WA was selected based on: their
capacity for the work; quality of similar example work; timeliness for completion, and;
understanding of the value of a robust public outreach campaign including collaboration with
the Solid Waste Facility Task Force.
Public Works has negotiated a scope of work largely driven by public engagement and a
tentative completion date of April 1, 2024. A Project Management Plan with a detailed
schedule will follow based on Solid Waste Facility Task Force engagement at a kick-off
meeting early in the process.
Fiscal Impact/Cost Benefit Analysis: The Contract value is $530,539.00 with funding from
the Solid Waste Fund and $250,000.00 from the County's Capital Fund.
Recommendation: Public Works recommends that the Board enter into the Contract with
Vikek Environmental Engineering, LLC, and return the original to Public Works for further
processing.
Department Contact: Al Cairns, Project Manager, 385-9213.
Reviewed By:
"41Mark McCauley unty Administrator Date
PROFESSIONAL SERVICES AGREEMENT FOR
Solid Waste Facility Replacement Planning
THIS PROFESIONAL SERVICES AGREEMENT ("this Agreement") is entered into between
the County of Jefferson, a municipal corporation ("the County"), and
Vikek Environmental Engineering, LLC ("the Consultant"), in consideration of the
mutual benefits, terms, and conditions specified below.
Project Designation. The Consultant is retained by the County to perform
project management to include: long-range service demand analysis, public outreach,
conceptual design, potential site screening and evaluation, and a financial plan
2. Scope of Services. Consultant agrees to perform the services identified on Exhibit "A"
attached hereto including the provision of all labor.
3. Time for Performance. Work under this Agreement shall commence upon the giving of
written notice by the County to the Consultant to proceed. The Consultant shall perform
all services and provide all work products required pursuant to this Agreement on the
dates listed on Exhibit "A". Time is of the essence in the performance of this Agreement.
4. Payment. The Consultant shall be paid by the County for completed work and for
services rendered under this Agreement as follows:
a. Payment for the work provided by Consultant shall be made as provided on
Exhibit `B" attached hereto, provided that the total amount of payment to
Consultant shall not exceed $ 530,539.00 without express written modification
of the Agreement signed by the County.
b. The Consultant may submit invoices to the County once per month during the
progress of the work for partial payment for project completed to date. Such
vouchers will be checked by the County, and upon approval thereof, payment will
be made to the Consultant in the amount approved. Payment of Consultant
invoices shall be within 30 days of receipt by the County for any services not in
dispute based on the terms of this Agreement.
C. Final payment of any balance due the Consultant of the total contract price earned
will be made promptly upon its ascertainment and verification by the County after
the completion of the work under this Agreement and its acceptance by the
County.
d. Payment as provided in this section shall be full compensation for work
performed, services rendered and for all materials, supplies, equipment and
incidentals necessary to complete the work.
e. The Consultant's records and accounts pertaining to this Agreement are to be kept
available for inspection by representatives of the County and state for a period of
three (3) years after final payments. Copies shall be made available upon request.
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5. Ownership and Use of Docuinerits. All documents, drawings, specifications, and other
materials produced by the Consultant in connection with the services rendered under this
Agreement shall be the property of the County whether the project for which they are
made is executed or not. The Consultant shall be permitted to retain copies, including
reproducible copies, of drawings and specifications for information, reference and use in
connection with Consultant's endeavors. Consultant shall not be held liable for reuse of
documents or modifications thereof, including electronic data, by County or its
representatives for any purpose other than the intent of this Agreement.
6. Compliance with laws. Consultant shall, in performing the services contemplated by this
Agreement, faithfully observe and comply with all federal, state, and local laws,
ordinances and regulations, applicable to the services to be rendered under this
Agreement.
7. Indemnification. The Consultant shall defend, indemnify and hold the County, its
officers, officials, employees, agents and volunteers (and their marital communities)
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 and damages caused by the sole
negligence of the County. 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 County, its officers, officials, employees,
agents and volunteers (and their marital communities) the Consultant's liability,
including the duty and cost to defend, hereunder shall be only to the extent of the
Consultant's negligence. It is further specifically and expressly understood that the
indemnification provided herein constitutes 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. Insurance. Prior to commencing work, the Consultant shall obtain at its own cost and
expense the following insurance coverage specified below and shall keep such coverage
in force during the terms of the Agreement.
Colninerciai Automobile Liability Insurance providing bodily injury and property
damage liability coverage for all owned and non -owned vehicles assigned to or used in
the performance of the work for a combined single limit of not less than $500,000 each
occurrence with the County named as an additional insured in connection with the
Consultant's performance of this Agreement. This insurance shall indicate on the
certificate of insurance the following coverage: (a) Owned automobiles; (b) Hired
automobiles; and, (3) Non -owned automobiles.
Commercial General Liability Insurance in an amount not less than a single limit of one
million dollars ($1,000,000) per occurrence and an aggregate of not less than two (2)
times the occurrence amount ($2,000,000.00 minimum) for bodily injury, including death
and property damage, unless a greater amount is specified in the contract specifications.
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The insurance coverage shall contain no limitations on the scope of the protection
provided and include the following minimum coverage:
a. Broad Form Property Damage, with no employee exclusion;
b. Personal Injury Liability, including extended bodily injury;
C. Broad Form Contractual/Commercial Liability — including coverage for products
and completed operations;
d. Premises — Operations Liability (M&C);
e. Independent Contractors and subcontractors;
f. Blanket Contractual Liability.
Professional Liability Insurance. The Consultant shall maintain professional liability
insurance against legal liability arising out of activity related to the performance of this
Agreement, on a form acceptable to Jefferson County Risk Management in the amounts
of not less than $1,000,000 Each Claim and $2,000,000 Aggregate. The professional
liability insurance policy should be on an "occurrence" form. If the professional liability
policy is "claims made," then an extended reporting period coverage (tail coverage) shall
be purchased for three (3) years after the end of this Agreement, at the Consultant's sole
expense. The Consultant agrees the Consultant's insurance obligation to provide
professional liability insurance shall survive the completion or termination of this
Agreement for a minimum period of three (3) years.
The County shall be named as an "additional named insured" under all insurance policies
required by this Agreement, except Professional Liability Insurance when not allowed by
the insurer.
Such insurance coverage shall be evidenced by one of the following methods: (a)
Certificate of Insurance; or, (b) Self-insurance through an irrevocable Letter of Credit
from a qualified financial institution.
The Consultant shall furnish the County with properly executed certificates of insurance
that, at a minimum, shall include: (a) The limits of overage; (b) The project name to
which it applies; (c) The certificate holder as Jefferson County, Washington and its
elected officials, officers, and employees with the address of Jefferson County Risk
Management, P.O. Box 1220, Port Townsend, WA 98368, and, (d) A statement that the
insurance policy shall not be canceled or allowed to expire except on thirty (30) days
prior written notice to the County. If the proof of insurance or certificate indicating the
County is an "additional insured" to a policy obtained by the Consultant refers to an
endorsement (by number or name) but does not provide the full text of that endorsement,
then it shall be the obligation of the Consultant to obtain the full text of that endorsement
and forward that full text to the County. Certificates of coverage as required by this
section shall be delivered to the County within fifteen (15) days of execution of this
Agreement.
Failure of the Consultant to take out or maintain any required insurance shall not relieve
the Consultant from any liability under the Agreement, nor shall the insurance
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requirements be construed to conflict with or otherwise limit the obligations concerning
indemnification of the County.
The Consultant's insurers shall have no right of recovery or subrogation against the
County (including its employees and other agents and agencies), it being the intention of
the parties that the insurance policies, with the exception of Professional Liability
Insurance, so affected shall protect both parties and be primary coverage for all losses
covered by the above described insurance.
Insurance companies issuing the policy or policies shall have no recourse against the
County (including its employees and other agents and agencies) for payment of any
premiums or for assessments under any form of policy.
All deductibles in the above described insurance policies shall be assumed by and be at
the sole risk of the Consultant.
Any deductibles or self -insured retention shall be declared to and approved by the County
prior to the approval of this Agreement by the County. At the option of the County, the
insurer shall reduce or eliminate deductibles or self -insured retention, or the Consultant
shall procure a bond guaranteeing payment of losses and related investigations, claim
administration and defense expenses.
Insurance companies issuing the Consultant's insurance policy or policies shall have no
recourse against the County (including its employees and other agents and agencies) for
payment of any premiums or for assessments under any form of insurance policy.
Any judgments for which the County may be liable, in excess of insured amounts
required by this Agreement, or any portion thereof, may be withheld from payment due,
or to become due, to the Consultant until the Consultant shall furnish additional security
covering such judgment as may be determined by the County.
Any coverage for third party liability claims provided to the County by a "Risk Pool"
created pursuant to Ch. 48.62 RCW shall be non-contributory with respect to any policy
of insurance the Consultant must provide in order to comply with this Agreement.
The County may, upon the Consultant's failure to comply with all provisions of this
Agreement relating to insurance, withhold payment or compensation that would
otherwise be due to the Consultant.
The Consultant's liability insurance provisions shall be primary and noncontributory with
respect to any insurance or self-insurance programs covering the County, its elected and
appointed officers, officials, employees, and agents.
Any failure to comply with reporting provisions of the insurance policies shall not affect
coverage provided to the County, its officers, officials, employees, or agents.
The Consultant's insurance shall apply separately to each insured against whom claim is
made or suit is brought, except with respect to the limits of the insurer's liability.
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The Consultant shall include all subconsultants as insured under its insurance policies or
shall furnish separate certificates and endorsements for each subconsultant. All insurance
provisions for subconsultants shall be subject to all the requirements stated herein.
The insurance limits mandated for any insurance coverage required by this Agreement
are not intended to be an indication of exposure nor are they limitations on
indemnification.
The Consultant shall maintain all required insurance policies in force from the time
services commence until services are completed. Certificates, insurance policies, and
endorsements expiring before completion of services shall be promptly replaced. All the
insurance policies required by this Agreement shall provide that thirty (30) days prior to
cancellation, suspension, reduction or material change in the policy, notice of same shall
be given to the County Risk Manager by registered mail, return receipt requested.
The Consultant shall place insurance with insurers licensed to do business in the State of
Washington and having A.M. Best Company ratings of no less than A-, with the
exception that excess and umbrella coverage used to meet the requirements for limits of
liability or gaps in coverage need not be placed with insurers or re -insurers licensed in the
State of Washington.
The County reserves the right to request additional insurance on an individual basis for
extra hazardous contracts and specific service agreements.
9. Worker's Compensation Industrial Insurance).
If and only if the Consultant employs any person(s) in the status of employee or
employees separate from or in addition to any equity owners, sole proprietor, partners,
owners or shareholders of the Consultant, the Consultant shall maintain workers'
compensation insurance at its own expense, as required by Title 51 RCW, for the term of
this Agreement and shall provide evidence of coverage to Jefferson County Risk
Management, upon request.
Worker's compensation insurance covering all employees with limits meeting all
applicable state and federal laws. This coverage shall include Employer's Liability with
limits meeting all applicable state and federal laws.
This coverage shall extend to any subconsultant that does not have their own worker's
compensation and employer's liability insurance.
The Consultant expressly waives by mutual negotiation all immunity and limitations on
liability, with respect to the County, under any industrial insurance act, disability benefit
act, or other employee benefit act of any jurisdiction which would otherwise be
applicable in the case of such claim.
If the County incurs any costs to enforce the provisions of this subsection, all cost and
fees shall be recoverable from the Consultant.
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10. Independent Contractor. The Consultant and the County agree that the Consultant is an
independent contractor with respect to the services provided pursuant to this Agreement.
The Consultant specifically has the right to direct and control Consultant's own activities,
and the activities of its subconsultants, employees, agents, and representatives, in
providing the agreed services in accordance with the specifications set out in this
Agreement. Nothing in this Agreement shall be considered to create the relationship of
employer and employee between the parties. Neither Consultant nor any employee of
Consultant shall be entitled to any benefits accorded County employees by virtue of the
services provided under this Agreement, including, but not limited to: retirement,
vacation pay; holiday pay; sick leave pay; medical, dental, or other insurance benefits;
fringe benefits; or any other rights or privileges afforded to Jefferson County employees.
The County shall not be responsible for withholding or otherwise deducting federal
income tax or social security or for contributing to the state industrial insurance program,
otherwise assuming the duties of an employer with respect to Consultant, or any
employee of Consultant.
11. Subcontracting Requirements.
The Consultant is responsible for meeting all terms and conditions of this Agreement
including standards of service, quality of materials and workmanship, costs, and
schedules. Failure of a subconsultant to perform is no defense to a breach of this
Agreement. The Consultant assumes responsibility for and all liability for the actions and
quality of services performed by any subconsultant.
Every subconsultant must agree in writing to follow every term of this Agreement. The
Consultant must provide every subconsultant's written agreement to follow every term of
this Agreement before the subconsultant can perform any services under this Agreement.
The County Engineer or their designee must approve any proposed subconsultant in
writing.
Any dispute arising between the Consultant and any subconsultant or between
subconsultant must be resolved without involvement of any kind on the part of the
County and without detrimental impact on the Consultant's performance required by this
Agreement.
12. Covenant Against Contingent Fees. The Consultant warrants that he has not employed or
retained any company or person, other than a bona fide employee working solely for the
Consultant, to solicit or secure this Agreement, and that he has not paid or agreed to pay
any company or person, other than a bona fide employee working solely for the
Consultant, any fee, commission, percentage, brokerage fee, gifts, or any other
consideration contingent upon or resulting from the award or making of this Agreement.
For breach or violation of this warranty, the County shall have the right to annul this
Agreement without liability or, in its discretion to deduct from the contract price or
consideration, or otherwise recover, the full amount of such fee, commission, percentage,
brokerage fee, gift, or contingent fee.
13. Discrimination Prohibited. The Consultant, with regard to the work performed by it
under this Agreement, will not discriminate on the grounds of race, color, national origin,
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religion, creed, age, sex, or the presence of any physical or sensory handicap in the
selection and retention of employees or procurement of materials or supplies.
14. No Assignment. The Consultant shall not sublet or assign any of the services covered by
this Agreement without the express written consent of the County. Assignment does not
include printing or other customary reimbursable expenses that may be provided in an
agreement.
15. Non -Waiver. Waiver by the County of any provision of this Agreement or any time
limitation provided for in this Agreement shall not constitute a waiver of any other
provision.
16. Termination.
a. The County reserves the right to terminate this Agreement at any time by giving
ten (10) days written notice to the Consultant.
b. In the event of the death of a member, partner, or officer of the Consultant, or any
of its supervisory personnel assigned to the project, the surviving members of the
Consultant hereby agree to complete the work under the terms of this Agreement,
if requested to do so by the County. This section shall not be a bar to
renegotiations of this Agreement between surviving members of the Consultant
and the County, if the County so chooses.
17. Notices. All notices or other communications which any party desires or is required to
give shall be given in writing and shall be deemed to have been given if hand -delivered,
sent by facsimile, email, or mailed by depositing in the United States mail, prepaid to the
party at the address listed below or such other address as a party may designate in writing
from time to time. Notices to the County shall be sent to the following address:
Jefferson County Public Works
623 Sheridan Street
Port Townsend, WA 98368
Notices to Consultant shall be sent to the following address:
Victor O. Okereke
Vikek Environmental Engineering. LLC
23309 100th Ave. W., Edmonds, WA 98020
18. Integrated Agreement. This Agreement together with attachments or addenda, represents
the entire and integrated Agreement between the County and the Consultant and
supersedes all prior negotiations, representations, or agreements written or oral. No
representation or promise not expressly contained in this Agreement has been made. This
Agreement supersedes all prior or simultaneous representations, discussions,
negotiations, and agreements, whether written or oral, by the County within the scope of
this Agreement. The Consultant ratifies and adopts all statements, representations,
warranties, covenants, and agreements contained in its proposal, and the supporting
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material submitted by the Consultant, accepts this Agreement and agrees to all of the
terms and conditions of this Agreement.
19. Modification of this Agreement. This Agreement may be amended only by written
instrument signed by both County and Consultant.
20. Disputes. The Parties agree to use their best efforts to prevent and resolve disputes
before they escalate into claims or legal actions. Any disputed issue not resolved
pursuant to the terms of this Agreement shall be submitted in writing within 10 days to
the Director of Public Works or County Engineer, whose decision in the matter shall be
final, but shall be subject to judicial review. If either party deem it necessary to institute
legal action or proceeding to enforce any right or obligation under this Agreement, each
party in such action shall bear the cost of its own attorney's fees and court costs. Any
legal action shall be initiated in the Superior Court of the State of Washington for
Jefferson County. The parties agree that all questions shall be resolved by application of
Washington law and that the parties have the right of appeal from such decisions of the
Superior Court in accordance with the laws of the State of Washington. The Consultant
hereby consents to the personal jurisdiction of the Superior Court of the State of
Washington for Jefferson County.
21. Section Headings. The headings of the sections of this Agreement are for convenience of
reference only and are not intended to restrict, affect, or be of any weight in the
interpretation or construction of the provisions of the sections or this Agreement.
23. Limits of Any Waiver of Default. No consent by either party to, or waiver of, a breach
by either party, whether express or implied, shall constitute a consent to, waiver of, or
excuse of any other, different, or subsequent breach by either party.
24. No Oral Waiver. No term or provision of this Agreement will be considered waived by
either party, and no breach excused by either party, unless such waiver or consent is in
writing signed on behalf of the party against whom the waiver is asserted. Failure of a
party to declare any breach or default immediately upon the occurrence thereof, or delay
in taking any action in connection with, shall not waive such breach or default.
25. Severability. Provided it does not result in a material change in the terms of this
Agreement, if any provision of this Agreement or the application of this Agreement to
any person or circumstance shall be invalid, illegal, or unenforceable to any extent, the
remainder of this Agreement and the application this Agreement shall not be affected and
shall be enforceable to the fullest extent permitted by law.
26. Bindinia on Successors Heirs and Assigns. This Agreement shall be binding upon and
inure to the benefit of the parties' successors in interest, heirs, and assigns.
27. No Assignment. The Consultant shall not sell, assign, or transfer any of rights obtained
by this Agreement without the express written consent of the County.
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28. No Third -party Beneficiaries. The parties do not intend, and nothing in this Agreement
shall be construed to mean, that any provision in this Agreement is for the benefit of any
person or entity who is not a party.
29. Signature in Counterparts. The parties agree that separate copies of this Agreement may
be signed by each of the parties and this Agreement shall have the same force and effect
as if all the parties had signed the original.
30. Facsimile and Electronic Signatures. The parties agree that facsimile and electronic
signatures shall have the same force and effect as original signatures.
31. Arms -Length Negotiations. The parties agree that this Agreement has been negotiated at
arms -length, with the assistance and advice of competent, independent legal counsel.
32. Public Records Act. Notwithstanding the provisions of this Agreement to the contrary, to
the extent any record, including any electronic, audio, paper or other media, is required to
be kept or indexed as a public record in accordance with the Washington Public Records
Act, Chapter 42.56 RCW, as may hereafter be amended, the Consultant agrees to
maintain all records constituting public records and to produce or assist the County in
producing such records, within the time frames and parameters set forth in state law. The
Consultant further agrees that upon receipt of any written public record request,
Consultant shall, within two business days, notify the County by providing a copy of the
request per the notice provisions of this Agreement.
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DATED this _ _ day of __ _ 20____ _
Vikek Environmental Engineering, LLC
Name of Consultant
Victor O. Okereke,Ph.D, P.E.,DEE.
Consultant Representative (Please print)
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(Signature)
President and CEO
Title
July 14, 2022
Date
JEFFERSON COUNTY
BOARD OF COMMISSIONERS
Kate Dean, District I
Heidi Eisenhour, District 2
Greg Brotherton, District 3
Approved as to form only:
PRE -APPROVED CONTRACT FORM
Philip C. Hunsucker Date
Chief Civil Deputy Prosecuting Attorney
Monte Reinders, P.E. Date
Public Works Director/County Engineer
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EXHIBIT A: SCOPE OF WORK AND TIME FOR COMPLETION
SCHEDULE
Time for completion is estimated to be no later than April 1, 2024 but may be revised based on feedback
received as part of the public outreach process. A Project Management Plan will follow from initial stakeholder
engagement and will more clearly define the project schedule.
SUMMARY
The Scope of Work (SOW) involves existing data analysis and new data collection, public outreach, siting,
conceptual design, site selection, and financial planning for the siting of the proposed replacement solid waste
recycling and transfer facility in Jefferson County, Washington.
Siting a transfer facility is a multi -dimensional, multi -step process, based on operational needs, site constraints,
and the needs and concerns of the service area communities. The siting process will consider environmental
issues such as noise and traffic, economic issues such as effects on property values and construction costs, as
well as social and political issues.
Project tasks include:
Task 1 Project Management
Task 2 Discovery, Analysis, and Data Acquisition
Task 3 Public Outreach Services
Task 4 Conceptual Facility Design
Task 5 Potential Sites Screening
Task 6 Comparative Alternative Site Evaluation
Task 7 Financial Analysis and Financing Plan
Task 8 Preferred Site Alternative Selection
Task 9 Existing Solid Waste Replacement Facility Replacement Cost
Task 10 Possible Additional Services
Task 1: PROJECT MANAGEMENT
This task includes work related to the management, administration, and coordination of consultant and Solid Waste
Facility Task Force (SWFTF) activities, including the development of Jefferson County Solid Waste Division's website,
the replacement cost of the existing solid waste recycling/transfer station and quality assurance reviews of project
work products. Activities under this task are structured to achieve the overall project goals within schedule and
budget limitations and to coordinate work efforts among the project team, the County, the Solid Waste Facility Task
Force, Jefferson County Board of Commissioners (BoCC), Port Townsend City Council (PTCC), regulatory agencies, and
other project stakeholders.
Objectives
• Achieve a shared understanding of this project's goals, scope, project team, processes, and deliverables.
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EXHIBIT A: SCOPE OF WORK AND TIME FOR COMPLETION
■ Produce a new Solid Waste Division (SIND) Website and Project Webpage that meet public expectations and
standards for project communication.
• Achieve high -quality standards for all work products.
Subtasks
1.1 Kick -Off Meeting/Chartering Workshop/Site Visit. Vikek will:
[a] Develop relevant materials for this session (Agendas, Forms, PowerPoints, Notifications,
Handouts, Questionnaires), and
[b] Facilitate an in -person Kick -Off Meeting and Chartering Workshop with the County and
SWFTF, to prepare a statement of project purpose, goals, identify critical success factors, clarify
project boundaries, and identify the form of the final work product that will be submitted to the
BoCC and PTCC.
[c] Define milestones, decision processes, and project schedules to support alignment with public
involvement activities, specifically how and when community members can provide meaningful
and timely input at incremental decision points.
[d] Identify technical constraints (non-negotiables) that will inform when and how much influence
the community can have at key steps along the process, development of a preliminary schedule
for public involvement activities.
[e] The Project Manager and up to five (5) other team members will visit the existing facility to
complete a visual review. Develop internal notes of the site visit and observations to inform
project execution activities. During this visit, Vikek will interview Operations staff, and others
identified, and acquire information related to the facility and subsystems, issues, risk, and
customer requirements.
Related activities that will be completed during the workshop include:
• An exercise to identify the expectations of the project team and County.
• A stakeholder mapping exercise to identify all stakeholders who will influence the project.
• Brainstorming issues, project risks, and challenges associated with the project.
• Discussing and possibly modifying the project schedule.
• The outcome of the meeting will be used to develop an integrated project team charter.
Assume a four-hour in -person workshop, including pre -and -post workshop activities, held at a
location in Jefferson County.
1.2 Develop Kickoff Meeting Notes. This will include a summary of workshop results, presentation
and responses to questionnaires.
1.3 Develop an Integrated Project Charter. Use the outcome from the Chartering Workshop to
develop an integrated project charter.
1.4 Project Management Plan. Prepare and maintain a Project Management Plan (PMP), which will
be the guiding project management document for this project. As priorities and/or
work assignments change, the PMP will be amended and distributed by the Consultant in a
timely manner to formally communicate to all personnel the current requirements of the project.
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EXHIBIT A: SCOPE OF WORK AND TIME FOR COMPLETION
The PMP will be submitted to the County for review and comment. The PMP will be reviewed
twice annually as well as after any contract amendments are issued, to update relevant sections
as the project advances and key personnel might change.
1.6 Schedule Management. Develop a baseline schedule, which will follow the Work Breakdown
Structure (WBS) developed for the project and provide a plan to identify the resources needed to
meet schedule requirements. This schedule will be reviewed and updated monthly and shall be
included with the monthly progress report. The schedule will incorporate internal and external
milestones and be prepared using MS project schedule software.
1.6 Contract, Budget Management, Progress Reports and Billing. Coordinate and administer
amendments, project personnel and correspondence. Manage the contract budget, maintain and
update records, prepare progress reports to accompany invoicing. Monthly Progress Reports will
include the following elements:
1. Executive summary of project status
2. Project tasks completed, as well as schedule and budget updates
3. Project performance scorecard
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4. Monthly expenditure Excel spreadsheets
5. Subconsultant activities
6. Coming month's events and activities
7. Issues and lessons learned
8. Monthly project issues summaries
9. Project logs —decisions, actions, and changes
Jefferson County's and Vikek Coordination. Vikek's Project Manager (PM) will have virtual
meetings with Jefferson County's (JC) PM twice per month to review progress and address issues
throughout the duration of the project, and will prepare and distribute a summary of meeting
notes electronically. Assumed one (1) hour per meeting for pre -meeting, meeting, and post -
meeting actions. All meetings are assumed to be Virtual. A total of twenty-four (24) meetings is
estimated.
Team Coordination and Progress Review Meetings. Lead monthly coordination and progress
review meetings with the County and SWFTF. Key members of the Consultant's project team shall
meet with County staff and SWFTF to review the progress of key project deliverables and address
any issues, either in -person or via teleconference. The project manager, task leaders, SWFTF
members and additional staff, as needed, from the project team will attend each meeting. A total
of fourteen (14) monthly progress meetings with the County is assumed. Planned 1-hour virtual
meetings.
SWD Website and Project Webpage Development and Updates. Review the existing SWD
website and the Kittitas County Solid Waste Transfer Station Replacement webpage. Develop a
new SWD self -hosted website that meets the current standards for government agencies, as well
as ADA compliance factors and a focus on mobile design. The portion for the "SW Facility
Replacement Planning Project" would be an element set up as a sub -site within the website to
facilitate streamlined access and maintenance in-house. This latter "project" subsite will be like
the Kittitas County Transfer Station webpage and be adequate to provide the public with
background information, a timeline and up-to-date progress reports on the facility planning
process. Manage and update this website as appropriate.
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1.10 Quality Assurance (QA) Reviews. Provide an independent review of all documents at the
preliminary submittal levels in accordance with the project CIA process provided in the PMP. All
tasks, memoranda, reports, and other significant work products will be reviewed prior to final
issuance. All comments will be incorporated into the documents or clarified as to why comments
are not included. The QA task leader will schedule all reviews and design reviewers independent
of the project team, and coordinate all the review comments for incorporation.
1.11 Project Document Management. Establish internal management and administrative procedures
for the work, including preparing work products and documentation. Submitted work products
will be catalogued and submitted for QA reviews. Appropriate records will be developed
thereafter, including digital copies of project documents, and email communications.
Task 1 1.1 Chartering/Kick-Off Workshop Meeting Notes
Deliverables 1.2 Draft and Final Integrated Project Charter (will be appended to the PMP)
1.3 Draft, Final PMP and semiannual PMP Updates
1.4 Draft, Final and project baseline and monthly schedule updates
1.5 Monthly progress reports and invoices
1.6 Biweekly Project Manager Meeting agendas and notes
1.7 Internal Team Coordination Meeting agendas and notes (Internal Team Use Only)
1.8 SWD Website and Project Webpage
1.9 Quality Assurance Review Memoranda
1.10 Document Files, Reports and Records (Internal Use Only)
Task 1 1. All work products will be in electronic format.
Assumptions 2. Project duration is twelve (12) months.
3. All coordination meetings will be virtual.
4. One integrated project charter will be completed and there will be no separate SWFTF
Charter
S. The County and the Solid Waste Advisory Committee( SWAC) will complete Organic Materials
data collection and preliminary evaluation of the data. Vikek provide as needed technical
guidance for this work.
TASK 2: DISCOVERY, ANALYSIS AND DATA ACQUISITION
The Consultant will review existing data, identify data gaps, develop a data acquisition plan, and collect new
data as necessary for the execution of this project.
Objectives:
• Achieve a shared understanding of [a] the Current State of the County's Solid Waste Management and
Transfer System, and [b] its operating conditions, processes, methods, policies and procedures, level of
service, current and future waste stream, volumes and characteristics, customer requirements, service
area, potential new facility sites, physical infrastructure needs, financial assets, land use, environmental
conditions, demographics, and equity and social justice needs.
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Achieve a shared understanding of existing and recommended organic material management strategies
that will assist the County to address House Bill (HB)1799 requirements; and inform the site selection of
the County's Solid Waste (SW) replacement facility.
Achieve a shared understanding of constraints and opportunities t in the current
conditions.
• Achieve a shared understanding of additional data requirements to adequately support the solid waste
facility replacement project execution.
Prepare Initial Document Request List. Using information gathered during the kick-off
workshop and Consultant experience, Consultant will collaborate with the County to further
define the data to be collected during the Discovery process. Prepare and submit an initial
document request list.
Develop Criteria for Evaluating and Documenting Existing Data Analysis. Develop criteria and
a standard template for evaluating and documenting the existing data for the successful
completion of the project. These criteria will be included in the Task 2 report and no separate
deliverable will be produced.
2.3 Evaluate existing data and identify gaps. Apply the criteria from subtask 2.2 to evaluate
existing data and identify gaps. Data may include: current and future waste stream volumes,
characteristics and forecasts, organics management programs and facilities, economic and
financial assets (e.g., revenue and operating cost data, current and historical cash and accrual
basis costs and all sources of cash: tipping fees, ancillary sales, grants, gifts, rental of
property), existing recycling and transfer facilities, County demographics, traffic, noise, the
comprehensive solid waste management plan, and other associated technical data (e.g. level
of service,, customer requirements, service area, potential new facility sites, physical
infrastructure needs, land use, and environmental conditions, as well as equity and social
justice data.) as provided by the County. This early data evaluation will be used to develop a
baseline understanding of the existing solid waste management system, quality of available
information and the range of conditions and issues. In addition, interview key stakeholders as
necessary, to capture information useful for project execution. With this background,
complete the data assessment and identify gaps where existing data is insufficient, inaccurate,
or missing items, requiring additional data collection. The outcome of this task will be
summarized and included in the task report.
�r
2.4 Prioritize and Acquire New Data. Based on the data gaps identified in subtask 2.3, determine
the most critical data requirements based on project priorities. Research and acquire
additional data necessary to support the project. Acquisition of new data may include
analyzing and/or developing data on waste generation, recycling and organics management
possibilities, suitability to and impact on neighborhoods, proximity to other public facilities,
odor control, geotechnical investigations, a preliminary economic impact evaluation, equity,
and social justice evaluation, environmental evaluation, and other information needed for site
screening or development of a conceptual site plan for a recycling and transfer facility. Data
acquisition projected to require significant analysis are identified in separate subtasks under
task 2. The outcome of this task will be documented in the Task 2 report.
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2.5 • Complete an Organic Material Management Study. Using existing or acquired data,
complete the following activities: Determine if the HB 1799 applies to the County's
solid waste system and to what extent. If the County is exempt, then no additional
analysis will be completed..
• Establish benchmarking criteria and benchmark the County's organics management
program by comparing it with up to five similar municipalities with similar constraints
as HB 1799.
■ Analyze existing County's organic material management program, and identify
requirements necessary to comply with HB 1799.
■ Prepare a technical memorandum that documents all activities completed for Waste
Stream Analysis and Organic Material Management Study.
2.6 Complete/Update a Traffic Study. Complete a traffic study covering all the four County -
owned sites, or update one completed by the County, that include at a minimum:
documentation of existing conditions, level of service calculations, traffic counts, traffic
patterns, trip generation and distribution data, and future traffic volumes. Summarize the
results in a letter report.
2.7 Complete/Update a Noise Study. Complete a noise study covering all the four County -owned
sites or update one completed by the County, that includes at a minimum: identification of
surrounding land uses, determination of existing noise levels, prediction of traffic noise levels
compared to allowable Jefferson County noise limits, determination of traffic noise impacts,
and identification and evaluation of alternative noise abatement measures for reducing or
eliminating traffic noise impacts, including construction noise. Summarize the results in a
letter report.
2.8 Complete/Update a Proximity, and Equity and Social Justice Study. Complete a proximity,
and equity and social justice (ES1) analysis for the four County -owned sites. This will include
proximity to nearby residential homes, parks, churches and schools, and preliminary analysis
of potential socio-economic impacts on the abutting and nearby properties and citizens.
Summarize the results in a letter report.
2.9 Complete/Update Financial Model Study. Analyze and update the existing rate model to
inform subsequent financial analyses and financial plan development in Task 7. This will
include: a benchmark assessment of Jefferson County's current operations performance on a
cost -per -ton basis relative to a roughly peer group of four or five similar facilities in the greater
Pacific Northwest; development/updating of the Rate Model to support analysis of the
implications of different recycling /transfer station options, their costs, and any resulting
pressures on future tipping fees. Summarize the results in a letter report.
2.10 Complete a Public Outreach Needs Study. -Conduct research to identify stakeholder groups
and interests, potential issues, process concerns, communications preferences, and
involvement expectations. Conduct online or telephone interviews with select SWFTF and
SWAC members, Jefferson County and Port Townsend Solid Waste staff, and other key
stakeholders to inform development of public involvement strategy and methods. Develop
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EXHIBIT A: SCOPE OF WORK AND TIME FOR COMPLETION
2.11
2.13
thematic summary of interviews to share with project team. Summarize the results in a letter
report.
Develop Site Selection Criteria/Criteria Workshop. Collaborate with Jefferson County and
SWFTF to develop Site Selection Criteria (SSC) and a process that conforms to the
requirements of the Revised Code of Washington (RCW) 70.95.165, Washington
Administrative Code (WAC) 173-350, and Jefferson County Solid Waste Facility Locational
requirements. This process will be used for ranking the individual properties. Site selection
criteria will include exclusionary, technical and community -specific criteria related to
geography, the environment, economics, operations, and other areas of interest.
Develop a Geographic Information System (GIS), Map(s) and identify potential sites.
Coordinate with the County's GIS group and develop maps that aid in the siting process. Apply
the exclusionary criteria from subtask 2.11 and perform a spatial analysis to identify the most
suitable sites while screening out unsuitable ones, prepare a list of potential sites and update
GIS Maps to show all site locations and associated basic characteristics. Update the maps to
include other qualified sites suggested by the community and other stakeholders.
Develop a Site Selection Process Technical Memorandum. Prepare a technical memorandum
describing the site selection criteria, and the methodology for evaluating and ranking all
potential sites. Site selection criteria will be developed with input gathered from the
community at Public Meeting #1(see Task 3).
Develop a Task 2 Report. Prepare a Discovery, Analysis and Decision Report that documents
all activities associated with Task 2, and includes the following:
[a] A Summary Page explaining the County's business case for the facility, and the project's
background and vision.
[b] A Potential Site Identification page showing current potential site locations and their basic
characteristics.
[c] A Site Selection Criteria and Process page describing the draft criteria and process for site
selection.
[d] A Data Summary Page describing the results of the existing data evaluation, gaps and new
data acquisition plans or results from new data acquisition (includes data regarding equity and
social justice, the economy, traffic, and noise, as well as the waste stream (including organic
material), proximity, geotechnical, hydrogeology, wetland floodplain, historical/cultural sites,
land use, utilities, consistency with the comprehensive plan, greenhouse gas, the physical
facility and its operations, community issues, needs, ideas, suggestions and concerns, as well
as customer demographics.
[e] Appendix; containing all distinct updated or new information developed in Task 2.
Task 2 2.1 Initial Document Review Request List
Deliverables
2.2 Organic Material Management Study, technical memorandum
2.3 Traffic Study Letter report
2.4 Noise Study Letter report
2.5 Proximity/ES1 Study Letter report
2.6 Financial Model Study Letter report
2.7 Public Outreach Needs Study Letter report
2.8 GIS maps with potential sites and site characteristics
2.9 Site Selection Process Technical Memorandum (Draft and Final)
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2.10 Discovery, Analysis and Decision Report - Task 2 Report (Draft and Final)
Task 2 1. Only minor updates will be made to existing Noise and Traffic studies.
Assumptions 2. Additional traffic and noise analyses are limited to the four County -owned sites.
3. Additional feasibility studies are limited to the four County -owned studies, and to
online analysis and desktop research. No field data collection is included, beyond
interviews of key stakeholders and visual review of applicable facilities.
TASK 3: PUBLIC OUTREACH SERVICES
For the County to achieve community acceptance of this project, participating stakeholders, as well as the
broader public, must be respectfully informed, understand the decision -making process and their role in it, see
that their input is valued and hear from the County about how they have influenced the decisions involved. The
activities in this task will support a public involvement process that is transparent, fair, and accessible to all
community members.
Objectives
• Assure a shared understanding of key stakeholders, affinity groups, historically and/or currently
underserved communities and their values, aspirations, needs, and concerns regarding siting a new
transfer station.
■ Assure a shared understanding of the problem to be solved, the decisions to be made and what might be
non-negotiable items in the decision process.
• Ensure information provided to the community is objective, supports meaningful engagement, is timely,
and accessible.
■ Achieve alignment of public involvement activities with project's technical work and the decision process
so information is provided to, and feedback is solicited from, the public in a timely manner to
meaningfully inform deliberations and interim decisions.
• Assure information sharing among community members and the solicitation of feedback at key
milestones to influence interim decisions.
• Assure the provision of a digital means for community members to learn about and engage with the
process that provides the same opportunities to provide feedback as in face-to-face public events.
• Assure Identification of opportunities and/or requests for the provision of information to highly
interested groups and organizations at key milestones.
■ Achieve a shared understanding of the purpose, goals, objectives, impacts, and net benefits to the
community derived from a successful completion of the project.
• Achieve a shared understanding of the desire for community support and the requirements that will enable
community buy -in.
Subtasks
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3.1 Develop a Public Involvement Plan. Using information from the project Kick-off Meeting and
Chartering Workshop, create a PIP to guide public outreach activities, and which will include:
[a] the purpose, objectives, and background information regarding this entire project
[b] identification of the integrated project team, all affected communities and stakeholders (BoCC,
JCCS I, committees, neighborhood and community groups, municipalities and permit agencies)
[c] a complete list of community issues, needs, ideas, suggestions, and concerns, and
[d] a clearly explained outreach approach that includes a list of proposed public meetings/open
houses, a schedule of activities, types of techniques and tools that will be used to communicate
with the public (newsletters, brochures, web sites, citizen guides, etc.), locations where
stakeholders can access information about the project, press release procedures, newsletter
guidelines, electronic mail guidelines, proposed project team and small group meetings, a response
system for public concerns and comments, communication and media protocols consistent with
those of Jefferson County.
3.2 Develop Materials for Public Meetings. Collaborate with the project graphic designer to create
displays, signage, and graphics that support public and/or open house meetings. Prepare handouts
and meeting illustrations for presentations and/or discussions. Illustrations may include photos,
PowerPoint presentations, graphic displays, and pamphlets. Create meeting agendas, take meeting
notes, secure and set up the meeting place, coordinate and notify stakeholders, provide
refreshments and beverages at public meetings, reserve meeting halls, and provide mailing services.
3.3 Y Provide Support to Related Project Communication Activities. These tasks include activities such
as: creating mailing lists, identifying stakeholder groups in communities, and providing mailing and
delivery services. Collaborate with SWFTF and support briefings to civic groups and community
organizations. Support includes development of briefing plans, materials (PowerPoint presentation
and handouts), scheduling/coordinating briefing engagements, and arranging to have careful notes
taken. Collaborate with the County to determine and apply the most effective communication
methods for each situation.
Facilitate Public Meetings/Open Houses. Organize and facilitate public/neighborhood meetings,
workshops, open houses, and outreach meetings with the SWFTF. Identical meetings are planned at
three different locations for the first and second public meetings. A total of six in- person public
Lmeetings are currently planned.
.3.5 Develop Public Outreach Communiques and Documentation. Collect, analyze and synthesize the
suggestions and concerns received from the public into a format that facilitates their inclusion into
project decisions. Document and disseminate information in a timely manner and appropriate
format.
3.6 Manage Project Webpage Information. Collaborate with the project team and web development
Project lead to inform website objectives, framework, organization, potential engagement
strategies and opportunities for initial buildout. Develop web content for initial build -out and
ongoing updates throughout the project schedule. Coordinate digital feedback opportunities and
scheduling with web developer.
Task 3 3.1 Draft and final Public Involvement Plan (PIP)
Deliverables 3.2 Public Meeting Materials, including reservations, refreshments and illustration Boards
3.3 Public Outreach Communique, Documentation and Mailing Lists, PowerPoint Presentations
(assume 3)
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EXHIBIT A: SCOPE OF WORK AND TIME FOR COMPLETION
3.4 Public Meeting Agendas (Draft and Final), Meeting Notes, and Public Meeting Summary (Draft
and Final)
3.5 Updated Project Webpage with Public Outreach Documentation
3.6 Initial Project Webpage Content (text)
1. A maximum of six in -person public meetings/open houses will be completed
TASK 4: CONCEPTUAL FACILITY DESIGN
Consultant will develop conceptual facility designs that will inform the evaluation of potential sites .
Objectives
■ Achieve a shared understanding of the goals and requirements for the replacement facility.
• Achieve a shared understanding of the replacement facility design and how it meets the approved
objectives and requirements.
Subtasks
4.1 Define Facility Design Criteria and Functional Requirements/Programming Workshop.
Collaborate with the County and SWFTF to define replacement facility design objectives and
requirements in a workshop setting. The requirements will include the management of
organic material consistent with the strategy developed in in Task 2. This workshop is
assumed to last a maximum of 2 hours.
4.2 Site Tour of a Recently Constructed Solid Waste Transfer/Ancillary Functions Facility. Plan,
organize and execute a tour of a recently constructed recycling/transfer facility to familiarize
County Staff and the SWFTF with recent modernization efforts. The example facility will be in
the Puget Sound region and can be toured in one (1) day. No separate deliverable will be
developed for this subtask.
4.3 Develop Conceptual Facility Design. Develop a conceptual and optimal replacement facility
design and plan based on the outcome of all preceding public meetings, screening,
programming and design workshops. The designs will consist of drawings and other
documents illustrating the scale and relationship of the project components, and will take
into consideration that the station users are commercial waste companies, small businesses,
and public self -haulers. The minimum level of detail required for these layouts include the
following elements: space requirements; existing infrastructure or natural features affected;
location of access systems, and ancillary facilities. For project scope estimating purposes, the
following facility elements are assumed:
• Enclosed transfer station building with employee facilities and appropriate waste
compacting system defined in subtask 4.1
• Waste container trailer yard
• Recycling area(s)
• Fueling facility
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EXHIBIT A: SCOPE OF WORK AND TIME FOR COMPLETION
R Household Hazardous Waste center
• Scale plaza (including scale house and scales)
• Vactor truck decant facility
• Minor maintenance shop area
a Utilities and landscaping
• Any required on or off -site utility areas e.g., stormwater and treatment facilities.
• Organics management area (if determined to be managed directly by the County and
co -located with the transfer station/ancillary functions facility).
County Roads Division co -location area (the roads division may be interested in co -
locating their division from the current Port Hadlock and Quilcene sites to the
SR19/HWY 104 property if that site is the approved SW facility. This would
potentially increase the efficiency of both operations while also freeing up County
properties for affordable housing or other appropriate uses).
ilk
4.4 Conceptual Facility Design Review/Design Workshop. Facilitate a workshop with SWFTF to
present and review the conceptual facility design that will support the focused site screening
and facility site alternative comparative analysis in Task 6. Develop meeting notes and
PowerPoint slides that will be included in presentations provided at public meetings and to
key stakeholders. This workshop is assumed to take a maximum of two hours.
4.5 Conceptual Facility Design Report. Develop a Conceptual Facility Design Report documenting
activities completed in Task 4
Task 4 4.1 Objectives and Functional Requirements/Programming Workshop #1 Meeting Notes
Deliverables 4.2 Programming Workshop #2 Meeting Notes
4.3 Conceptual Facility Design Layout
4.4 Conceptual Facility Design Workshop Meeting Notes and Conceptual Facility Design
PowerPoint Slides
4.5 Conceptual Facility Design Report (Task 2 Report)
Task 4 1. A maximum of five(5) pre -design conceptual facility layouts for workshop.
Assumptions 2. Conceptual design included in the facility design report will show general plan,
requirements and general arrangement only, and will not include code studies, 3D
imagery.
TASK 5: POTENTIAL SITES SCREENING
Consultant will apply the approved site screening criteria to the list of potential sites developed earlier, to select
finalists that conform to applicable federal, state and local siting regulations, as well as other technical and
community -specific criteria. Applicable regulations include but are not limited to: Revised Code of Washington
(RCW) 70.95.165 (Solid Waste Disposal Facility Siting- Site Review), Washington State Administrative Code
(WAC) 173-350, Jefferson County, technical and specific community requirements.
Objectives
• Assure a shared understanding of the potential sites that meet the minimum locational requirements for
siting solid waste facilities and how some sites better meet these requirements.
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EXHIBIT A: SCOPE OF WORK AND TIME FOR COMPLETION
+ Assure a shared understanding of the potential sites that meet the minimum technical and community -
specific requirements for siting solid waste facilities and how some sites better meet these requirements.
Subtasks
5.1 Complete screening of the initial list of potential sites — Screening Workshop # 1.
Collaborate with SWFTF and use input from the public meetings and the various
stakeholders, to review the potential sites and apply the Site Selection Criteria to screen
down to a smaller number of sites for more detailed evaluation. The goal of the initial
screening activity is to quickly evaluate the sites identified in Task 2 using both the siting
criteria and preliminary descriptions of each site. The outcome is a prioritized list of
candidate sites (less than 10 and preferably 4 or5), including those with fatal flaws that
should be eliminated from further consideration. This workshop is assumed to take a
maximum of two hours.
5.2 Develop Initial Site Screening Technical Memorandum. Develop an initial site screening
memorandum that documents activities completed in subtask 5.1, including all the related
maps, scoring and a ranked list of sites with their associated characteristics and descriptions.
5.3 Site Tour of Short -Listed Sites. Collaborate with SWFTF and complete a tour of the short-
listed sites from subtask 5.2. This tour is assumed to be completed in one day.
5.4 Additional Feasibility Studies. Complete any required additional site -specific examinations
regarding further geological, environmental and cultural resources impacts for the
shortlisted sites from subtask 5.2, if such data on these sites had not been previously
acquired in Task 2 or subsequently considered necessary based on new information
discovered during project execution. Jefferson County's Public Works Department will
complete any required cultural resource studies.
5.5 Complete Focused Site Screening of short-listed potential sites —Screening Workshop #2.
Based on feedback received from task 5.2, collaborate with SWFTF, apply conceptual facility
layout(s) and site -specific technical and community -specific screening criteria to re -rank the
short-listed potential sites. Criteria applied during this focused screening activity will include
vehicular access and traffic patterns, potential impacts on surrounding areas, land use
compatibility, site configuration, cultural resource and geological constraints, and
operational feasibility. Based on the Focused Site Screening activity and site tours, the sites
will be ranked again at this workshop to produce the Site Alternative List, which will include
at most three (3) site alternatives.
5.6 Develop a Focused Site Screening Technical Memorandum. Develop a Focused Site
Screening memorandum based on the results from Screening Workshop #2. The
memorandum will include the conceptual facility plans, potential impacts on surrounding
areas, and basic environmental and other feasibility studies, operational issues, and a Site
Alternatives List.
Task 5 5.1 Screening Workshop #1 Meeting Notes
Deliverables 5.2 Initial Site Screening Technical Memorandum, Draft and Final
5.3 Completed Site Tours of the Top -Ranked Sites
5.4 Additional Site Studies (i.e. Geological Investigations) Report
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EXHIBIT A: SCOPE OF WORK AND TIME FOR COMPLETION
5.5 Focused Site Screening Technical Memorandum, Draft and Final
Task 5 1. Site Tours will be completed the same day as the Screening Workshop #1
Assumptions
TASK 6: COMPARATIVE SITE ALTERNATIVE EVALUATION
The purpose of this task is to complete a detailed comparative evaluation of the short-listed 2 or 3 potential
sites identified in Task 5, determine a preferred alternative, and present to stakeholders. The assessment of
each finalist site will provide Jefferson County and the public with impartial information about the sites,
including ways to avoid or minimize adverse impacts or enhance environmental quality.
Objectives
• Achieve a shared understanding of the short-listed 2 or 3 sites, the related sociopolitical, economic and
environmental impacts and mitigations.
• Achieve a shared majority approval for one of the short-listed alternatives by all key stakeholders and
the public.
5ubtasks
Define Comparative Site Alternative Evaluation Criteria and Decision Process. Collaborate
with the County and SWFTF to develop and agree on the evaluation and decision criteria for
reaching a siting decision.
Complete Comparative Site Alternatives Evaluation of the short-listed 2 to 3 potential
sites. /Comparative Evaluation Workshop. Based on feedback received from the County
and the Public, collaborate with SWFTF, via a workshop, to review the detailed
environmental, socio-political, economic, financial information and all related site
characteristics for these sites, apply the approved evaluation and decision criteria, and
determine a preferred facility alternative.
Develop a Comparative Site Alternative Evaluation Matrix Memorandum. Use the results
from subtask 6.2 to develop a technical memorandum that explains the site selection
decision and includes the analysis, decision criteria and process, site scoring system and
resulting scores, estimated acquisition and development costs, socio-political and economic
impacts, and conceptual design.
6.1Comparative Site Alternative Evaluation Criteria and Decision Process Technical
Memorandum, Draft and Final
6.2 Comparative Site Alternative Evaluation Meeting Notes
6.3 Comparative Site Alternative Evaluation Matrix and Memorandum, Draft and Final
TASK 7: FINANCIAL ANALYSIS AND FINANCING PLAN
The Consultant shall develop planning cost estimates, complete a financial analysis and a financing plan for a
preferred solid waste replacement transfer/ancillary functions facility.
Objectives
+ Achieve a shared understanding of the Financial Analysis approach for the short-listed 2 to 3 sites, and
financing plan for the preferred site alternative.
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EXHIBIT A: SCOPE OF WORK AND TIME FOR COMPLETION
• Achieve a shared understanding of the short- and long-term financial implications of selecting each of the
short-listed sites.
■ Achieve a shared majority approval of the cost estimates and a financing plan.
Subtasks d J
7.1 Develop the Financial Analysis Approach —Financial Analysis Workshop #1.Collaborate with
SWFTF to define the approach for completing the financial analysis and the financing plan.
7.2 Develop Planning Level Cost Estimates. Develop planning level cost estimates for the 2 to 3
short-listed sites to support the comparative alternatives site analysis process in Task 6.
7.3
Complete a Financial Impact Analyses. Determine the economic implications of selecting
each of the 2- 3 finalist sites and use this information to inform the comparative alternative
site analysis completed in Task 6.
Define and Analyze Financing Alternatives — Financial Analysis Workshop #2. Collaborate
with SWFTF to identify realistic sources of funding for the replacement Solid Waste transfer
/ancillary functions station. These might include [a] increased tipping fee, [b] issuing
municipal or revenue bonds, [c] creating a special Municipal Solid Waste (MSW) taxing district
_
across the eastern part of county, [d] establishing a Private Public Partnership (PPP)
agreement with outside investors after determining how much of the project risk the County
is willing to off-load to an outside party, [e] using United States Department of Agriculture
(USDA) Loans, and [f] building a new facility under some version of a design -build -operate
contract with an established solid waste company. Develop Workshop/Meeting Notes for the
Financial Analysis Workshop #2 that documents workshop results, describes possibly other
funding options and presents reasons for rejecting or pursuing each one.
7.5
Develop Alternatives Financing Plans. Based on the results of the preceding tasks and
feedback received from the County and other key stakeholders, develop a financing plan for
each of the three or fewer finalist sites. Each plan will have the capability to fund all required
technical machinery, cost-effective and required environmental enhancements or mitigations,
a fit and finish considered appropriate for each site, and whatever enhanced capabilities
might be deemed appropriate at one or more of these finalist locations, such as a material
recovery facility, shredding and/or baling capabilities, barging, and perhaps other alternatives
to the current truck & rail exporting approach.
7.6
Develop a Financing Plan Report. Develop a report that documents all the activities
completed in Task 7, including a documentation of the financing plan for the preferred option.
Task 7
7.1 Planning level cost estimates for short-listed sites, Draft and Technical Memorandum
Deliverables
7.2 Financial Impact Analysis for short-listed sites, Draft and Technical Memorandum
7.3 Analysis of Funding Alternatives, Draft and Final Memorandum
7.4 Financial Analysis Workshop Meeting Notes
7.5 Funding Plan Alternatives and for Preferred Site, Draft and Final Report
TASK 8: PREFERRED SITE ALTERNATIVE SELECTION
The Consultant shall develop a final solid waste replacement facility recommendation and present it to the JC
BoCC and Port Townsend City Council.
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EXHIBIT A: SCOPE OF WORK AND TIME FOR COMPLETION
Objectives
Achieve a shared understanding of the Siting Process, Public Involvement, Financial Analysis approach,
Financing Plan and reasons for the preferred facility recommendation.
• Achieve a majority approval for the preferred option.
Subtasks
8.1 Develop a Presentation to JC BoCC and Port Townsend City Council. Collaborate with
SWFTF and develop a PowerPoint Presentation and handouts for the shortlisted sites and
the preferred facility alternative. This presentation will cover information related to the
three sites, analysis criteria, and the decision process leading to the recommended site and
its preferred conceptual design. .
8.2 Complete Mock Presentations. No less than five days prior to the presentation to the JC
BoCC and Council, undertake a dress rehearsal of all aspects of the presentation with the
help of the County and members of SWFTF. This is assumed to be a virtual presentation and
last up to two (2) hours.
8.3 Deliver Presentations to the JC BoCC and Port of Townsend City Council. Collaborate with
SWFTF and deliver PowerPoint Presentations of the 2-3 shortlisted sites, including the
preferred facility alternative. The presentation will cover information related to these
finalist two to three sites, analysis criteria, and the decision process leading to the
recommended site and to the preferred conceptual design alternative.
Task 8 8.1 Presentation Package, Draft and Final
Deliverables 8.2 Presentation made before JC BoCC
8.3 Presentation made before the Port Townsend Council
1. Presentation to the Port of Townsend City and Board of County Commissioners will
Assumptions be in -person
TASK 9: EXISTING SOLID WASTE RECYCLING/TRANSFER FACILITY REPLACEMENT COST
The Consultant shall develop a cost estimate for replacing the existing Jefferson County solid waste recycling and
transfer station, in as close to its current configuration as equipment purchases today will allow. This task will be
completed early in the project to support Jefferson County's solid waste fee schedule modification activities. The
fee ordinance calls for the tipping fees schedule to be set such that it maintains a fund balance in relationship to
replacement costs.
Objectives
+ Achieve a shared understanding of the approach for determining a solid waste replacement cost and its
application to the Jefferson County Facility.
■ Achieve a shared understanding and acceptance of the estimated replacement cost.
Subtask
151Page
EXHIBIT A: SCOPE OF WORK AND TIME FOR COMPLETION
L� F71:1F=]111110
Define Data Requirements and the Analysis Approach. Working with County staff,
determine the exact nature of the current facility's size, capabilities, and any unique
characteristics relevant for estimating a full replacement cost.
Collect Data and Complete Analysis. Determine both the hard and soft costs of replacing
the existing facility, with as close to the same technology as is available today, at the same
location, i.e., not considering the implementation of compactors, a flat floor dumping area,
and other modern facility components. This task does not include the cost of temporarily
using a substitute facility during such an "as is" replacement of the existing transfer station.
Soft Costs will include permitting, planning, design, engineering, and possible mitigation
costs of this direct replacement. Hard costs will include the existing physical structure and
existing technologies to be replaced. Develop Replacement cost estimate.
Develop Existing SW Facility Replacement Cost Technical Memorandum. Based on the
analysis completed and feedback received from the County, develop a technical
memorandum that includes the analysis methodology, assumptions, constraints, and
estimated facility replacement cost.
9.1 Draft Technical Memorandum
Dellverables 9.2 Final Technical Memorandum.
TASK 10: POSSIBLE ADDITIONAL SERVICES
The consultant shall complete additional and related services not covered under Tasks 1 through 9 when
requested by the County. Such services require written approval from Jefferson County prior to Vikek working
on or billing for these Tasks. Typically, Vikek will develop and submit a written scope and cost estimate, and
receive contract approval prior to undertaking such additional tasks.
5ubtasks 901L
10.1 Additional Unanticipated, Urgent or Special Services. Consultant will provide other
services, which are as yet unanticipated, urgent and/or critical to maintaining the project
schedule and progress of this or additional new work. The hours are intended to be used for
additional analyses, coordination with other agencies, issues, unexpected interferences,
work product reviews, or additional unanticipated data acquisition costs. This subtask is
intended to facilitate project delivery efficiency in regard to delay that may be otherwise
required to plan and negotiate a related contract amendment.
10.2 State Environmental Policy Act (SEPA) Environmental Assessment in accordance with WAC
197-11-960 for the approved preferred alternative
10.3 Facility Master Planning for the Preferred Alternative
10.4 Facility Design Services
10.5 Facility Construction Management, Observation, Testing and turnover to the County
161Page
EXHIBIT B: CONSULTANT FEE SCHEDULE
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