1994-07-13 ARRA PacketMeeting of the Governing Body of the
Alameda Reuse and Redevelopment Authority
AGENDA
Alameda City Hall
Council Chamber (2nd Floor)
2263 Santa Clara Ave.
Alameda, CA
Wednesday, July 13, 1994
5:00 p.m.
IF YOU WISH TO ADDRESS THE AUTHORITY:
1) Please file a speaker's slip with the Secretary,
and upon recognition by the Chair, approach the
rostrum and state your name. Speakers are
limited to three (3) minutes per item.
2) Lengthy testimony should be submitted in writing
and only a summary of pertinent points presented
verbally.
3) Applause, signs or demonstrations are prohibited
during Authority meetings.
1.
ROLL CALL
A. Approval of Minutes (May 19, 1994)
AGENDA ITEMS
A. Designation by Each Authority Member of His/Her Proxy.
B. Report from the Executive Director Recommending Adoption of a
Resolution Establishing the Powers and Authority of the Executive
Director, the Secretary, the Finance Director and the General Counsel.
C. Report from the Executive Director Recommending Adoption of the
Procurement Policy for the Alameda Reuse and Redevelopment
Authority.
D. Report from the Executive Director Regarding the Assignment of the
City of Alameda 's Grant from the Office of Economic Adjustment (OEA)
to the Alameda Reuse and Redevelopment Authority.
IV.
V.
E. Report from the Executive Director Regarding Adoption of Base
Conversion Budget by the Alameda Reuse and Redevelopment Authority
Until the Authority Submits Its Own Budget to OEA (Fall 1994).
F. Report from Executive Director Recommending Approval of Selection of
Consultant and Authorization for Executive Director to Negotiate and
Execute a Contract.
G. Discussion and Action (if any) Regarding Appointment of the
Superintendent of the Alameda Unified School District to the Alameda
Reuse' and Redevelopment Authority as a non-voting, ex-officio member.
0
COMMUNICATIONS, NON-AGENDA (PUBLIC COMMENT)
(Any person may address the Governing Body in regard to any matter over
which the Governing Body has jurisdiction or of which it may take cognizance,
that is not on the agenda.)
COMMUNICATIONS FROM GOVE
p
JOU ' MENT
1
ING BODY
*********REVISED*********
MINUTES OF THE FIRST REGULAR MEETING
OF THE
ALAMEDA REUSE AND REDEVELOPMENT AUTHORITY
Thursday, May 19, 1994
5:00 p.m.
The meeting convened at 5:10 p.m. with Alameda City Manager/Executive Director William
E. Norton presiding.
I. ROLL CALL: Present: Councilmember Ralph Appezzato, City of Alameda;
Councilman Lil Arnerich, City of Alameda; Mayor Ellen
Corbett, City of San Leandro; Mr. Mark Friedman, Aide to
Supervisor Don Perata, District 3; Councilmember Karin Lucas,
City of Alameda; Vice-Mayor Richard Roth, City of Alameda;
Mr. Sandre Swanson, District Director, 9th Congressional
District; Mayor E. William Withrow, Jr., City of Alameda;
Councilmember Dezie Woods-Jones, City of Oakland. (District
Director Sandra Swanson arrived at 5:15 p.m.; Councilmember
Dezie Woods-Jones arrived at 5:20 p.m. replacing her alternate
City of Oakland Project Director Barry Cromartie)
II. AGENDA ITEMS:
A. SELECTION OF CHAIRPERSON AND VICE-CHAIRPERSON OF THE
GOVERNING BODY.
City Manager/Executive Director William E. Norton announced that the first
item on the agenda was the selection of the Chair and Vice-Chair of the
Governing Body.
Mr. Norton requested nominations for Chair and Vice-Chair from the Alameda
Reuse and Redevelopment Authority members, and noted that there must be
three votes from the City of Alameda pursuant to the rules of the Authority.
Vice-Mayor of Alameda, Richard Roth, moved to nominate Alameda Mayor
E. William Withrow, Jr. as Chair and District Director Sandre Swanson as
Vice-Chair. The motion was seconded by Councilmember Karin Lucas and
carried by a unanimous voice vote.
Chair Withrow indicated that the intent of the meeting was to organize and
establish basic guidelines and bylaws. He requested that the next meeting
focus on orientation and the third meeting address substantive matters.
B. Report on Designation of Executive Director
Chair Withrow announced that the designation of the Executive Director was
specified in the Joint Powers Agreement (JPA).
City Manager/Executive Director William E. Norton stated that Section 9-C.1
of the JPA provides that the City Manager from the City of Alameda serve as
the Executive Director and has the authority to designate a person to act in his
place; he was appointing Don Parker as his designee; Mr. Parker has been
with the Base Conversion Office project for ten months and is well qualified;
and no action was required from the Authority on this item.
C. Report from Executive Director Recommending Adoption of Bylaws
Alameda Reuse and Redevelopment Authority Executive Director Don Parker
stated that the Bylaws are required by the Joint Powers Agreement and set the
overall structure of the Authority; one of the undetermined facts in the JPA is
the establishment of a fiscal year; and recommended that the Authority adopted
a fiscal year that coincides with the Office of Economic Adjustment (OEA)
grant fiscal year period, November 1, 1993, through October 31, 1994, to
assure ease of transition.
Councilmember Karin Lucas inquired if the grant was a one-time grant or
whether continued funding was expected. Mr. Parker stated that it would be a
continuous process, and the planning process will be primarily supported by
()EA.
Councilman Arnerich moved that the Authority accept the recommendation
that the fiscal year coincide with the Office of Economic Adjustment (OEA)
grant fiscal year period which runs from November 1, 1993 through October
31, 1994. The motion was seconded by Vice-Mayor Richard Roth and carried
by unanimous voice vote.
Vice-Mayor Richard Roth requested that the Authority require a roll call vote
on particular items only. The City Attorney stated that the Bylaws could be
amended to state that "the Governing Body shall vote by voice vote unless a
roll call is requested by any member of the Governing Body".
2
Councilmember Dezie Woods-Jones moved that the Bylaws be approved as
amended. The motion was seconded by Mayor Ellen Corbett and carried by
unanimous voice vote.
D. Report from Executive Director Recommending Adoption of a Resolution
Establishing Rules and Procedures
Mr. Parker reported that the Rules deal with procedures for holding meetings
and conducting business of the Reuse and Redevelopment Authority.
Currently, the rules are written to indicate that the Authority meetings will
occur on a monthly basis, and that either the Chair or the majority of the
Governing Body can call special meetings with 24 hour notice.
Following discussion, Councilman Lil Arnerich moved that the regular
monthly meetings of the Alameda Reuse and Redevelopment Authority be held
on the first Wednesday of each month from 5:00 p.m. - 7:00 p.m., with the
next meeting to be held on Wednesday, July 6, 1994. The motion was
seconded by Mr. Mark Friedman and carried by unanimous voice vote.
The subject of speaker slip availability was discussed and Mr. Parker informed
the Members that speaker slips were currently being provided. Mr. Parker
also agreed that the use of speaker slips should be added to the Rules and
Procedures and that the speaker slips will be kept as part of the official record
of the meetings.
The question on timing of receipt of agendas and documents related to the
agendas was discussed. Mr. Parker stated that the Agenda for each meeting
will be mailed to the Members seven (7) days prior to the meeting. Chair
Withrow requested large documents pertinent to an agenda item be mailed in
advance of the seven day limit so that Members have more time to review the
material. Mr. Parker agreed to this request.
Vice-Chair Sandre Swanson inquired about amendments to the Bylaws, to
which the City Attorney Carol Korade responded that the Rules and
Procedures are adopted and amended by majority vote and resolution. Also,
amendments become immediately effective upon adoption .
Councilmember Karin Lucas moved for approval of the Rules and Procedures.
The motion was seconded by Vice-Chair Sandre Swanson and carried by
unanimous voice vote.
Vice-Mayor Richard Roth raised the question of public hearings. City
Attorney Carol Korade pointed out that the current meeting was not a public
hearing and explained that a public hearing requires ten (10) days notice in the
3
newspaper and relates to things such as taxes and assessments. She added
that the Alameda Reuse and Redevelopment Authority would require very few
"hearings".
Chair Withrow stated that the Governing Body should hear information from
both proponents and opponents during the hearing so that the members cannot
talk to individuals in advance of the hearing because it would put them into a
biased positioned.
City Attorney Carol Korade explained that the appeals and hearings rules are
identical to those of the City of Alameda and reiterated that the Alameda
Reuse and Redevelopment Authority would have very few hearings, if any.
Councilmember Dezie Woods-Jones requested that if a hearing arise, Staff
advise Members of the rules in order to avoid violation. City Attorney Carol
Korade stated that Members would be advised in advance of a hearing.
E. Report from Executive Director Discussing Primary Functions of the Alameda
Reuse and Redevelopment Authority
Mr. Parker stated that the National Defense and Authorization Act of 1994
specifies that an established Redevelopment Authority becomes recognized by
the Secretary of Defense as the entity responsible for developing the
Redevelopment Plan and submitting that plan to the Navy. On May 3, 1994,
after the Joint Powers Agreement (JPA) had been signed, the Executive
Director of the Alameda Reuse and Redevelopment Authority, City Manager
William E. Norton, wrote Rear Admiral Ernest Tedeschi, Commander of the
Naval Base, San Francisco, requesting that his office recognize the Alameda
Reuse and Redevelopment Authority as the body responsible for submitting the
Community Reuse Plan. On May 18, Admiral Tedeschi responded to the
letter indicating that he had forwarded a copy of the request, along with a copy
of the Joint Powers Agreement (JPA), to the Assistant Secretary of the Navy
for Installations and Environment, with his full endorsement. It will take
approximately thirty days for official recognition to occur.
Mr. Parker further reported that, assuming recognition is received, the
Alameda Reuse and Redevelopment Authority's primary task is the
development of the Community Reuse Plan, and forwarding it on to the Navy
for approval. This will then become the basis for the Navy to undertake its
NEPA documentation, the EIS. Connected with that activity and anticipating
that this would be the role of the Reuse Authority, staff has undertaken the
process of creating a Request for Proposals (RFP) for consultants which was
issued approximately one week ago. The proposal requires a team of
consultants, most likely led by a planning firm, who will broadly assist in
4
developing a process for putting together a Reuse Plan for the Naval Air
Station Alameda. The Lead Consultant and its team will be reporting back to
the Reuse Authority as to the progress being made. The bid proposals are due
on June 7, 1994, and the contract will be awarded immediately following.
Another major function of the Alameda Reuse and Redevelopment Authority is
to act as its own fiscal body; will apply for federal and state grants, create its
own budget, may incur debts, sue and be sued, and can enter into contracts.
It is also the Governing Body that will receive land from the federal
government and determine how the land will be utilized and/or disposed of.
The specific terms and functions are listed in the Joint Powers Agreement
(JPA).
Mr. Parker then discussed the Agenda Items/Actions which would probably be
recommended to the Members at the next meeting. The first item will be the
designation by each Authority Member of his or her proxy who will act on
their behalf if they are unable to attend a meeting. The second item will be a
resolution establishing the powers and authority of the Executive Director, the
Secretary, the Finance Director, and the General Counsel. The third item
will be a resolution adopting the procurement policy for the Reuse Authority.
The fourth item will be the assignment of the City of Alameda's grant from
OEA to the Reuse Authority.
Councilman Arnerich asked for clarification on the assignment of a proxy.
City Attorney Carol Korade stated that the Joint Powers Authority provides
that each person on the Authority, including the five Alameda City
Councilmembers, may, and are supposed to designate a proxy. This person
will have the same rights, duties, and voting authority as the Authority
Member. The specific intent of this is to provide a proxy or alternate that
may have, for example, specific technical expertise. She then clarified that the
Chair's (Mayor Withrow) proxy would have the same voting rights but would
not be the Chair of the specific meeting, the Vice-Chair (District Director
Sandre Swanson) would be the Chair in the event that Mayor Withrow could
not attend and his Proxy was attending in his place. She also stated that the
Authority could establish certain limitations on votes for proxies, for example,
reserving those eight significant issues in the Joint Powers Agreement to be
voted on just by the Authority Members or other issues as specified.
Vice-Chair Sandre Swanson clarified that the Proxies are not flexible choices
and that once a choice is made, it cannot be changed; if a Member is not at a
meeting, everyone knows who the Proxy will be; and no one can at the last
moment designate someone else. City Attorney Carol Korade agreed and
stated that this is the purpose of this agenda item next time, so that everyone
5
will know who the Proxies are. Additionally, Vice-Chair Swanson suggested
that the Rules and Procedures include something about items on the agenda
being passed over to the next meeting, and the number of Member votes
required to do so.
Councilmember Dezie Woods-Jones suggested that the Rules and Procedures
also include a statement regarding the replacement of a permanent proxy, and
a mechanism in which to do so. City Attorney Carol Korade stated that
currently this matter is not included in the Rules and Procedures, but is an
example of future the Rules and Procedures changes that can be done through
majority vote.
Vice-Chair Sandre Swanson asked Mr. Parker whether the Procurement Policy
would be received well in advance of the next meeting, in order for Members
to have time to provide comments back to the staff. Mr. Parker agreed that
the Procurement Policy could be issued two weeks prior to the next meeting in
order to allow time for comments.
City Attorney Carol Korade stated that to avoid any problems with the Brown
Act, any comments made by Members will be part of the public record and
that the majority of Members cannot meet and discuss the issue prior to the
meeting. All comments should be sent to the Executive Director, and after
receipt of all comments, they will be made available to the public, as well as
all Members of the Authority.
Mayor Ellen Corbett inquire whether the Joint Powers Agreement included any
rules, policies, or procedures regarding meeting in any other venues besides
the Alameda City Hall. Councilman Arnerich stated that the Bylaws specify
that the Authority can go to a particular site, if necessary.
III. ORAL COMMUNICATIONS, NON-AGENDA (PUBLIC COMMENT)
A. Reverend Henry Willi s representing a member of the Humanity
Baptist Church under Pastor George Anderson and the Chair of Job
Work Development in Oakland addressed the Alameda Reuse and
Redevelopment Authority on his desire to bring warehousing, piers,
ships, and jobs into Oakland and Alameda.
B. Bill Smith representing Bases Commercialization Bureau in Emeryville
addressed the Alameda Reuse and Redevelopment Authority on his
desire to bring jobs into Alameda and Oakland and to present a
proposal regarding the helicopter industry.
6
IV. Communications From Governing Body
Vice-Chair Sandre Swanson commended, and offered support, for the work of the
Alameda City Council in leading the region to deal with the difficult problem of base
closure during the last year. He stated that all of the Members of the Alameda Reuse
and Redevelopment Authority are currently faced with a very serious challenge and
that many of the other base closure activities around the country have been stalled
because of a number of hurdles. The fact that regional participants are working
together is being held in the state, and country, as a model of what can happen. He
further added that all of the Members should feel very good at this moment given the
difficult challenge before them and look forward to working on the Authority.
Chair Withrow extended his thanks for the comments. He stated that it was an
exciting time; the Alameda City Council had taken some hits in this area; however,
believed it is truly an exciting time when the Alameda Reuse and Redevelopment
Authority can move forward in a way that will involve a region, as opposed to strictly
a city, take on issues that are beyond just the closing of the base, and do some things
that can really have a positive impact on the East Bay. Additionally, Chair Withrow
expressed his hope that the Alameda Reuse and Redevelopment Authority can, from
the standpoint of re-energizing the economy, get business back into the base with not
only jobs, but jobs which are truly meaningful and will carry us into the next century.
Councilmember Dezie Woods-Jones moved to adjourn.
Councilmember Appezzato requested that the appointment of Superintendent of
Schools District as a non-voting ex-officio member be placed on the agenda of the
next Reuse Authority meeting.
V. Adjournment
Chair Withrow adjourned the meeting at 6:18 p.m.
Respectfully submitted,
Elizabeth Brydon
Secretary
7
Alameda Reuse and Redevelopment Authority
Inter-office Memorandum
July 1, 1994
TO: Honorable Members of the Alameda Reuse and Redevelopment Authority
FROM: Don Parker
Executive Director
Alameda Reuse and Redevelopment Authority
SUBJ: Designation by Each Authority Members of His/Her Proxy
Background:
Pursuant to section VI.B. (Governing Body of Authority) of the "Joint Exercise of Power
Agreement" each member of the Alameda Reuse and Redevelopment Authority shall appoint one
alternate as a representative.
Discussion/Analysis:
At the organizational meeting of the Alameda Reuse and Redevelopment Authority on May 19,
1994, each Member was asked to be prepared at the next meeting to designate their alternate.
The alternate shall have all the rights and authority of a Member; however, these rights and
authority may only be exercised in the absence of the designated Member.
Fiscal Impact:
None.
Recommendation:
It is recommended that each Alameda Reuse and Redevelopment Authority designate his/her
alternate.
Re ectfu ly submitted,
Don Parker
Executive Director
DP:JM:eb
Alameda Reuse and Redevelopment Authority
Inter-office Memorandum
July 6, 1994
TO: Honorable Members of the Alameda Reuse and Redevelopment Authority
FROM: Don Parker
Executive Director
Alameda Reuse and Redevelopment Authority
SUBJ Report From the Executive Director Recommending Adoption of a Resolution
Establishing the Powers and Authority of the Executive Director, the
the Secretary, the Finance Director, and the General Counsel
Background:
At the May 16, 1994, organizational meeting of the Alameda Reuse and Redevelopment
Authority, Bylaws were adopted. Section 2.04 of the Bylaws state that the powers of the
Executive Director shall be established by resolution adopted by the Governing Body.
Discussion/Analysis:
Attached for the Governing Body's consideration is a Resolution establishing the powers and
authority of the Executive Director, Secretary, General Counsel and Finance Director.
According to the previously adopted Bylaws, the Secretary shall be appointed by the Executive
Director and shall serve at the pleasure of the Executive Director; the Authority shall contract
with the City Attorney of the City of Alameda or the City Attorney's designee to serve as the
General Counsel of the Authority; the Authority shall contract with the Finance Director of the
City of Alameda or the Finance Director's designee to serve as Finance Director of the
Authority.
Fiscal Impact:
None.
Recommendation:
It is recommended that the Alameda Reuse and Redevelopment Authority adopt the Resolution
"Establishing the Powers and Authority of the Executive Director, the Secretary, the Finance
Director, and the General Counsel".
DP:JM:eb
spectful y sUbmtted,
Don Parker
Executive Director
Attachment: Resolution Establishing the Powers and Authority of the Executive Director, the
Secretary, the Finance Director, and the General Counsel
ALAMEDA REUSE AND REDEVELOPMENT AUTHORITY
RESOLUTION NO.
ESTABLISHING POWERS AND AUTHORITY OF THE
EXECUTIVE DIRECTOR, SECRETARY, FINANCE DIRECTOR 'AND
GENERAL COUNSEL
WHEREAS, the Joint Exercise of Powers Agreement between
the City of Alameda and County of Alameda created the Alameda Reuse
and Redevelopment Authority; and
WHEREAS, the Governing Body of the Alameda Reuse and
Redevelopment Authority has adopted Bylaws;
WHEREAS, the Alameda Reuse and Redevelopment Authority
Joint Exercise of Powers Agreement and Bylaws set forth certain
powers of the Executive Director, such as the general supervision
over the administration of Authority business, affairs, and
employees in accordance with all applicable laws; and
WHEREAS, those Bylaws state that the powers and authority
of the Executive Director of the Alameda Reuse and Redevelopment
Authority shall be established by resolution;
NOW, THEREFORE, BE IT RESOLVED by the Governing Body of
the Alameda Reuse and Redevelopment Authority that the Executive
Director of the Alameda Reuse and Redevelopment Authority shall
have the power and it shall be his/her duty:
1. To administer and execute policies and undertakings
formulated by the Governing Body of the Alameda
Reuse and Redevelopment Authority;
2. To attend all meetings of the Governing Body of the
Alameda Reuse and Redevelopment Authority unless
excused by the Governing Body or its Chairperson.
3. To keep the Governing Body of the Alameda Reuse and
Redevelopment Authority at all times advised as to
the needs of the Authority and to recommend such
measures and policies as he/she may deem expedient;
4. To conduct such investigations and prepare, or
cause to be prepared, such plans, specifications or
reports as may be specified by the Governing Body
of the Alameda Reuse and Redevelopment Authority;
5. To take such steps as are necessary to arrange for
funds to conduct Alameda Reuse and Redevelopment
Authority's affairs, from contributions, state or
federal grants, and from any other sources
available;
6. To request approval of the Governing Body of the
Alameda Reuse and Redevelopment Authority for any
expenditure exceeding the amount specified in the
approved budget;
7. To lease or grant concessions, privileges,
franchises, permits, licenses or easements of real
or personal property of the Alameda Naval Air
Station and Depot, or any portion thereof or
building or structure situated therein for a period
of no longer than seven (7) years;
8. To supervise all concessions, privileges,
franchises, permits, licenses or easements of real
or personal property. of Alameda Naval Air Station
and Depot, or any portion thereof or building or
structure situated therein and to report all
violations thereof to the Governing Body of the
Alameda Reuse and Redevelopment Authority;
9. To accept or reject all grants of personal property
of Alameda Naval Air Station and Depot, or any
portion thereof or building or structure situated
therein, from the United States of America;
10. To approve and execute all contracts, agreements
and documents within the scope of delegated
Authority and consistent with the procurement
policy adopted by the Governing Body of the Alameda
Reuse and Redevelopment Authority;
11. To see that all contracts and agreements entered
into by the Alameda Reuse and Redevelopment
Authority are faithfully performed and to report
all violations thereof to the Governing Body of the
Alameda Reuse and Redevelopment Authority;
12. To appoint or retain technical advisory experts
such as architects, engineers and other
professionals within the scope of delegated
authority and consistent with the procurement
policy adopted by the Governing Body of the Alameda
Reuse and Redevelopment Authority;
13. To develop the Alameda Reuse and Redevelopment
Authority's position, consistent with its general
policies, on pending legislation of local, state,
and federal agencies and to communicate such
position to the appropriate agency, subject to
rescission by the Governing Body of the Alameda
Reuse and Redevelopment Authority;
14. To prepare the Alameda Reuse and Redevelopment
Authority's comments, consistent with its general
policies, on pending decisions of or pending
proposals to local, state, and federal agencies and
to communicate such comments to the appropriate
agency, subject to rescission by the Governing Body
of the Alameda Reuse and Redevelopment Authority;
15. To negotiate and execute agreements with local,
state and federal agencies and public utilities
regarding decisions impacting the reuse of the
Alameda Naval Air Station and Depot, provided that
such agreements shall not require the expenditure
of more than $75,000 and shall be consistent with
the general policies of the Alameda Reuse and
Redevelopment Authority;
16. To prepare and submit a budget within sixty (60)
days after the Alameda Reuse and Redevelopment
Authority Joint Exercise of Powers Agreement takes
effect and annually thereafter;
17. To hire, compensate, discipline, and discharge any
employees of the Authority in accordance with all
applicable laws;
18. To formulate rules and regulations for officers and
employees under his/her direction;
19. To evaluate all employees under his/her direction
on an annual basis and review the evaluations with
said employees;
20. To appoint, discipline, and remove the Secretary of
the Alameda Reuse and Redevelopment Authority;
21. To investigate the conduct and proceedings of any
officer, Alameda Reuse and Redevelopment Authority
member, or employee, when so directed by a majority
of the Governing Body of the Alameda Reuse and
Redevelopment Authority; and
22. To perform such other duties and functions as may
from time to time be required by the Governing Body
of the Alameda Reuse and Redevelopment Authority.
NOW, THEREFORE, BE IT FURTHER RESOLVED BY THE GOVERNING
BODY OF THE ALAMEDA REUSE AND REDEVELOPMENT AUTHORITY that neither
the Authority nor its members shall interfere with the execution by
the Executive Director of his/her powers and duties. Except for
purposes of inquiry, the Authority and its members shall deal with
that portion of the administrative service for which the Executive
Director is responsible solely through him/her.
BE IT FURTHER RESOLVED BY THE GOVERNING BODY OF THE
ALAMEDA REUSE AND REDEVELOPMENT AUTHORITY that the Secretary of the
Alameda Reuse and Redevelopment Authority shall have the power and
it shall be his/her duty to:
1. To maintain, or cause to be maintained, the
correspondence, library, records, and archives of
the Alameda Reuse and Redevelopment Authority;
2. To keep separate properly indexed books in which
he/she shall record all resolutions of the
Governing Body of the Alameda Reuse and
Redevelopment Authority;
3. To take affidavits and administer oaths, without
charge, in all matters affecting the business of
6 the Alameda Reuse and Redevelopment Authority.
BE IT FURTHER RESOLVED BY THE GOVERNING BODY OF THE
ALAMEDA REUSE AND REDEVELOPMENT AUTHORITY that the Finance Director
shall have the power and it shall be his/her duty to:
1. To maintain the Alameda Reuse and Redevelopment
Authority's financial transactions, accounts and
records in accordance with the requirements of
State and Federal laws and generally accepted
accounting principles and practices;
2. To provide for an audit, at least annually, of the
Alameda Reuse and Redevelopment Authority's
financial operations books and records to assure
that they are properly maintained.
BE IT FURTHER RESOLVED BY THE GOVERNING BODY OF THE
ALAMEDA REUSE AND REDEVELOPMENT AUTHORITY that the General Counsel
shall have the power and it shall be his/her duty to:
1. To obtain consent of the Governing Body of the
Alameda Reuse and Redevelopment Authority or the
Executive Director prior to initiating litigation;
2. To employ special legal counsel, as he/she may deem
necessary, provided that there are budgeted funds,
and otherwise seek authorization to employ special
legal counsel;
3. To settle, compromise or discuss any litigation or
claims in the amount of under $15,000.
RESO\ARRA.POWERS
Revised 07/06/94 11:30 a.m.
Alameda Reuse and Redevelopment Authority
Inter-office Memorandum
July 6, 1994
TO: Honorable Members of the Alameda Reuse and Redevelopment Authority
FROM: Don Parker
Executive Director
Alameda Reuse and Redevelopment Authority
SUBJ: Report from the Executive Director Recommending Adoption of the
Procurement Policy for the Alameda Reuse and Redevelopment Authority
Background
The Governing Body, at its May 19, 1994 meeting, directed staff to prepare the Alameda
Reuse and Redevelopment Authority (ARRA) Procurement Policy. A procurement policy is
necessary to establish a system for obtaining goods and services for the Authority.
Discussion/Analvsis
The purpose of the ARRA Procurement Policy is to establish comprehensive procedures
for the Authority to procure; (a) materials, supplies, equipment or other personal property; (b)
public works and improvements; (c) nonprofessional services; (d) general professional services;
and (e) architectural and engineering professional services.
The ARRA Procurement Policy has been drafted in conformity with federal procurement
regulations for recipients of Department of Defense grants (see Title 32, Part 33 of the Code of
Federal Regulations, "Uniform Administrative Requirements for Grants and Cooperative
Agreements to State and Local Governments"). In addition, the ARRA Procurement Policy
incorporates purchasing and procurement procedures similar to those in the California Public
Contract Code. The procedures in the ARRA Procurement Policy represent a balance between
federal requirements, industry norms, and the unique complexities of military base reuse and
conversion.
The ARRA Procurement Policy has been organized according to the category of goods
or services which the Authority may choose to procure. For instance, one section is devoted
to procurement of materials and supplies, and another section to procurement of public works
and improvements. Within each category of goods or services, the organization is generally by
the form of procurement (i.e., competitive, routine, emergency noncompetitive). Additional
sections of the ARRA Procurement Policy address procedures which are common to all
categories of goods or services, and to all forms of procurement.
Honorable Members of the
Alameda Reuse and Redevelopment Authority
Financial Impact/Budeet Considerations
July 6, 1994
•
Page 2
The ARRA Procurement Policy involves no financial impacts or budget considerations
at this time.
Recommendation
It is recommended that the Governing Body of the Alameda Reuse and Redevelopment
Authority approve and adopt by motion the attached • • • Procurement Policy.
RTpectfully submitted,
Don Parker
Executive Director
DP:CAK:jo
Attachment: Procurement Policy
DA USE .1 REDEVELOP 1 :Z
PROC 1' NT POLICY
July 6, 1994
TABLE OF CO NTS
I. GENERAL
A. Purpose . . . . . . . . . . . . . . . . •••• . 02
B. Management . . . . . . . . . . . . . ..... . 02
C. Recordkeeping . . .......... ..... . 02
II. MATERIALS, SUPPLIES AND EQUIPMENT
A. General . . . . . . . . . . . . . . ........ 04
B. Methods of Procurement . . . . . .. OOOOOO . 04
C. Competitive Bid Procurement . . . ......... 05
D. Routine Procurement . . . . . . . . ....... 12
E. Emergency Procurement . . . . . . ......... 12
F. Noncompetitive Procurement . . . ......... 12
III. PUBLIC WORKS AND IMPROVEMENTS
6 A. General . . . . . . . . . . . . ........ 14
B. Methods of Procurement . . . . 0 • ••••••• 14
C. Competitive Bid Procurement . . . . . ...... 15
D. Routine Procurement . . . . . . . . ....... 24
E. Emergency Procurement . . . . . . . . ...... 24
F. Noncompetitive Procurement . . ......... 24
IV. NONPROFESSIONAL SERVICES
A. General . . . . . . . . . . . .......... 26
B. Methods of Procurement . . . . . 6 ■ • e••• 26
C. Competitive Bid Procurement . . . . . . . . . . 27
D. Routine Procurement . . . . OS ••••• . 33
E. Emergency Procurement . . . . . . . . .0 0 0 • . 34
F. Noncompetitive Procurement . . . . . . . . . . . 34
V. GENERAL PROFESSIONAL SERVICES
A. General . . . . . . . . . . . . . . . . . . . . . . 36
B. Methods of Procurement . . . . . . . . . . . . . . 36
C. Competitive Proposal Procurement . . . . . . . . . 37
D. Routine Procurement . . . . . . . . . . . . . . . . 46
E. Emergency Procurement . . . . . • • • • • • • . . 46
F. Noncompetitive Procurement . . . . . . . . . . . . 46
VI. ARCHITECTURAL D ENGINEERING PROFESSIONAL SERVICES
A. General . . . . . . . . . .
B. Methods of Procurement . .
• •..• • • • . ••• 48
• • • • • • • • • • • • 48
C. Competitive Statement of Qualifications Procurement 49
D. Routine Procurement . . . . . . . . . . . • • • • • 60
E. Emergency Procurement . . . -. . . . . . . • • • • • 60
F. Noncompetitive Procurement . . . . . . . . . . . . 60
VII. ROUTINE PROCUREMENT
A. Application . . . . . . . ......... . . . 62
B. Solicitation Procedure ....... . . . . . . . 62
C. Selection Procedure . . . . ......... . . 62
VIII.EMERGENCY PROCUREMENT
A. Application . . • . . . . . •••••• 60000 . 64
B. Solicitation Procedure . . . . . . . . . . . . . 64
C. Selection Procedure . . . . . a ...a.. a . 65
IX. NONCOMPETITIVE PROCUREMENT
A. Application . . . . . . . . . . ...... . . 67
B. Solicitation Procedure . . . . ...... . . 68
C. Selection Procedure . . . . . . •••••• 60 68
TABLE OF CONTENTS - cont'd
X. UNIFORM SELECTION FACTORS . OW •••••••• 70
XI. UNIFORM CONTRACT REQUIREMENTS
A. Contract Cost and Price . . . . . . . . . . . . . . 72
B. Contract Provisions . . . . . ......... 73
C. Contract Administration . . . . . . . . . . . . . . 75
XII. AWARD AUTHORITY . . . . . . . . . . . . . . . . . . . . 77
XIII.CONFLICT OF INTERESTS . . . . . . . . . . . . . . . 79
XIV. SMALL, MINORITY, WOMEN'S AND LABOR SURPLUS FIRMS . . . 81
GENE
1
I. GENERAL.
A. Purpose.
The purpose of this procurement policy is to establish a
system by which the Alameda Reuse and Redevelopment Authority
("Authority"), or its authorized designees, may procure:
(a) materials, supplies, equipment or other personal property;
(b) public works and improvements; (c) nonprofessional services;
(d) general professional services; and (e) architectural and
engineering professional services. The procurement policy is
established in accordance with the Joint Exercise of Powers
Agreement creating the Authority and the Bylaws of the Authority.
The procurement policy incorporates relevant provisions of
Title 32, Part 33 of the Code of Federal Regulations ("Uniform
4
4 Administrative Requirements for Grants and Cooperative Agreements
to State and Local Governments"). The procurement policy, as
permitted by law, does not specifically follow the requirements of
the California Public Contract Code.
B. Management.
The procurement system shall be managed by the Executive
Director of the Authority ("Executive Director") or his/her
designee. The Executive Director shall have the full authority to
procure, or provide for the procurement of, all materials,
supplies, equipment or other personal property; public works and
improvements; nonprofessional services; general professional
services; and architectural and engineering professional services
for the Authority, in accordance with the provisions of this
procurement policy.
C. Recordkeeping.
The Executive Director or his/her designee shall maintain
records sufficient to detail the significant history of each
procurement.
2
TE S, SUPPLIES
II. PROCUREMENT OF MATERIALS, SUPPLIES AND EQUIPMENT.
A. General.
1. "Materials, supplies, equipment or other personal
property" are defined as products which do not
involve a labor component, but do not include
products which are incidental to procurement of
public works and improvements; nonprofessional
services; general professional services; or
architectural and engineering professional
services.
2. Materials, supplies, equipment or other personal
property shall be procured by competitive bid
procurement, routine procurement, noncompetitive
procurement or emergency procurement.
B. Methods of Procurement.
1. Competitive Bid Procurement.
Procurements where the cost is estimated to be
$75,001.00 or more - Formal Bid.
Procurements where the cost is estimated to be
between $25,001.00 and $75,000.99 - Informal Bid.
2. Routine Procurement.
Procurements where the cost is estimated to be
$25,000.99 or less - Routine Procurement.
3. Emergency Procurement.
Procurements where the Executive Director has
determined that a public emergency exists and
standard procurement is infeasible due to immediate
threat of injury to persons or property - Emergency
Procurement.
4. Noncompetitive Procurement.
Procurements where the cost is estimated to be
$25,001.00 or more and competitive procurement is
infeasible due to certain limited conditions -
Noncompetitive Procurement.
4
C. Competitive Bid Procurement.
1. Solicitation Procedure.
a. List of Qualified Bidders.
(1) The Executive Director or his/her
designee shall, at the beginning of each
fiscal year, prepare a list of qualified
bidders.
(2) The Executive Director or his/her
designee shall send an annual notice to
appropriate newspapers, trade journals
and trade organizations inviting
contractors and suppliers to submit their
names to be included in the list of
qualified bidders. The Authority will
not preclude potential bidders from
qualifying for the list during a
solicitation period.
b. Development of Specifications.
(1) The Executive Director or his/her
designee shall prepare specifications for
the materials, supplies, equipment or
other personal property to be procured,
the cost of which is estimated to be
$25,001.00 or more in the aggregate.
(2) Specifications shall describe the
technical requirements for the materials,
supplies, equipment or other personal
property to be procured, and shall
identify other requirements that the
bidder must fulfill.
(3)
Specifications may use a "brand name or
equal" description for the materials,
supplies, equipment or other personal
property to be procured, so long as (a)
at least two brands or trade names of
comparable quality or utility are listed,
and (b) bidders are permitted to furnish
an equal product.
5
(4) Specifications shall require that bidders
disclose in bids the name, the location
of the place of business, and the amount
of work to be performed,' for each
subcontractor or subsupplier which will
provide materials, supplies, equipment or
other personal property in an amount in
excess of one-half of 1 percent of the
total bid.
(5) Specifications shall identify the
required format for bids.
(6) Specifications shall identify the due
date for the bids, and the place where
they are to be submitted.
(7) Specifications shall identify the factors
to be used in evaluating bids and their
relative importance.
(8) Specifications shall be set forth on the
Authority's standard forms.
(9) The Governing Body of the Authority shall
approve all specifications for the
materials, supplies, equipment or other
personal property to be procured, the
cost of which is estimated to be
$75,001.00 or more in the aggregate.
(10) The Executive Director or his/her
designee shall approve all specifications
for the materials, supplies, equipment or
other personal property to be procured,
the cost of which is estimated to be
between $25,001.00 and $75,000.99 in the
aggregate.
(11) The Executive Director or his/her
designee shall review and approve the
commercial aspects of all specifications.
(12) The General Counsel of the Authority or
his/her designee shall review and approve
the legal and insurance aspects of all
specifications.
c. Formal Bids.
(1) Application.
Materials, supplies, equipment or other
personal property, where the cost is
estimated to be $75,001.00 or more in the
aggregate, or where a firm fixed price
contract will have an indefinite
quantity, shall be procured by formal
competitive bid.
(2) Notice.
A, notice describing the materials,
supplies, equipment or other personal
property to be procured, where to obtain
more information, and the time and place
for submitting bids, shall be:
(a) Published in a newspaper of general
circulation, not less than 15 days
before the due date for the bids;
(b) Mailed to trade journals, if
applicable, not less than 15 days
before the due date for the bids;
(c) Mailed to contractors/suppliers
whose names are on the qualified
bidders list, not less than 15 days
before the due date for the bids;
and
(d) Sent to others as necessary or
desired.
(3) Sealed Bids.
All bids shall be under sealed cover,
unless the Executive Director or his/her
designee shall provide otherwise in the
specifications.
(4) Receipt of Bids.
Whether or not bids are opened exactly on
the due date for the bids, a bid shall
not be received after that time.
(5)
Withdrawal of Bids.
Any bid may be withdrawn at any time
prior to the due date for the bids, but
shall only be by written request for the
withdrawal directed to the Executive
Director. The request for the withdrawal
of a bid shall only be filed by the
bidder or his/her authorized designee.
The request for the withdrawal must be
received by the Executive Director prior
to the due date for the bids. The
withdrawal of a bid does not prejudice
the right of the bidder to file a new bid
prior to the due date for the bids.
d. Informal Bids.
(1) Application.
Materials, supplies, equipment or other
personal property, where the cost is
estimated to be between $25,001.00 and
$75,000.99 in the aggregate, shall be
procured by informal competitive bid.
(2) Notice.
A notice describing the materials,
supplies, equipment or other personal
property to be procured, where to obtain
more information, and the time and place
for submitting bids, shall be
(3)
(a) Published in a newspaper of general
circulation, not less than 10 days
before the due date for the bids.
(b) Mailed to contractors or suppliers
whose names are on the qualified
bidders list, not less than 10 days
before the due date for the bids.
(c) Sent to others as necessary or
desired.
Sealed Bids.
All bids shall be under sealed cover,
unless the Executive Director or his/her
designee shall provide otherwise in the
specifications.
(4) Receipt of Bids.
Whether or not bids are opened exactly on
the due date for the bids, a bid shall
not be received after that time.
(5) Withdrawal of Bids.
Any bid may be withdrawn at any time
prior to the due date for the bids, but
shall only be by written request for the
withdrawal directed to the Executive
Director. The request for the withdrawal
of a bid shall only be filed by the
bidder or his/her authorized designee.
The request for the withdrawal must be
received by the Executive Director prior
to the due date for the bids. The
withdrawal of a bid does not prejudice
the right of the bidder to file a new bid
prior to the due date for the bids.
2. Selection Procedure.
a. Formal Bids.
(1) Opening of Bids.
On the due date for the bids, the
Executive Director or his/her designee
shall open the bids.
(2) Award to Lowest Responsible Bidder.
(3)
The contract shall be awarded to the
lowest responsible bidder.
Award to. Next Lowest Responsible Bidder.
On the refusal or failure of the
successful bidder to execute the
contract, the contract may be awarded to
the next lowest responsible bidder.
(4) Identical Bids.
If two bids are the same and the lowest,
the Governing Body of the Authority may
accept the one it chooses.
(5) Absence of Bids.
If no bids are received, the Executive
Director may:
(a) Abandon the procurement action;
(b) Re-solicit according to competitive
procurement procedures; or
(c) Re-solicit according to
noncompetitive procurement
procedures.
(6) Rejection of All Bids.
The Governing Body of the Authority shall
have the right to reject all bids
presented for any reason. The Governing
Body need not state the reason for
rejection. After rejection of all bids,
and recalculation of the contract
cost/price analysis, the Governing Body
may direct the Executive Director to:
(7)
(a) Abandon the procurement action;
(b) Re-solicit according to competitive
procurement procedures; or
(c) Re-solicit according to
noncompetitive procurement
procedures.
Relief of Bidders.
A bidder shall not be relieved of a bid
unless by consent of the Governing Body
of the Authority. No change shall be
made in a bid because of mistake unless
by consent of the Governing Body of the
Authority. A bidder shall make a written
request for relief from a bid or change
in a bid no later than 5 days after the
opening of the bids.
b. Informal Bids.
(1) Opening of Bids.
On the due date for the bids, the
Executive Director or his/her designee
shall open the bids.
(2) Award to Lowest Responsible Bidder.
The contract shall be awarded to the
lowest responsible bidder.
Award to Next Lowest Responsible Bidder.
(3)
On the refusal or failure of the
successful bidder to execute the
contract, the contract may be awarded to
the next lowest responsible bidder.
(4) Identical Bids.
(5)
If two bids are the same and the lowest,
the Executive Director may accept the one
he/she chooses.
Absence of Bids.
If no bids are received, the Executive
Director may:
(a) Abandon the procurement action;
(b) Re-solicit according to competitive
procurement procedures; or
(c) Re-solicit according to
noncompetitive procurement
procedures.
(6) Rejection of All Bids.
The Executive Director shall have the
right to reject all bids presented for
any reason. The Executive Director need
not state the reason for rejection.
After rejection of all bids, and
recalculation of the contract cost/price
analysis, the Executive Director may:
(a) Abandon the procurement action;
11
(b) Re-solicit according to competitive
procurement procedures; or
(c) Re-solicit according to
noncompetitive procurement
procedures.
(7) Relief of Bidders.
A bidder shall not be relieved of a bid
unless by consent of the Governing Body
of the Authority. No change shall be
made in a bid because of mistake unless
by consent of the Governing Body of the
Authority. A bidder shall make a written
request for relief from a bid or change
in a bid no later than 5 days after the
opening of the bids.
D. Routine Procurement.
Materials, supplies, equipment or other personal
property, where the cost is estimated to be $25,000.99 or
less in the aggregate, shall be procured by routine
procurement procedures in Section VII, below.
E. Emergency Procurement.
Materials, supplies, equipment or other personal
property, where the Executive Director has determined
that a public emergency exists and standard procurement
is infeasible due to immediate threat of injury to
persons or property, may be procured by emergency
procurement procedures in Section VIII, below.
F. Noncompetitive Procurement.
Materials, supplies, equipment or other personal
property, where the cost is estimated to be $25,001.00 or
more in the aggregate, and competitive procurement is
infeasible due to certain limited conditions, may be
procured by noncompetitive procurement procedures in
Section IX, below.
12
P IC WO ROVE
13
a
III. PROCUREMENT OF PUBLIC WORKS AND IMPROVEMENTS.
A. General.
1. "Public works and improvements" are defined as the
erection, construction, alteration, repair,
maintenance or improvement of any public structure,
building, road, or other public improvement of any
kind, but do not include work which is incidental
to procurement of materials, supplies, equipment or
other personal property; nonprofessional services;
general professional services; or architectural and
engineering professional services.
2. Public works and improvements shall be procured by
competitive bid procurement, routine procurement,
noncompetitive procurement or emergency
procurement.
B. Methods of Procurement.
1. Competitive Bid Procurement.
Procurements where the cost is estimated to be
$75,001.00 or more - Formal Bid.
Procurements where the cost is estimated to be
between $25,001.00 and $75,000.99 - Informal Bid.
2. Routine Procurement.
Procurements where the cost is estimated to be
$25,000.99 or less - Routine Procurement.
3. Emergency Procurement.
Procurements where the Executive Director has
determined that a public emergency exists and
standard procurement is infeasible due to immediate
threat of injury to persons or property - Emergency
Procurement.
4. Noncompetitive Procurement.
Procurements where the cost is estimated to be
$25,001.00 or more and competitive procurement is
infeasible due to certain limited conditions -
Noncompetitive Procurement.
14
C. Competitive Bid Procurement.
1. Solicitation Procedure.
a. List of Qualified Bidders.
(1) The Executive Director or his/her
designee shall, at the beginning of each
fiscal year, prepare a list of qualified
bidders.
(2) The Executive Director or his/her
designee shall send an annual notice to
appropriate newspapers, trade journals
and trade organizations inviting
contractors and suppliers to submit their
names to be included in the list of
qualified bidders. The Authority will
not preclude potential bidders from
qualifying for the list during a
solicitation period.
b. Development of Plans and/or Specifications.
(1) The Executive Director or his/her
designee shall prepare plans and/or
specifications for the public works and
improvements to be procured, the cost of
which is estimated to be $25,001.00 or
more in the aggregate.
(2) Plans and/or specifications shall
describe the technical requirements for
the public works and improvements to be
procured, and shall identify other
requirements that the bidder must
fulfill.
(3)
Plans and/or specifications shall require
that bidders disclose in bids the name,
the location of the place of business,
and the amount of work to be performed,
for each subcontractor or subsupplier
which will perform work or labor or
render service to the primary bidder in
or about the construction of the public
works and improvements to be procured in
an amount in excess of one-half of 1
percent of the total bid.
(4) Plans and/or specifications shall
identify the required format for bids.
15
•
(5) Plans and/or specifications shall
identify the due date for the bids, and
the place where they are to be submitted.
(6) Plans and/or specifications shall
identify the factors to be used in
evaluating bids and their relative
importance.
(9)
Plans and/or specifications shall be set
forth on the Authority's standard forms.
The Governing Body of the Authority shall
approve all plans and/or specifications
for the public works and improvements to
be procured, the cost of which is
estimated to be $75,001.00 or more in the
aggregate.
The Executive Director or his/her
designee shall approve all plans and/or
specifications for the public works and
improvements to be procured, the cost of
which is estimated to be between
$25,001.00 and $75,000.99 in the
aggregate.
(10) The Executive Director or his/her
designee shall review and approve the
commercial aspects of all plans and/or
specifications.
(11) The General Counsel of the Authority or
his/her designee shall review and approve
the legal and insurance aspects of all
plans and/or specifications.
c. Formal Bids.
(1) Application.
Public works and improvements, where the
cost is estimated to be $75,001.00 or
more in the aggregate, or where a firm
fixed price contract will have an
indefinite quantity, shall be procured by
formal competitive bid.
16
(2) Notice.
A notice describing the public works and
improvements to be procured, where to
obtain more information, and the time and
place for submitting bids, shall be:
(a) Published in a newspaper of general
circulation, not less than 15 days
before the due date for the bids;
(b) Mailed to trade journals, if
applicable, not less than 15 days
before the due date for the bids;
(c) Mailed to contractors/suppliers
whose names are on the qualified
bidders list, not less than 15 days
before the due date for the bids;
and
(d) Sent to others as necessary or
desired.
(3) Sealed Bids.
All bids shall be under sealed cover,
unless the Executive Director or his/her
designee shall provide otherwise in the
applicable plans and/or specifications.
(4) Receipt of Bids.
Whether or not bids are opened exactly on
the due date for the bids, a bid shall
not be received after that time.
(5) Withdrawal of Bids.
Any bid may be withdrawn at any time
prior to the due date for the bids, but
shall only be by written request for the
withdrawal directed to the Executive
Director. The request for the withdrawal
of a bid shall only be filed by the
bidder or his/her authorized designee.
The request for the withdrawal must be
received by the Executive Director prior
to .the due date for the bids. The
withdrawal of a bid does not prejudice
the right of the bidder to file a new bid
prior to the due date for the bids.
17
a
(6) Bid Security.
The Executive Director may require a bid
security equivalent to ten percent (10%)
of the bid price to assure that the
bidder will, upon acceptance of the bid,
execute such contractual documents as may
be required within the time specified.
The bid security may be in the form of a
bid bond, cash, cashier's check or
certified check. Any bid bond provided
as a bid security shall be from a surety
approved by the General Counsel of the
Authority. The Authority shall retain
the bid security of the successful bidder
until the contract is signed.
d. Informal Bids.
(1) Application.
Public works and improvements, where the
cost is estimated to be between
$25,001.00 and $75,000.99 in the
aggregate, shall be procured by informal
competitive bid.
(2) Notice.
A notice describing the public works and
improvements to be procured, where to
obtain more information, and the time and
place for submitting bids, shall be:
(a) Published in a newspaper of general
circulation, not less than 10 days
before the due date for the bids.
(3)
(b) Mailed to contractors or suppliers
whose names are on the qualified
bidders list, not less than 10 days
before the due date for the bids.
(c) Sent to others as necessary or
desired.
Sealed Bids.
All bids shall be under sealed cover,
unless the Executive Director or his/her
designee shall provide otherwise in the
applicable plans and/or specifications.
18
(4) Receipt of Bids.
Whether or not bids are opened exactly on
the due date for the bids, a bid shall
not be received after that time.
(5) Withdrawal of Bids.
Any bid may be withdrawn at any time
prior to the due date for the bids, but
shall only be by written request for the
withdrawal directed to the Executive
Director. The request for the withdrawal
of a bid shall only be filed by the
bidder or his/her authorized designee.
The request for the withdrawal must be
received by the Executive Director prior
to the due date for the bids. The
withdrawal of a bid does not prejudice
the right of the bidder to file a new bid
prior to the due date for the bids.
(6) Bid Security.
The Executive Director may require a bid
security equivalent to ten percent (1O%)
of the bid price to assure that the
bidder will, upon acceptance of the bid,
execute such contractual documents as may
be required within the time specified.
The bid security may be in the form of a
bid bond, cash, cashier's check or
certified check. Any bid bond provided
as a bid security shall be from a surety
approved by the General Counsel of the
Authority. The Authority shall retain
the bid security of the successful bidder
until the contract is signed.
2. Selection Procedure.
a. Formal Bids.
(1) Opening of Bids.
On the due date for the bids, the
Executive Director or his/her designee
shall open the bids.
4
4
(2) Award to Lowest Responsible Bidder.
(3)
The contract shall be awarded to the
lowest responsible bidder.
Award to Next Lowest Responsible Bidder.
On the refusal or failure of the
successful bidder to execute the
contract, the contract may be awarded to
the next lowest responsible bidder.
(4) Identical Bids.
If two bids are the same and the lowest,
the Governing Body of the Authority may
accept the one it chooses.
(5) Absence of Bids.
If no bids are received, the Executive
Director may:
(a) Abandon the procurement action;
(b) Re-solicit according to competitive
procurement procedures; or
(c) Re-solicit according to
noncompetitive procurement
procedures.
(6) Rejection of All Bids.
The Governing Body of the Authority shall
have the right to reject all bids
presented for any reason. The Governing
Body need not state the reason for
rejection. After rejection of all bids,
and recalculation of the contract
cost/price analysis, the Governing Body
may direct the Executive Director to:
(a) Abandon the procurement action;
(b) Re-solicit according to competitive
procurement procedures; or
(c) Re-solicit according to
noncompetitive procurement
procedures.
20
(7) Relief of Bidders.
A bidder shall not be relieved of a bid
unless by consent of the Governing Body
of the Authority. No change shall be
made in a bid because of mistake unless
by consent of the Governing Body of the
Authority. A bidder shall make a written
request for relief from a bid or change
in a bid no later than 5 days after the
opening of the bids.
(8) Performance Security.
The Executive Director may require a
performance bond for no more than one
hundred percent (100%) of the contract
price to secure fulfillment of all
contractor/supplier obligations under the
contract. The performance bond shall be
from a surety approved by the General
Counsel of the Authority. The Authority
shall retain the performance bond until
six months after the public works and
improvements are completed. Refusal or
failure to furnish any required bond
shall constitute failure to execute the
contract.
(9)
Payment Security..
The Executive Director shall require a
payment bond for no more than one hundred
percent (100%) of the contract price to
assure payment of all persons supplying
labor and material in the execution of
the work provided, for in the contract.
The payment bond shall be from a surety
approved by the General Counsel of the
Authority. The Authority shall retain
the payment bond until six months after
the public works and improvements are
completed. Refusal or failure to furnish
any required bond shall constitute
failure to execute the contract.
b. Informal Bids.
(1) Opening of Bids.
On the due date for the bids, the
Executive Director or his/her designee
shall open the bids.
(2) Award to Lowest Responsible Bidder.
The contract shall be awarded to the
lowest responsible bidder.
(3) Award to Next Lowest Responsible Bidder.
On the refusal or failure of the
successful bidder to execute the
contract, the contract may be awarded to
the next lowest responsible bidder.
(4) Identical Bids.
(5)
If two bids are the same and the lowest,
the Executive Director may accept the one
he/she chooses.
Absence of Bids.
If no bids are received, the Executive
Director may:
(a) Abandon the procurement action;
(b) Re-solicit according to competitive
procurement procedures; or
(c) Re-solicit according to
noncompetitive procurement
procedures.
(6) Rejection of All Bids.
The Executive Director shall have the
right to reject all bids presented for
any reason. The Executive Director need
not state the reason for rejection.
After rejection of all bids, and
recalculation of the contract cost/price
analysis, the Executive Director may:
(a) Abandon the procurement action;
22
(b) Re-solicit according to competitive
procurement procedures; or
(c) Re-solicit according to
noncompetitive procurement
procedures.
(7) Relief of Bidders.
A bidder shall not be relieved of a bid
unless by consent of the Governing Body
of the Authority. No change shall be
made in a bid because of mistake unless
by consent of the Governing Body of the
Authority. A bidder shall make a written
request for relief from a bid or change
in a bid no later than 5 days after the
opening of the bids.
(8) Performance Security.
(9)
The Executive Director may require a
performance bond for no more than one
hundred percent (100%) of the contract
price to secure fulfillment of all
contractor/supplier obligations under the
contract. The performance bond shall be
from a surety approved by the General
Counsel of the Authority. The Authority
shall retain the performance bond until
six months after the public works and
improvements are completed. Refusal or
failure to furnish any required bond
shall constitute failure to execute the
contract.
Payment Security.
The Executive Director shall require a
payment bond for no more than one hundred
percent (100%) of the contract price to
assure payment of all persons supplying
labor and material in the execution of
the work provided for in the contract.
The payment bond shall be from a surety
approved by the General Counsel of the
Authority. The Authority shall retain
the payment bond until six months after
the public works and improvements are
completed. Refusal or failure to furnish
any required bond shall constitute
failure to execute the contract.
23
D. Routine Procurement.
Public works and improvements, where the cost is
estimated to be $25,000.99 or less in the aggregate,
shall be procured by routine procurement procedures in
Section VII, below.
E. Emergency Procurement.
Public works and improvements, where the Executive
Director has determined that a public emergency exists
and standard procurement is infeasible due to immediate
threat of injury to persons or property, may be procured
by emergency procurement procedures in Section VIII,
below.
F. Noncompetitive Procurement.
Public works and improvements, where the cost is
estimated to be $25,001.00 or more in the aggregate, and
competitive procurement is infeasible due to certain
limited conditions, may be procured by noncompetitive
procurement procedures in Section IX, below.
24
NONPROFESSIONAL SERVICES
25
4
IV. PROCUREMENT OF NONPROFESSIONAL SERVICES.
A. General.
1. "Nonprofessional services" are defined as services
not involving specialized knowledge or personal
skill, but do not include services which are
incidental to procurement of materials, supplies,
equipment or other personal property; or public
works and improvements.
2. Nonprofessional services shall be procured by
competitive bid procurement, routine procurement,
noncompetitive procurement or emergency
procurement.
B. Methods of Procurement.
1. Competitive Bid Procurement.
Procurements where the cost is estimated to be
$75,001.00 or more - Formal Bid.
Procurements where the cost is estimated to be
between $25,001.00 and $75,000.99 - Informal Bid.
2. Routine Procurement.
Procurements where the cost is estimated to be
$25,000.99 or less - Routine Procurement.
3. Emergency Procurement.
Procurements where the Executive Director has
determined that a public emergency exists and
standard procurement is infeasible due to immediate
threat of injury to persons or property - Emergency
Procurement.
4. Noncompetitive Procurement.
Procurements where the cost is estimated to be
$25,001.00 or more and competitive procurement is
infeasible due to certain limited conditions -
Noncompetitive Procurement.
26
C. Competitive Bid Procurement.
1. Solicitation Procedure.
a. List of Qualified Bidders.
(1) The Executive Director or his/her
.designee shall, at the beginning of each
fiscal year, prepare a list of qualified
bidders.
(2) The Executive Director or his/her
designee shall send an annual notice to
appropriate newspapers, trade journals
and trade organizations inviting
contractors and suppliers to submit their
names to be included in the list of
qualified bidders. The Authority will
not preclude potential bidders from
qualifying for the list during a
solicitation period.
b. Development of Specifications.
(1) The Executive Director or his/her
•designee shall prepare specifications for
the nonprofessional services to be
procured, the cost of which is estimated
to be $25,001.00 or more in the
aggregate.
(2) Specifications shall describe the
technical requirements for the
nonprofessional services to be procured,
and shall identify other requirements
that the bidder must fulfill.
(3)
Specifications shall require that bidders
disclose in bids the name, the location
of the place of business, and the amount
of work to be performed, for each
subcontractor or subsupplier which will
provide nonprofessional services in an
amount in excess of one-half of 1 percent
of the total bid.
(4) Specifications shall identify the
required format for bids.
(5) Specifications shall identify the due
date for the bids, and the place where
they are to be submitted.
27
(6) Specifications shall identify the factors
to be used in evaluating bids and their
relative importance.
(7) Specifications shall be set forth on the
Authority's standard forms.
(8) The Governing Body of the Authority shall
approve all specifications for the
nonprofessional services to be procured,
the cost of which is estimated to be
$75,001.00 or more in the aggregate.
The Executive Director or his/her
designee shall approve all specifications
for the nonprofessional services to be
procured, the cost of which is estimated
to be between $25,001.00 and $75,000.99
in the aggregate.
(9)
(10) The Executive Director or his/her
designee shall review and approve the
commercial aspects of all specifications.
(11) The General Counsel of the Authority or
his/her designee shall review and approve
the legal and insurance aspects of all
specifications.
c. Formal Bids.
(1) Application.
Nonprofessional services, where the cost
is estimated to be $75,001.00 or more in
the aggregate, or where a firm fixed
price contract will have an indefinite
quantity, shall be procured by formal
competitive bid.
(2) Notice.
A notice describing the nonprofessional
services to be procured, where to obtain
more information, and the time and place
for submitting bids, shall be:
(a) Published in a newspaper of general
circulation, not less than 15 days
before the due date for the bids;
28
(b) Mailed to trade journals, if
applicable, not less than 15 days
before the due date for the bids;
(c) Mailed to 'contractors/suppliers
whose names are on the qualified
bidders list, not less than 15 days
before the due date for the bids;
and
(d) Sent to others as necessary or
desired.
(3) Sealed Bids.
All bids shall be under sealed cover,
unless the Executive Director or his/her
designee shall provide otherwise in the
specifications.
(4) Receipt of Bids.
(5)
Whether or not bids are opened exactly on
the due date for the bids, a bid shall
not be received after that time.
Withdrawal of Bids.
Any bid may be withdrawn at any time
prior to the due date for the bids, but
shall only be by written request for the
withdrawal directed to the Executive
Director. The request for the withdrawal
of a bid shall only be filed by the
bidder or his/her authorized designee.
The request for the withdrawal must be
received by the Executive Director prior
to the due date for the bids. The
withdrawal of a bid does not prejudice
the right of the bidder to file a new bid
prior to the due date for the bids.
d. Informal Bids.
(1) Application.
Nonprofessional services, where the cost
is estimated to be between $25,001.00 and
$75,000.99 in the aggregate, shall be
procured by informal competitive bid.
29
4
4
(2) Notice.
A notice describing the nonprofessional
services to be procured, where to obtain
more information, and the time and place
for submitting bids, shall be:
(a) Published in a newspaper of general
circulation, not less than 10 days
before the due date for the bids.
(b) Mailed to contractors or suppliers
whose names are on the qualified
bidders list, not less than 10 days
before the due date for the bids.
(c) Sent to others as necessary or
desired.
(3) Sealed Bids.
All bids shall be under sealed cover,
unless the Executive Director or his/her
designee shall provide otherwise in the
specifications.
(4) Receipt of Bids.
(5)
Whether or not bids are opened exactly on
the due date for the bids, a bid shall
not be received after that time.
Withdrawal of Bids.
Any bid may be withdrawn at any time
prior to the due date for the bids, but
shall only be by written request for the
withdrawal directed to the Executive
Director. The request for the withdrawal
of a bid shall only be filed by the
bidder or his/her authorized designee.
The request for the withdrawal must be
received by the Executive Director prior
to the due date for the bids. The
withdrawal of a bid does not prejudice
the right of the bidder to file a new bid
prior to the due date for the bids.
30
2. Selection Procedure.
a. Formal Bids.
(1) Opening of Bids.
On the due date for the bids, the
Executive Director or his/her designee
shall open the bids.
(2) Award to Lowest Responsible Bidder.
The contract shall be awarded to the
lowest responsible bidder.
(3) Award to Next Lowest Responsible Bidder.
On the refusal or failure of the
successful bidder to execute the
contract, the contract may be awarded to
the next lowest responsible bidder.
(4) Identical Bids..
(5)
If two bids are the same and the lowest,
the Governing Body of the Authority may
accept the one it chooses.
Absence of Bids.
If no bids are received, the Executive
Director may:
(a) Abandon the procurement action;
(b) Re-solicit according to competitive
procurement procedures; or
(c) Re-solicit according to
noncompetitive procurement
procedures.
(6) Rejection of All Bids.
The Governing Body of the Authority shall
have the right to reject all bids
presented for any reason. The Governing
Body need not state the reason for
rejection. After rejection of all bids,
and recalculation of the contract
cost/price analysis, the Governing Body
may direct the Executive Director to:
31
•
•
(a) Abandon the procurement action;
(b) Re-solicit according to competitive
procurement procedures; or
(c) Re-solicit according to
noncompetitive procurement
procedures.
(7) Relief of Bidders.
A bidder shall not be relieved of a bid
unless by consent of the Governing Body
of the Authority. No change shall be
made in a bid because of mistake unless
by consent of the Governing Body of the
Authority. A bidder shall make a written
request for .relief from a bid or change
in a bid no later than 5 days after the
opening of the bids.
b. Informal Bids.
(1) Opening of Bids.
On the due date for the bids, the
Executive Director or his/her designee
shall open the bids.
(2) Award to Lowest Responsible Bidder.
The contract shall be awarded to the
lowest responsible bidder.
(3) Award to Next Lowest Responsible Bidder.
On the refusal or failure of the
successful bidder to execute the
contract, the contract may be awarded to
the next lowest responsible bidder.
(4) Identical Bids.
(5)
If two bids are the same and the lowest,
the Executive Director may accept the one
he/she chooses.
Absence of Bids.
If no bids are received, the Executive
Director may:
32
(a) Abandon the procurement action;
(b) Re-solicit according to competitive
procurement procedures; or
(c) Re-solicit according to
noncompetitive procurement
procedures.
(6) Rejection of All Bids.
The Executive Director shall have the
right to reject all bids presented for
any reason. The Executive Director need
not state the reason for rejection.
After rejection of all bids, and
recalculation of the contract cost/price
analysis, the Executive Director may:
(a) Abandon the procurement action;
(b) Re-solicit according to competitive
procurement procedures; or
(c) Re-solicit according to
noncompetitive procurement
procedures.
(7) Relief of Bidders.
A bidder shall not be relieved of a bid
unless by consent of the Governing Body
of the Authority. No change shall be
made in a bid because of mistake unless
by consent of the Governing Body of the
Authority. A bidder shall make a written
request for relief from a bid or change
in a bid no later than 5 days after the
opening of the bids.
D. Routine Procurement.
Nonprofessional services, where the cost is estimated to
be $25,000.99 or less in the aggregate, shall be procured
by routine procurement procedures in Section VII, below.
33
a
a
E. Emergency Procurement.
Nonprofessional services, where the Executive Director
has determined that a public emergency exists and
standard procurement is infeasible due to immediate
threat of injury to persons or property, may be procured
by emergency procurement procedures in Section VIII,
below.
F. Noncompetitive Procurement.
Nonprofessional services, where the cost is estimated to
be $25,001.00 or more in the aggregate, and competitive
procurement is infeasible due to certain limited
conditions, may be procured by noncompetitive procurement
procedures in Section IX, below.
34
GE PROFESSIONAL SERVICES
35
V. PROCUREMENT OF GENERAL PROFESSIONAL SERVICES.
A. General.
1. "General professional services" are defined as
services involving specialized knowledge or
personal skill which are performed by attorneys,
accountants, specialized consultants, etc.
Architectural and engineering professional services
are not included (See Section VI, below). Services
which are incidental to procurement of materials,
supplies, equipment or other personal property; or
public works and improvements are also not
included.
2. General professional services shall be procured by
competitive proposal procurement, routine
procurement, noncompetitive procurement or
emergency procurement.
3. "Competitive proposal procurement" is defined as
procurement of general professional services
whereby proposers are selected on the basis of who
is most advantageous to the Authority, taking all
relevant selection factors into consideration.
B. Methods of Procurement.
1. Competitive Proposal Procurement.
Procurements of general professional services where
the cost is estimated to be $75,001.00 or more -
Formal Proposal.
Procurements of general professional services where
the cost is estimated to be between $25,001.00 and
$75,000.99 -
Informal Proposal.
2. Routine Procurement.
Procurements of general professional services where
the cost is estimated to be $25,000.99 or less -
Routine Procurement.
3. Emergency Procurement.
Procurements where the Executive Director has
determined that a public emergency exists and
standard procurement is infeasible due to immediate
threat of injury to persons or property -
Emergency Procurement.
36
4. Noncompetitive Procurement.
Procurements where the cost is estimated to be
$25,001.00 or more and competitive procurement is
infeasible due to certain limited conditions -
Noncompetitive Procurement.
C. Competitive Proposal Procurement.-
1. Solicitation Procedure.
a. List of Qualified Sources.
(1) The Executive Director or his/her
designee shall, at the beginning of each
fiscal year, prepare a list of qualified
sources.
(2) The Executive Director or his/her
designee shall send an annual notice to
appropriate newspapers, trade journals
and trade organizations inviting
contractors and suppliers to submit their
names to be included in the list of
qualified sources. The Authority will
not preclude potential sources from
qualifying for the list during a
solicitation period.
b. Development of Requests for Proposals.
(1) The Executive Director or his/her
designee shall prepare requests for
proposals ("RFPs") for general
professional services, the cost of which
is estimated to be $25,001.00 or more in
the aggregate.
(2) RFPs shall describe the general
professional services to be procured, and
shall identify other requirements that
the proposer must fulfill.
(3)
RFPs shall require that proposers
disclose in proposals the name, the
location of the place of business, and
the amount of work to be performed, for
each subcontractor or subsupplier which
will provide general professional
services in an amount in excess of
one-half of 1 percent of the total
procurement.
37
a
(4) RFPs shall identify the required format
for proposals.
(5) RFPs shall identify the selection factors
to be used in evaluating proposals and
their relative importance. Selection
factors may include, but are not limited
to, cost/price, proposer integrity,
compliance with public policy, record of
past performance, education, specific
expertise in needed areas, accessibility,
references, and financial and technical
resources. Contract cost/price shall be
a selection factor of substantial
importance.
(6) RFPs shall identify the methods which
will be used in evaluating proposals.
(7) RFPs shall identify the standards which
will be used in evaluating proposals.
(8)
RFPs shall identify the due date for the
proposals, and the place where they are
to be submitted.
(9) The Governing Body of the Authority shall
approve all RFPs, the cost of which is
estimated to be $75,001.00 or more in the
aggregate.
(10) The Executive Director or his/her
designee shall approve all RFPs, the cost
of which is estimated to be between
$25,001.00 and $75,000.99 in the
aggregate.
(11) The Executive Director or his/her
designee shall review and approve the
commercial aspects of all RFPs.
(12) The General Counsel of the Authority or
his/her designee shall review and approve
the legal and insurance aspects of all
RFPs.
38
c. Formal Proposals.
(1) Application.
General professional services, where the
cost is estimated to be $75,001.00 or
more in the aggregate, or where a firm
fixed price contract will have an
indefinite quantity, shall be procured by
formal proposals.
(2) Notice.
(3)
A notice describing the general
professional services to be procured,
where to obtain more information, and the
time and place for submitting proposals,
shall be:
(a) Published in a newspaper of general
circulation, not less than 15 days
before the due date for the
proposals;
(b) Mailed to trade journals, if
applicable, not less than 15 days
before the due date for the
proposals;
(c) Mailed to contractors and suppliers
whose names are on the qualified
sources list, not less than 15 days
before the due date for the
proposals; and
(d) Sent to others as necessary or
desired.
Receipt of Proposals.
A proposal shall not be received after
the due date for the proposals.
4
(4) Withdrawal of Proposals.
Any proposal may be withdrawn at any time
prior to the due date for the proposals,
but shall only be by written request for
the withdrawal directed to the Executive
Director. The request for the withdrawal
for a proposal shall only be filed by the
proposer or his/her authorized designee.
The request for the withdrawal must be
received by the Executive Director prior
to the due date for the proposals. The
withdrawal of a proposal does not
prejudice the right of the proposer to
file a new proposal prior to the due date
for the proposals.
d. Informal Proposals.
(1) Application.
General professional services, where the
cost is estimated to be between
$25,001.00 and $75,000.99 in the
aggregate, shall be procured by informal
proposals.
(2) Notice.
A notice describing the general
professional services to be procured,
where to obtain more information, and the
time and place for submitting proposals,
shall be:
(a) Published in a newspaper of general
circulation, not less than 10 days
before the due date for the
proposals;
(b) Mailed to contractors and suppliers
whose names are on the qualified
sources list, not less than 10 days
before the due date for the
proposals; and
(c) Sent to others as necessary or
desired.
40
(3) Receipt of Proposals.
A proposal shall not be received after
the due date for the proposals.
(4) Withdrawal of Proposals.
Any proposal may be withdrawn at any time
prior to the due date for the proposals,
but shall only be by written request for
the withdrawal directed to the Executive
Director. The request for the withdrawal
of a proposal shall only be filed by the
proposer or his/her authorized designee.
The request for the withdrawal must be
received by the Executive Director prior
to the due date for the proposals. The
withdrawal of a proposal does not
prejudice the right of the proposer to
file a new proposal prior to the due date
for the proposals.
2. Selection Procedure.
a. Formal Proposals.
(1) Review and Evaluation of Proposals.
(a) The Executive Director or his/her
designee shall, after the due date
for the proposals, make an initial
review of each proposal submitted to
determine which proposals meet the
format requirements specified in the
RFP.
(b) The Executive Director or his/her
designee shall appoint a Review
Board of at least three qualified
individuals familiar with the
project for which general
professional services are to be
procured. The Review Board should
include such Authority staff and
other qualified individuals who have
knowledge and capabilities of value
in interviewing the proposers.
(c) The Executive Director or his/her
designee shall provide the Review
Board with the proposals which,
based upon the initial review, meet
the format requirements specified in
the RFP.
(d) The Review Board shall evaluate
those proposals which have been
forwarded by the Executive Director
or his/her designee. The evaluation
shall include individual interviews
with each proposer.
(e) The Review Board shall base its
evaluation on the selection factors,
and their relative importance, which
were identified in the RFP.
Selection factors may include, but
are not limited to, cost/price,
proposer integrity, compliance with
public policy, record of past
performance, education, specific
expertise in needed areas,
accessibility, references, and
financial and technical resources.
Contract cost/price shall be a
selection factor of substantial
importance.
After completion of evaluations, the
Review Board shall rank each
proposer in order of preference.
(f)
(2) Award to Most Advantageous Proposer.
The contract shall be awarded to the
responsible proposer who is most
advantageous to the Authority, taking all
relevant selection factors into
consideration. Preference should be
given to the proposer ranked highest by
the Review Board.
(3) Award to Next Most Advantageous Proposer.
On the refusal or failure of the first
successful proposer to execute the
contract, the contract shall be awarded
to the next most advantageous proposer.
Preference should be given to the
proposer ranked next highest by the
Review Board.
(4) Absence of Proposals.
If no proposals are received, the
Executive Director may:
(a) Abandon the procurement action;
(b) Re-solicit according to competitive
procurement procedures; or
(c) Re-solicit according to
noncompetitive procurement
procedures.
Rejection of All Proposals.
The Governing Body of the Authority shall
have the right to reject all proposals
presented for any reason. The Governing
Body need not state the reason for
rejection. After rejection of all
proposals, and recalculation of the
contract cost/price analysis, the
Governing Body may direct the Executive
Director to:
(5)
(a) Abandon the procurement action;
(b) Re-solicit according to competitive
.procurement procedures; or
(c) Re-solicit according to
noncompetitive procurement
procedures.
(e) The Executive Director or his/her
designee (or the Review Board) shall
base its evaluation on the selection
factors, and their relative
importance, which were identified in
the RFP. Selection factors may
include, but are not limited to,
cost/price, proposer integrity,
compliance with public policy,
record of past performance,
education, specific expertise in
needed areas, accessibility,
references, and financial and
technical resources. Contract
cost/price shall be a selection
factor of substantial importance.
(f)
After completion of evaluations, the
Executive Director or his/her
designee (or the Review Board) shall
rank each proposer in order of
preference.
(2) Award to Most Advantageous Proposer.
(3)
The contract shall be awarded to the
responsible proposer who is most
advantageous to the Authority, taking all
relevant selection factors into
consideration. Preference should be
given to the proposer ranked highest by
the Executive Director or his/her
designee (or the Review Board).
Award to Next Most Advantageous Proposer.
On the refusal or failure of the first
successful proposer to execute the
contract, the contract shall be awarded
to the next most advantageous proposer.
Preference should be given to the
proposer ranked next highest by the
Executive Director or his/her designee
(or the Review Board).
(4) Absence of Proposals.
If no proposals are received, the
Executive Director may:
(a) Abandon the procurement action;
45
b. Informal Proposals.
(1) Review and Evaluation of Proposals.
(a) The Executive Director or his/her
designee shall, after the due date
for the proposals, make an initial
review of each proposal submitted to
determine which proposals meet the
format requirements specified in the
RFP.
(b) The Executive Director or his/her
designee may, but is not required
to, appoint a Review Board of at
least three qualified individuals
familiar with the project for which
general professional services are to
be procured. The Review Board
should include such Authority staff
and other qualified individuals who
have knowledge and capabilities of
value in interviewing the proposers.
(c) The Executive Director or his/her
designee shall either:
i) Evaluate the proposals without
the assistance of a Review
Board; or
ii) Provide the Review Board with
the proposals which, based upon
the initial review, meet the
format requirements specified
in the RFP.
(d) The Executive Director or his/her
designee (or the Review Board) shall
evaluate those proposals which meet
the format requirements specified in
the RFP. The evaluation may, but is
not required to, include individual
interviews with each proposer.
4
(b) Re-solicit according to competitive
procurement procedures; or
(c) Re-solicit according to
noncompetitive procurement
procedures.
(5) Rejection of All Proposals.
The Executive Director shall have the
right to reject all proposals presented
for any reason. The Executive Director
need not state the reason for rejection.
After rejection of all proposals, and
recalculation of the contract cost/price
analysis, the Executive Director may:
(a) Abandon the procurement action;
(b) Re-solicit according to competitive
procurement procedures; or
(c) Re-solicit according to
noncompetitive procurement
procedures.
D. Routine Procurement.
General professional services, where the cost is
estimated to be $25,000.99 or less in the aggregate,
shall be procured by routine procurement procedures in
Section VII, below.
E. Emergency Procurement.
General professional services, where the Executive
Director has determined that a public emergency exists
and standard procurement is infeasible due to immediate
threat of injury to persons or property, may be procured
by emergency procurement procedures in Section VIII,
below.
F. Noncompetitive Procurement.
General professional services, where the cost is
estimated to be $25,001.00 or more in the aggregate, and
competitive procurement is infeasible, may be procured by
noncompetitive procurement procedures in Section IX,
below.
46
EC ' , ENG 1 1 G PROFESSIONAL SERVICES
VI. PROCUREMENT OF ARCHITECTURAL AND ENGINEERING
PROFESSIONAL SERVICES.
A. General.
1. "Architectural and engineering professional
services" are defined as services involving
specialized knowledge or personal skill which are
performed by architects, landscape architects,
professional engineers, environmental consultants
and land surveyors. General professional services
are not included (See Section V, above). Services
which are incidental to procurement of materials,
supplies, equipment or other personal property; or
public works and improvements are also not
included.
2. Architectural and engineering professional services
shall be procured by competitive statement of
qualifications procurement, routine procurement,
noncompetitive procurement or emergency
procurement.
3. "Competitive statement of qualifications
procurement" is defined as procurement of
architectural and engineering professional services
whereby competitors' qualifications are evaluated
and the most qualified competitor is selected,
subject to negotiation of fair and reasonable
compensation.
B. Methods of Procurement.
1. Competitive Stmt. of Qualifications Procurement.
Procurements of architectural and engineering
professional services where the cost is estimated
to be $75,001.00 or more -
Formal Statement of Qualifications.
Procurements of architectural and engineering
professional services where the cost is estimated
to be between $25,001.00 and $75,000.99 -
Informal Statement of Qualifications.
2. Routine Procurement.
Procurements of architectural and engineering
professional services where the cost is estimated
to be $25,000.99 or less -
Routine Procurement.
48
3. Emergency Procurement.
Procurements where the Executive Director has
determined that a public emergency exists and
standard procurement is infeasible due to immediate
threat of injury to persons or property -
Emergency Procurement.
4. Noncompetitive Procurement.
Procurements where the cost is estimated to be
$25,001.00 or more and competitive procurement is
infeasible due to certain limited conditions -
Noncompetitive Procurement.
C. Competitive Statement of Qualifications Procurement.
1. Solicitation Procedure.
a. List of Qualified Sources.
(1) The Executive Director or his/her
designee shall, at the beginning of each
fiscal year, prepare a list of qualified
sources.
(2) The Executive Director or his/her
designee shall send an annual notice to
appropriate newspapers, trade journals
and trade organizations inviting
, contractors and suppliers to submit their
names to be included in the list of
qualified sources. The Authority will
not preclude potential sources from
qualifying for the list during a
solicitation period.
b. Development of Requests for Qualifications.
(1) The Executive Director or his/her
designee shall prepare requests for
qualifications ("RFQs") for architectural
and engineering professional services,
the cost of which is estimated to be
$25,001.00 or more in the aggregate.
(2) RFQs shall describe the architectural and
engineering professional services to be
procured, and shall identify other
requirements that the competitor must
fulfill.
49
a
(3) RFQs shall require that competitors
disclose in statements of qualifications
the name, the location of the place of
business, and the amount of work to be
performed, for each subcontractor or
subsupplier which will provide
architectural and engineering
professional services in an amount in
excess of one-half of 1 percent of the
total procurement.
(4) RFQs shall identify the required format
for statements of qualifications.
(5) RFQs shall identify.the selection factors
to be used in evaluating statements of
qualifications and their relative
importance. Selection factors may
include, but are not limited to,
competitor integrity, compliance with
public policy, record of past
performance, education, specific
expertise in needed areas, accessibility,
references, and financial and technical
resources. Contract cost/price shall not
be a selection factor.
(6) RFQs shall identify the methods which
will be used in evaluating statements of
qualifications.
RFQs shall identify the standards which
will be used in evaluating statements of
qualifications.
RFQs shall identify the due date for the
statements of qualifications, and the
place where they are to be submitted.
The Governing Body of the Authority shall
approve all RFQs, the cost of which is
estimated to be $75,001.00 or more in the
aggregate.
(10) The Executive Director or his/her
designee shall approve all RFQs, the cost
of which is estimated to be between
$25,001.00 and $75,000.99 in the
aggregate.
50
(11) The Executive Director or his/her
designee shall review and approve the
commercial aspects of all RFQs.
(12) The General Counsel of the Authority or
his/her designee shall review and approve
the legal and insurance aspects of all
RFQs.
c. Formal Statements of Qualifications.
(1) Application.
Architectural and engineering
professional services, where the cost is
estimated to be $75,001.00 or more in the
aggregate, or where a firm fixed price
contract will have an indefinite
quantity, shall be procured by formal
statements of qualifications.
(2) Notice.
A notice describing the architectural and
engineering professional services to be
procured, the estimated fees, where to
obtain more information, and the time and
place for submitting statements of
qualifications, shall be:
(a) Published in a newspaper of general
circulation, not less than 15 days
before the due date for the
statements of qualifications;
(b) Mailed to trade journals, if
applicable, not less than 15 days
before the due date for the
statements of qualifications;
(c) Mailed to contractors and suppliers
whose names are on the qualified
sources list, not less than 15 days
before the due date for the
statements of qualifications; and
(d) Sent to others as necessary or
desired.
(3) Receipt of Statements of Qualifications.
A statement of qualifications shall not
be received after the due date for the
statements of qualifications.
(4) Withdrawal of Statements of
Qualifications.
Any statement of qualifications may be
withdrawn at any time prior to the due
date for the statements of
qualifications, but shall only be by
written request for the withdrawal
directed to the Executive Director. The
request for the withdrawal of a statement
of qualifications shall only be filed by
the competitor or his/her authorized
designee. The request for the withdrawal
must be received by the Executive
Director prior to the due date for the
statements of qualifications. The
withdrawal of a statement of
qualifications does not prejudice the
right of the competitor to file a new
statement of qualifications prior to the
due date for the statements of
qualifications.
d. Informal Statements of Qualifications
(1) Application.
Architectural and engineering
professional services, where the cost is
estimated to be between $25,001.00 and
$75,000.99 in the aggregate, shall be
procured by informal statements of
qualifications.
(2) Notice.
A notice describing the architectural and
engineering professional services to be
procured, where to obtain more
information, and the time and place for
submitting statements of qualifications,
shall be:
52
(a) Published in a newspaper of general
circulation, not less than 10 days
before the due date for the
statements of qualifications;
(b) Mailed to contractors and suppliers
whose names are on the qualified
sources list, not less than 10 days
before the due date for the
statements of qualifications; and
(c) Sent to others as necessary or
desired.
(3) Receipt of Statements of Qualifications.
A statement of qualifications shall not
be received after the due date for the
statements of qualifications.
(4) Withdrawal of
Qualifications.
Statements of
Any statement of qualifications may be
withdrawn at any time prior to the due
date for the statements of
qualifications, but shall only be by
written request for the withdrawal
directed to the Executive Director. The
request for the withdrawal of a statement
of qualifications shall only be filed by
the competitor or his/her authorized
designee. The request for the withdrawal
must be received by the Executive
Director prior to the due date for the
statements of qualifications. The
withdrawal of a statement of
qualifications does not prejudice the
right of the competitor to file a new
statement of qualifications prior to the
due date for the statements of
qualifications.
53
•
•
2. Selection Procedure.
a. Formal Statements of Qualifications.
(1) Review and Evaluation of Statements of
Qualifications.
(a) The Executive Director or his/her
designee shall, after the due date
for the statements of
qualifications, make an initial
review of each statement of
qualifications submitted to
determine which statements of
qualifications meet the format
requirements specified in the RFQ.
(b) The Executive Director or his/her
designee shall appoint a Review
Board of at least three qualified
individuals familiar with the
project for which architectural and
engineering professional services
are to be procured. The Review
Board should include such Authority
staff and other qualified
individuals who have knowledge and
capabilities of value in
interviewing the competitors.
(c) The Executive Director or his/her
designee shall provide the Review
Board with the statements of
qualifications which, based upon the
initial review, meet the format
requirements specified in the RFQ.
(d) The Review Board shall evaluate
those statements of qualifications
which have been forwarded by the
Executive Director or his/her
designee. The evaluation shall
include individual interviews with
each competitor.
54
(e) The Review Board shall base its
evaluation on the selection factors,
and their relative importance, which
were identified in the RFQ.
Selection factors may include, but
are not limited to, competitor
integrity, compliance with public
policy, record of past performance,
education, specific expertise in
needed areas, accessibility,
references, and financial and
technical resources. Contract
cost/price shall not be a selection
factor.
(f)
After completion of evaluations, the
Review Board shall rank each
competitor in order of preference.
The highest ranked competitor shall
be the most qualified competitor.
(2) Negotiation with Most Qualified
Competitor.
The Executive Director and the most
qualified competitor shall meet and
negotiate final determination of the
services to be furnished, the type of fee
arrangement, and the actual amount of
fee. The Executive Director shall, upon
the completion of negotiation, recommend
the most qualified competitor to the
Governing Body of the Authority.
Negotiation with Next Most Qualified
Competitor.
In the event that an agreement cannot be
reached with the most qualified
competitor, negotiations shall be
terminated and the next most qualified
competitor called to negotiate.
(4) Award to Most Qualified Competitor.
The contract shall be awarded to the
responsible competitor which is most
qualified and which has negotiated a fair
and reasonable compensation.
(3)
55
(5) Award to Next Most Qualified Competitor.
On the refusal or failure of the
successful competitor to execute the
contract, the contract shall be awarded
to the responsible competitor which is
next most qualified and which has
negotiated a fair and reasonable
compensation.
(6) Absence of Statements of Qualifications.
(7)
If no statements of qualifications are
received, the Executive Director may:
(a) Abandon the procurement action;
(b) Re-solicit according to competitive
procurement procedures; or
(c) Re-solicit according to
noncompetitive procurement
procedures.
Rejection of
Qualifications.
All Statements
of
The Governing Body of the Authority shall
have the right to reject all statements
of qualifications presented for any
reason. The Governing Body need not
state the reason for rejection. After
rejection of all statements of
qualifications, and recalculation of the
contract cost/price analysis, the
Governing Body may direct the Executive
Director to:
(a) Abandon the procurement action;
(b) Re-solicit according to competitive
procurement procedures; or
(c) Re-solicit according to
noncompetitive procurement
procedures.
b. Informal Statements of Qualifications.
(1) Review and Evaluation of Statements of
Qualifications.
(a) The Executive Director or his/her
designee shall, after the due date
for t h e statements of
qualifications, make an initial
review of each statement of
qualifications submitted to
determine which statements of
qualifications meet the format
requirements specified in the RFQ.
(b) The Executive Director or his/her
designee may, but is not required
to, appoint a Review Board of at
least three qualified individuals
familiar with the project for which
architectural and engineering
professional services are to be
procured. The Review Board should
include such Authority staff and
other qualified individuals who have
knowledge and capabilities of value
in interviewing the competitors.
(c) The Executive Director or his/her
designee shall either:
i) Evaluate the statements of
qualifications without the
assistance of a Review Board;
or
ii) Provide the Review Board with
t h e statements of
qualifications which, based
upon the initial review, meet
the format requirements
specified in the RFQ.
(d) The Executive Director or his/her
designee (or the Review Board) shall
evaluate those statements of
qualifications which meet the format
requirements specified in the RFQ.
The evaluation may, but, is not
required to, include individual
interviews with each competitor.
57
(e) The Executive Director or his/her
designee (or the Review Board) shall
base his/her/its evaluation on the
selection factors, and their
relative importance, which were
identified in the RFQ. Selection
factors may include, but are not
limited to, competitor integrity,
compliance with public policy,
record of past performance,
education, specific expertise in
needed areas, accessibility,
references, and financial and
technical resources. Contract
cost/price shall not be a selection
factor.
(f)
After completion of evaluations, the
Executive Director or his/her
designee (or the Review Board) shall
rank each competitor in order of
preference. The highest ranked
competitor shall be the most
qualified competitor.
(2) Negotiation with Most Qualified
Competitor.
The Executive Director and the most
qualified competitor shall meet and
negotiate final determination of the
services to be furnished, the type of fee
arrangement, and the actual amount of
fee. The Executive Director shall, upon
the completion of negotiation, award the
contract to the most qualified
competitor.
(3)
Negotiation with Next Most Qualified
Competitor.
In the event that an agreement cannot be
reached with the most qualified
competitor, negotiations shall be
terminated and the next most qualified
competitor called to negotiate.
58
(4) Award to Most Qualified Competitor.
The contract shall be awarded to the
responsible competitor which is most
qualified and which has negotiated a fair
and reasonable compensation.
(5) Award to Next Most Qualified Competitor.
On the refusal or failure of the
successful competitor to execute the
contract, the contract shall be awarded
to the responsible competitor which is
next most qualified and which has
negotiated a fair and reasonable
compensation.
(6) Absence of Statements of Qualifications.
If no statements of qualifications are
received, the Executive Director may:
(a) Abandon the procurement action;
(b) Re-solicit according to competitive
procurement procedures; or
(c) Re-solicit according to
noncompetitive procurement
procedures.
(7) Rejection of All Statements of
Qualifications.
The Executive Director shall have the
right to reject all statements of
qualifications presented for any reason.
The Executive Director need not state the
reason for rejection. After rejection of
all statements of qualifications, and
recalculation of the contract cost/price
analysis, the Executive Director may:
(a) Abandon the procurement action;
(b) Re-solicit according to competitive
procurement procedures; or
(c) Re-solicit according to
noncompetitive procurement
procedures.
59
D. Routine Procurement.
Architectural and engineering professional services,
where the cost is estimated to be $25,000.99 or less in
the aggregate, shall be procured by routine procurement
procedures in Section VII, below.
E. Emergency Procurement.
Architectural and engineering professional services,
where the Executive Director has determined that a public
emergency exists and standard procurement is infeasible
due to immediate threat of injury to persons or property,
may be procured by emergency procurement procedures in
Section VIII, below.
F. Noncompetitive Procurement.
Architectural and engineering professional services,
where the cost is estimated to be $25,001.00 or more in
the aggregate, and competitive procurement is infeasible,
may be procured by noncompetitive procurement procedures
in Section IX, below.
60
ROUT 1 PROC
61
VII. ROUTINE PROCUREMENT.
A. Application.
The Executive Director or his/her designee shall procure
(a) materials, supplies, equipment or other personal
property; (b) public works and improvements; (c)
nonprofessional services; (d) general professional
services; or (e) architectural and engineering
professional services by routine procurement procedures
where the cost is estimated to be $25,000.99 or less in
the aggregate.
B. Solicitation Procedure.
1. The Executive Director or his/her designee shall
solicit quotations from at least three
contractors/suppliers.
2. Solicitations may be verbal or written.
3. All solicitations and responses to solicitations,
whether verbal or written, shall be documented in
writing (including date, contractor/supplier name,
and amount of offer).
4. Routine procurement may be by purchase order or
negotiated contract.
C. Selection Procedure.
When utilizing routine procurement procedures, the
Executive Director or his/her designee shall select
contractors/suppliers which best meet the needs of the
Authority under the circumstances.
62
E L RGENCY PROC
63
VIII.EMERGENCY PROCUREMENT.
A. Application.
The Executive Director or his/her designee may procure
(a) materials, supplies, equipment or other personal
property; (b) public works and improvements; (c)
nonprofessional services; (d) general professional
services; or (e) architectural and engineering
professional services by emergency procurement procedures
where the Executive Director has determined that a public
emergency exists and standard procurement procedures are
infeasible due to immediate threat of injury to persons
or property.
B. Solicitation Procedure.
1. The Executive Director shall determine that a
public emergency exists and make a written
statement thereof briefly describing the
circumstances causing such emergency and the
anticipated duration of the emergency.
2. A public emergency shall include: fire, flood,
earthquake, tornado, landslide, explosion, riot,
war, and other such acts or omissions which may
tend to cause an immediate threat of injury to
persons or property.
3. The Executive Director or his/her designee may
solicit any available contractors/suppliers.
4. Solicitations may be verbal or written.
5. All solicitations and responses to solicitations,
whether verbal or written, shall be documented in
writing (including date, contractor/supplier name,
and amount of offer).
6. The Executive Director shall, at the first regular
meeting of the Authority following his/her
statement of public emergency, provide a written
report detailing the nature of the emergency, the
infeasibility of standard procurement procedures
under the circumstances, the items procured, the
cost of those items, and the means by which those
items, were procured.
64
7. The Executive Director may not utilize emergency
procurement procedures longer than thirty (30) days
after his/her statement of public emergency without
formal authorization from the Governing Body of the
Authority.
8. Emergency procurement may be by purchase order or
negotiated contract.
C. Selection Procedure.
When utilizing emergency procurement procedures, the
Executive Director or his/her designee shall select
contractors/suppliers which best meet the needs of the
Authority under the circumstances.
65
NONCO i. "'ETIT PROC
66
IX. NONCOMPETITIVE PROC$ ENT.
A. Application.
The Executive Director or his/her designee may procure
(a) materials, supplies, equipment or other personal
property; (b) public works and improvements; (c)
nonprofessional services; (d) general professional
services; or (e) architectural and engineering
professional services by noncompetitive procurement
procedures where the cost is estimated to be $25,001.00
or more in the aggregate and where one or more of the
following circumstances applies:
1. The materials, supplies, equipment or other
personal property; public works and improvements;
nonprofessional services; general professional
services; or architectural and engineering
professional services to be procured are only
available from a sole source;
2. After competitive solicitation procedures have been
followed, the Executive Director or his/her
designee determines that competition is inadequate
or absent;
3. Either before or after competitive solicitation
procedures have been followed, the Executive
Director or his/her designee determines that the
public works and improvements; nonprofessional
services; general professional services; or
architectural and engineering professional services
can be performed more economically by the
Authority, or its officers, employees and agents,
without outside contract.
4. After competitive solicitation procedures have been
followed, the Executive Director or his/her
designee determines that the materials, supplies,
equipment or other personal property may be
procured for a lower price in the open market.
5. The Department of Defense, Office of Economic
Adjustment ("OEA") authorizes noncompetitive
procurement.
67
B. Solicitation Procedure.
1. Prior to soliciting any contractors/suppliers, the
Executive Director or his/her designee shall:
a. Provide the Governing Body of the Authority
with a written report detailing the facts
which satisfy Paragraph A, above, and justify
the need to utilize noncompetitive procurement
procedures; and
b. Obtain formal authorization from the Governing
Body of the Authority to utilize
noncompetitive procurement procedures.
2. The Executive Director or his/her designee may,
once authorized by the Governing Body of the
Authority, solicit any available
contractors/suppliers. In the case of sole source
procurements, however, the Executive Director or
his/her designee may only solicit that source.
3. Solicitations may be verbal or written.
4. All solicitations and responses to solicitations,
whether verbal or written, shall be documented in
writing (including date, contractor/supplier name,
and amount of offer).
5. Noncompetitive procurement may be by purchase order
or negotiated contract.
C. Selection Procedure.
When utilizing noncompetitive procurement procedures, the
Executive Director or his/her designee shall select
contractors/suppliers which best meet the needs of the
Authority under the circumstances.
68
SELECTION FACTORS
69
• 4
X. UNIFORM SELECTION FACTORS.
A. In addition to the specific provisions in Sections II
through IX above, the Executive Director or his/her
designee shall generally select responsible
contractors/suppliers possessing the ability to perform
successfully under the terms and conditions of the
proposed procurement.
B. Local and state geographical preferences shall be avoided
except where applicable federal statutes expressly
mandate or encourage geographical preferences in the
evaluation of bids, proposals or statements of
qualifications.
C. All prospective contractors/suppliers may be required to
submit references.
D. Where applicable, contractors/suppliers and
subcontractors/subsuppliers shall be licensed to practice
within the field for which they are to be retained.
70
CO CT Q 1' I NTS
71
XI. UNIFORM CONTRACT REQUIREMENTS.
A. Contract Cost and Price.
1. The Executive Director or his/her designee shall,
before the receipt of bids, proposals, statements
of qualifications, or other solicitation responses,
perform a cost or price analysis for each
procurement action, including contract
modifications, but excluding emergency procurement
actions, in order to determine the reasonableness
of the proposed contract price.
Cost analysis shall be performed when (a) the
contractor/supplier is required to submit the
elements of its estimated cost (i.e., architectural
and engineering professional services), (b)
adequate price competition is lacking, or (c)
procurement is from a sole source, unless an
estimated reasonable price can be established on
the basis of a catalog or market price of a
commercial product or service sold in substantial
quantities to the general public or based on prices
set by law or regulation.
Price analysis shall be performed in all other
instances to determine the reasonableness of the
proposed contract price.
2. Profit shall be negotiated as a separate element of
the price for each contract in which a cost
analysis is performed or there is no price
competition.
3. To establish a fair and reasonable profit,
consideration may be given to the complexity of the
work to be performed, the risk borne by the
contractor/supplier, the contractor/supplier's
investment, the amount of subcontracting, the
quality of its record of past performance, and
industry profit rates in the surrounding
geographical area for similar work.
4. Estimated cost methods of contracting will be
allowable only to the extent that costs incurred or
cost estimates included in negotiated prices are
consistent with federal cost principles (see 32
C.F.R. §33.22 for allowable costs).
5. The cost plus a percentage of cost and percentage
of construction cost methods of contracting shall
not be used.
72
6. Time and material type contracts will only be used
after a determination that no other contract is
suitable and if the contract includes a ceiling
price that the contractor exceeds at its own risk.
B. Contract Provisions.
1. All contracts must be approved as to form by the
General Counsel of the Authority or his/her
,designee.
2. The General Counsel of the'Authority shall prepare
suggested standard contract forms to be used
whenever applicable to ensure that the Authority's
interests are protected. These contracts, as well
as any others that may be required for purposes of
procurement, shall require:
a. Administrative, contractual, or legal remedies
in instances where contractors violate or
breach contract terms, and provide for such
sanctions and penalties as may be appropriate.
b. Termination for cause and for convenience by
the Authority, including the manner by which
termination will be effected and the basis for
settlement.
c.
Mandatory standards and policies relating to
energy efficiency that are contained in the
state energy conservation plan issued in
compliance with the Energy Policy and
Conservation Act (Pub. L. 94-163).
d. Requirements and regulations pertaining to
patent rights with respect to any discovery or
invention that arises or is developed in the
course of or under such contract.
e. Requirements and regulations pertaining to
copyrights and rights in data.
f. Access by the Authority, the federal grantor
agency, the Comptroller General of the United
States, or any of their duly authorized
representatives to any books, documents,
papers, and records of the contractor that are
directly pertinent to that specific contract
for the purpose of making audit, examination,
excerpts, and transcriptions.
73
g. Retention of all required records for three
years after the Authority makes final payments
and all other pending matters are closed.
h. Compliance with the following:
(1) Executive Order 11246 of September 24,
1965 entitled "Equal Employment
Opportunity," as amended by Executive
Order 11375 of October 13, 1967 and as
supplemented by Department of Labor
regulations (41 CFR Part 60).
(2) The Copeland "Anti - Kickback" Act
(18 U.S.C. sec. 874) as supplemented by
Department of Labor regulations (29 CFR
Part 3).
(3) The Davis -Bacon Act (40 U.S.C. secs. 276a
to a -7) as supplemented by Department of
Labor regulations (29 CFR Part 5).
(4) Sections 103 and 107 of the Contract Work
Hours and Safety Standards Act (40 U.S.C.
secs. 327 -330) as supplemented by
Department of Labor regulations (29 CFR
Part 5).
(5)
All applicable standards, orders or
requirements issued under Section 306 of
the Clear Air Act (42 U.S.0 sec.
1857(h)), Section 508 of the Clean Water
Act (33 U.S.C. sec. 1368), Executive
Order 11738, and Environmental Protection
Agency regulations (40 CFR Part 15).
(6) Title 32, Part 25 of the Code of Federal
Regulations regarding government
debarment and suspension and government -
wide requirements for a drug -free
workplace.
(7)
Title 32, Part 28 of the Code of Federal
Regulations regarding restrictions on
lobbying.
C. Contract Administration.
1. The Executive Director or his/her designee shall
administer all contracts, including supervision and
acceptance of the work specified in contracts,
approval of progress payments, approval of
certified payrolls, and authorization for payment
of invoices.
2. Under the direction of the Executive Director or
his/her designee, the Finance Director of the
Authority or his/her designee shall process
payments in accordance with the terms of the
contract.
3. A copy of all signed contracts shall be forwarded
to the Finance Director of the Authority to be
retained for financial audit purposes.
75
AW
4 •
76
XII. AW.'D AUTHORITY.
A. Procurement awards estimated to be $75,001.00 or more
shall be made by the Governing Body of the Authority.
B. Procurement awards estimated to be between $25,001.00 and
$75,000.99 shall be made by the Executive Director.
C. Procurement awards estimated to be $25,000.99 or less
shall be made by the Executive Director or his/her
designee.
D. Procurement awards made pursuant to emergency procurement
procedures shall be made by the Executive Director
subject to ratification by the Governing Body of the
Authority at the first regular meeting of the Authority
following the Executive Director's statement of public
emergency.
E. Procurement awards made pursuant to noncompetitive
procurement procedures shall be made by the Executive
Director subject to prior authorization from the
Governing Body of the Authority.
77
CONFLICT OF I E ' STS
78
XIII.CONFLICT OF INTERESTS.
A. No officer, employee or agent of the Authority shall
participate in selection or award or administration of a
contract if a conflict of interests, real or apparent,
would be involved. Such a conflict would arise when one
of the following has a material financial or other
interest in the contractor/supplier selected for award:
1. An officer, employee or agent; or
2. An officer, employee or agent's relative (including
father, mother, son, daughter, brother, sister,
uncle, aunt, first cousin, nephew, niece, husband,
wife, father-in-law, mother-in-law, son-in-law,
daughter-in-law, brother-in-law, sister-in-law,
stepfather, stepmother, stepson, stepdaughter,
stepbrother, stepsister, half brother, or half
sister);
3. An officer, employee or agent's business partner;
or
4. An organization that employs, or has an arrangement
concerning prospective employment of, any of the
above.
B. The Authority's officers, employees and agents will
neither solicit nor accept gratuities, favors or anything
of monetary value from contractors/suppliers, potential
contractors/suppliers or parties to subcontracts.
79
IN'S 1L OR S '''LUSF
80
XIV. S LL, MINORITY, WOMEN'S AND LABOR SURPLUS F
A. The Authority will take all necessary affirmative steps
to assure that small business enterprises, minority
business enterprises, women's business enterprises and
labor surplus firms are used when possible.
B. Affirmative steps may include:
1. Placing qualified small business enterprises,
minority business enterprises, women's business
enterprises and labor surplus firms on solicitation
lists;
2. Assuring that small business enterprises, minority
business enterprises, women's business enterprises
and labor surplus firms are solicited whenever they
are potential sources;
3. Dividing total procurement requirements, when
economically feasible, into smaller tasks or
quantities to permit participation by small
business enterprises, minority business
enterprises, women's business enterprises and labor
surplus firms;
4. Using the services and assistance of the Small
Business Administration and the Minority Business
Development Agency of the Department of Commerce;
and
5. Requiring the prime contractor, if subcontracts are
to be let, to take the affirmative steps listed
above.
81
Alameda Reuse and Redevelopment Authority
Inter-office Memorandum
July 6, 1994
TO: Honorable Members of the Alameda Reuse and Redevelopment Authority
FROM: Don Parker
Executive Director
Alameda Reuse and Redevelopment Authority
SUBJ: City of Alameda Assignment of OEA (Office of Economic Adjustment) Grant to
the Alameda Reuse and Redevelopment Authority
Background:
On March 28, 1994, the Office of Economic Adjustment (OEA) informed the EBCRC
that their OEA grant had been amended to include the City of Alameda's Reuse Planning Budget
request of $581,374 for the period of November 1, 1993 to October 31, 1994.
Discussion/Analysis:
In September 1994, the Alameda Reuse and Redevelopment Authority will submit its own
budget request to the OEA for funding for the period of November 1, 1994 to October 31, 1995.
In the interim, the City of Alameda can by resolution assign authority for the implementation
of OEA Grant #CL 9405-93/94-01A to the Alameda Reuse and Redevelopment Authority
("Authority").
Funding for the award of the consultant contract for the preparation of the "Community
Reuse Plan" is included in the City of Alameda Reuse Planning Budget. The City resolution
assigning authority for grant implementation to the Alameda Reuse and Redevelopment Authority
includes authority for award of the consultant contract.
Upon adoption of the City resolution and selection of the consultant by the Authority, the
City of Alameda would execute the contract with the consultant.
Honorable Members of the
Alameda Reuse and Redevelopment Authority
Fiscal Impact:
None.
Recommendation:
July 6, 1994
Page 2
It is recommended that the Alameda Reuse and Redevelopment Authority accept
assignment of the City of Alameda OEA grant, and assume responsibility for grant
implementation - including award of consultant contract for the preparation of the "Community
Reuse Plan".
espectfully submitted,
Don Parker
Executive Director
DP:JM:eb
Alameda Reuse and Redevelopment Authority
Inter-office Memorandum
July 6, 1994
TO: Honorable Members of the Alameda Reuse and Redevelopment Authority
FROM: Don Parker, Executive Director
Alameda Reuse and Redevelopment Authority
Adoption of the City of Alameda Base Conversion Budget by the Alameda Reuse
and Redevelopment Authority Until the Authority Submits Its Own Budget to
OEA (Fall 1994)
Background:
On March 28, 1994, the Office of Economic Adjustment (OEA) informed the EBCRC
that their OEA grant had been amended to include the City of Alameda's Reuse Planning Budget
request of $581,374 for the period of November 1, 1993 to October 31, 1994. According to
the Joint Powers Agreement, the Alameda Reuse and Redevelopment Authority must prepare and
submit a budget within sixty (60) days after the agreement takes effect.
Discussion/Analysis:
In September 1994, the Alameda Reuse and Redevelopment Authority will submit its own
budget request directly to the OEA for funding for the period of November 1, 1994 to October
31, 1995.
Rather than prepare a budget now and again in September, the Alameda Reuse and
Redevelopment Authority could adopt the City of Alameda base conversion budget as its budget
until the Authority directly submits its own budget request to OEA. (A copy of the OEA
approved City of Alameda base conversion planning budget is attached.)
Honorable Members of the
Alameda Reuse and Redevelopment Authority
Fiscal Impact:
None.
Recommendation:
July 6, 1994
Page 2
It is recommended that the Alameda Reuse and Redevelopment Authority, by motion,
adopt the City of Alameda OEA approved and funded reuse planning budget as its budget until
the Alameda Reuse and Redevelopment Authority submits its own budget request directly to
OEA for the period of November 1, 1994 to October 31, 1995.
R pectfully subnitted,
on Parker
Executive Director
DP:JM:eb
Attachment: City of Alameda OEA Planning Budget
4
,
fr
A
Conversion and Reuse
Planning Budget
November 1, 1993
to
October 31, 1994
CITY OF ALAMEDA BASE CONVERSION
TABLE OF CONTENTS
EXECUTIVE SUMMARY 1
SCOPE OF WORK 3
SCOPE OF CONSULTANT ACTIVITY AND SCHEDULE 6
BUDGET SUMMARY 13
BUDGET NARRATIVE 15
MONTHLY BUDGET 17
APPENDIX
ATTACHMENT A BASE CONVERSION OFFICE DESCRIPTION
AND JOB DESCRIPTIONS
ATTACHMENT B CITY STAFF DESCRIPTION
ATTACHMENT C BRAG DESCRIPTION
ATTACHMENT D OUTLINE - DATA GATHERING
ATTACHMENT E DATA COLLECTED TO DATE
FROM THE NAVY
ii
EXECUTIVE SUM RY
CITY OF A EDA
CONVERSION AND PLANNING FOR THE
A EDA NAVAL AIR STATION
The City of Alameda has completed its initial organization phase to address the task
of planning for the conversion and reuse of the Alameda Naval Air Station (NAS). The
City began by establishing a Base Conversion Office in August 1993, (Attachment A). The
Base Conversion Office, under the guidance of the City Manager, is tasked with assuming
the leadership role and the responsibility for coordinating all City functions that have to
do with the base closure and reuse. To provide technical support, the City has assigned
personnel from key departments to work on base conversion projects, (Attachment B).
The City staff meet biweekly with the Base Conversion Office to coordinate base
conversion and reuse planning efforts.
The City provided for citizen participation in the base conversion process by
forming the Base Reuse Advisory Group (BRAG). The primary function of the BRAG is to
provide a forum for community input to the base planning process and to also give the
community on-going information updates on the status of base conversion - such as with
the recent Town Meeting that occurred on February 17, 1994. The BRAG meets bi-
monthly, and the Base Conversion Office provides staff support to the BRAG and its
subcommittees. Each BRAG member chairs one of the eleven BRAG Subcommittees,
(Attachment C).
The City of Alameda has been working with members of the East Bay Conversion
and Reinvestment Commission (EBCRC) and the County of Alameda toward the creation
of a regional Reuse Authority. The Reuse Authority will have jurisdiction over the
adoption of the Community Reuse Plan for the Alameda Naval Air Station.
The Reuse Authority will involve a Joint Powers Agreement between the City of
Alameda and the County of Alameda. The County of Alameda will enter into a
Memorandum of Understanding with the EBCRC to designate as Reuse Authority
Commissioners the Mayor of Oakland, the Mayor of San Leandro, the Board of Supervisors
member representing the Third District, and the United States House of Representatives
member representing the Ninth District. The City of Alameda will be represented by the
Mayor of Alameda and the four Alameda City Council members. The Executive Director
of the Reuse Authority will be the City Manager of Alameda or his designee who will be
responsible for the day to day administration of the Reuse Authority.
Furthermore, it is anticipated that the Executive Director of the Reuse Authority
will hire staff to carry out the administrative functions. It is the intent of the City Manger
to appoint the Project Director of the Base Conversion Office as the Executive Director,
and the Base Conversion Office staff will serve as the Reuse Authority staff. Assuming
that the Reuse Authority is formed as contemplated, the work of the consultant activity
discussed herein will be assigned from the City to the Reuse Authority. The Reuse
Authority staff will work closely and coordinate with the EBCRC/pilot project staff.
In addition to the formation of the BRAG and creation of the Reuse Authority, the
City of Alameda working with NAS, the Naval Aviation Depot, WESTDIV and Navy Public
Works has nearly completed the data gathering phase, (Attachment D). The data collected
has been catalogued, and a reference section of Navy provided information for public use
has been established in the public library, (Attachment E).
In coordination with the EBCRC, the City is working to engage the homeless
community to determine how their needs can be met with existing assets on the base and
to develop a draft housing plan that provides for integration of the homeless community.
The City's Community Development Department has been exploring the creation
of a redevelopment district to facilitate the development of the NAS properties. The City's
Bureau of Electricity, Fire Department and Public Works Department is working closely
with the Navy to review the status and operation of services and utilities. In addition, the
City's Department of Recreation and Park, in coordination with the Alameda Unified
School District, has been working with the East Bay Regional Park District to explore the
feasibility of a regional conference center and/or regional recreation facility.
In work completed to date, the BRAG has been reviewing specific proposals for
NAS land and facilities to seek viable reuse opportunities as rapidly as possible to re-
employ the existing workforce losing their jobs from the base closure. Among the
proposals presented, the BRAG has reviewed and recommended to the Alameda City
Council endorsement of the transfer of workload of the Naval Aviation Depot (NADEP)
gun testing facility and the reemployment of the NADEP personnel on an interim basis to
Concord Naval Weapons until the drawdown is complete and/or a longer term lease can
be negotiated.
The BRAG also reviewed and endorsed the Alameda Science City proposal
contingent that land requirements not involve the entire NAS site and allows for the
inclusion of other desirable and compatible reuse and interim reuse proposals, and is
contingent upon securing a timely commitment of federal funding for their "Planning
Phase". In addition, the BRAG is currently reviewing the County's ACET proposal.
The City will retain a Master Consultant to coordinate the overall formulation of
the reuse plan. Working with the staff, the consultant will complete an analysis of
existing conditions needed to maximize the opportunity for early reuse of the existing
facilities. Upon completion of the data analysis of existing conditions, an interim leasing
strategy will be developed to maximize lob creation through the early reuse of existing
facilities and equipment.
Beyond the interim reuse plan, several long term reuse scenarios will be developed.
After a process of review, public hearings and refinement, a preferred Long-Term Reuse
Plan will be developed. The completed reuse plan will be presented to the Navy and will
serve as the basis for NEPA/CEQA analysis.
2
CITY OF ALAMEDA BASE CONVERSION
SCOPE OF WORK
The first year grant request will focus on: data gathering, formation of the Reuse
Authority, retention of a consultant team, analysis of existing conditions, development of
an interim leasing program, and completing background work in preparation of the
development and analysis of reuse alternatives.
PHASE 1 - INFO' .TION GATHERING & FO
NOVEMBER 1993 TO APRIL 1994
TION OF REUSE AUTHORITY
Coordinate data gathering with the Navy. The City has collected, and will continue
to receive, data from the Navy regarding infrastructure, services, facilities and equipment.
This work was started by the Base Conversion Office, (Attachment D), when information
requests were sent to the Navy. Substantial information concerning the base has been
received, (Attachment E). The City will catalogue and format information provided, and
establish a base closure reference section in the library for public use. The City will assist
with the creation of a regional Reuse Authority.
Deliverables:
1) Creation of a regional Reuse Authority
2) Catalogue information provided by the Navy
3) Establish reference library for public use
PHASE 11 - RETAIN CONSULTANT TEAM & ANALYSIS OF EXISTING CONDITIONS
RCH 1994 TO DECEMBER 1994
Analytical work will be undertaken by City staff and consultants to determine the
condition of assets, code compliance, disabled accessibility, seismic condition,
environmental status and projected cost of operation so as to maximize the opportunity
for early reuse of the existing facilities and equipment to promote job creation.
A consultant team will be retained to coordinate the overall workplan for the
conversion of Alameda Naval Air Station (NAS) and the Naval Aviation Depot (NADEP).
The consultant will utilize existing information provided by the Navy and other sources
to avoid duplication and unnecessary costs.
The consultant will work with community groups and the City/Reuse Authority to
help establish a vision for and set goals for the reuse plan. The Senior Planner in the Base
Conversion Office will be responsible for drafting the consultant RFP, compiling the
consultant list, distribution of the RFP, coordinating and overseeing consultant selection,
and monitoring consultant work.
Working with the consultant, the City//Reuse Authority will analyze data to
determine the potential to integrate the NAS facilities into the physical, social and
economic fabric of the East Bay community. The City/Reuse Authority will begin to study
local transportation patterns and capabilities, recreation facilities, local retail services,
educational resources, and community social service facilities to determine how existing
and planned facilities within the naval base can be intermeshed with community assets
to satisfy local and regional needs.
3
SCOPE OF WORK - Continued
It is essential at the outset of the reuse planning process to analyze the potential
for aviation related uses and/or use as a large scale commercial port facility since these
uses have a dramatic and pervasive impact on determining surrounding compatible land
uses. There is now some concern about whether there is adequate market support to
allow for a feasible economic reuse of the aviation related facilities, and whether aviation
uses involving the runways are desirable from the local community's standpoint.
In addition, the physical limitation of accessibility to Alameda from major
transportation systems (highway and railway) may limit the potential for large scale port
uses. Consultant work, under the guidance of the Metropolitan Transportation
Commission (MTC) and the EBCRC, is currently underway that will assist in making these
key decisions.
All but a minor portion of the lands comprising the Naval Air Base are within the
jurisdictional border of the City of Alameda, and the City's existing zoning map and
general plan encompass the base. In the reuse planning process, the City will be required
to update its zoning map and general plan to reflect the City adopted interim and long
range land use plans, and to produce the necessary compliance documents mandated
under state law (CEQA). This process should closely track with the Navy's effort to
complete the EIS documentation for the closure. In addition, the City needs to review the
potential for utilizing its redevelopment agency to implement the ultimate reuse plan for
the base.
The City is already working with the EBCRC to engage the homeless community to
see how their needs can be met with existing assets available within the base, and to
develop a reuse plan that provides for an integration of the homeless community into the
fabric of the Alameda community. It is anticipated that the McKinney screening process
will begin late Spring 1994 and will extend until February 1995.
To assure a smooth transition from the Navy to the City, the City's Bureau of
Electricity, Public Works Department, and Police and Fire Departments are now working
with the Navy to review the status and operation of services and utilities.
Deliverables:
1) Retention of Master Consultant
2) Determination on Aviation and Port Use
3) Integration of Homeless in Housing Plan
4) Update City Plan for NAS Interim Use
5) Report on Conditions, Constraints, and Trends
6) Draft Community Goals and Objectives for NAS Reuse
SCOPE OF WORK - Continued
PHASE III - INTERIM LEASING STRATEGY & PRELIMINARY REUSE PLAN
JANUARY 1995 TO APRIL 1995
Upon completion of data analysis of existing conditions, staff will work with the
community to develop and analyze preliminary reuse alternatives. The City/Reuse
Authority will attempt to maximize job creation through the early reuse of existing plant
and equipment through the development of an interim leasing strategy.
The City/Reuse Authority will interface with the Navy in their drawdown activity
and act as the interim leasing agent to assure that there is a smooth transition of the base
from its current military functions to future public and private uses.
With guidance provided by the consultant, it is assumed that ultimately the City
will be integrating the NAS lands into the operation of the Reuse Authority. Throughout
the interim leasing process, it will be critical to develop a fiscal model to assure that there
are adequate financial resources to provide for normal maintenance, operation and service
functions.
Ultimately, the City will need to develop a plan to assume responsibility for
providing police, fire, emergency medical, recreational, education services and other
required services to the future population of the NAS lands. In addition, the City's
Bureau of Electricity, Public Works Department and other utility providers (EBMUD and
PG&E), will need to develop a plan for assuming utility services and infrastructure
maintenance.
Deliverables 1) Report on Interim Reuse and Marketing Strategy
CITY OF ALAMEDA BASE CONVERSION
SCOPE OF CONSULTANT ACTIVITY
1. Introduction
The City of Alameda proposes to utilize a consultant team to plan for the
conversion of Alameda Naval Air Station (NAS). The plan will address the President's five
requirements for base conversion:
• Creating jobs
• Training and retraining employees
• Developing technology
• Consideration of small business concerns and public purposes
• Planning appropriate land use
The consultant study will review existing conditions, analyze constraints and
opportunities, and working with community groups integrate the regional perspective into
the local framework. It will use all existing information and studies completed by others
to avoid duplication and unnecessary costs. It will work proactively with the homeless
community to address their needs in the plan. It will identify economic opportunities at
NAS, based on an analysis of regional and local social and economic characteristics.
There will be two primary products: an Interim Reuse Strategy for the leasing of
existing facilities and the Long-Term Reuse Plan, for the ultimate development of NAS.
The work will take place over a 16-month period, with an estimated budget of
approximately $950,000.
11. Interim Reuse Strategy
The Interim Reuse Strategy will identify which existing facilities that can be leased
in the near term as they become available to maximize job creation/retention. It will also
provide a vehicle for making an early decision regarding possible airfield and/or large
scale port operations at NAS.
The strategy will take into account major constraints such as endangered species,
State Lands requirements, BCDC's Port Priority designation, the status of historic buildings
and areas, the physical condition and code compliance of structures, and the impact of
hazardous and toxic materials in and around facilities. It will be necessary to determine
the condition of utilities and their adaptability and projected costs to serve existing
buildings to be leased, although more detailed studies on the utilities will be required by
the providers to determine their later acceptance of the systems to implement the Long-
Term Reuse Plan. It will also be necessary to review the inventory of available equipment
to determine what economic opportunity is created by having this equipment available,
and to retain the validity of existing environmental permits, such as air quality credits,
during and after the planning process.
Included in the strategy will be plans for the near term use and operation of
existing recreational facilities for educational and worker retraining programs to be
integrated into the base for the use of existing housing-including by any other federal
agency such as the Coast Guard, and for homeless providers. Also included will be an
administrative plan for the transition of utilities and services, such as Police and Fire, from
the Navy to private utility providers and the City.
The strategy will include a demolition plan indicating facilities that have no useful
economic function, and a financial plan for the operation of NAS during the transition
from the Navy. In addition, a marketing plan will be developed to implement the interim
leasing strategy.
III. Long-Term Reuse Plan
Working with community groups, the consultant will prepare several planning
alternatives, which will include proposals such as Alameda Science City and the Alameda
Center for Environmental Technology (ACET) which have already been presented to the
City and the East Bay Conversion and Reinvestment Committee (EBCRC). These will be
analyzed at a general level of detail according to their transportation, economic, fiscal,
and environmental impacts, and presented for public review. The preferred alternative
selected will be the basis for the Long-Term Reuse Plan, which will require additional data
analysis.
The Reuse Plan will specify land uses, densities, local and regional transportation
facilities, community facilities, infrastructure, job development and retraining programs,
remediation programs for toxins and hazardous wastes, and planning and design standards.
The plan will indicate transportation and other improvements needed to implement
its policies, estimate the costs of these facilities, and identify sources of funding. It will
contain an analysis of the fiscal impact of the plan on the City/Reuse Authority and on
other cities and methods of covering these costs. It will analyze the possible use of the
redevelopment process for plan implementation. It will indicate phases for plan
implementation, including how interim uses will be replaced by permanent uses over a
long range time frame. The implementation portion of the plan will include a marketing
program.
The Navy will review the completed Reuse Plan to comply with the requirements
of the National Environmental Protect Act (NEPA), and also the California Environmental
Quality Act (CEQA), if necessary legislation is passed. The Navy will also be conducting
environmental reconnaissance related to federal agency jurisdiction, such as wetlands and
endangered species. The consultant will incorporate this information into the planing
process, but will not do the NEPA/CEQA analysis as part of the original scope of work.
7
IV. Planning Process
The City of Alameda will distribute a Request for Proposals (RFP) to consultants,
inviting firms or teams to coordinate, analyze, develop, and prepare the Reuse Plan. The
consulting firm or team will be asked to demonstrate expertise in the areas of
management, economic and real estate market analysis and program development, land
use planning, civil and utilities engineering, fiscal analysis, transportation planning,
environmental analysis including historic analysis, knowledge of the base conversion
process and other regulatory constraints, and public participation. The prime contractor
must have a Bay Area office where the principal in charge works. Previous experience
with military base reuse planning and with California projects is preferred.
The City/Reuse Authority will review the Requests for Proposals and select the
prime contractor. The City/Reuse Authority will be responsible for managing the contract
and producing the Reuse Plan. The contract will specify that it may be necessary to
terminate the process at the end of any phase of the work program; for example, the
analysis of constraints may bring to light conditions that would drastically alter the ability
to implement a Reuse Plan. The contract will emphasize the importance of integrating
the work of other organizations in the Reconnaissance Phase, and the conduct of a
thorough public participation process.
V. Summary of Work Program
A. Reconnaissance ( 1 month)
The consultant will identify all relevant studies that have been and are being
undertaken and how they will be integrated. These include studies by the
EBCRC; by the Navy, including information on endangered species and
hazardous waste; port, aviation, and other regional studies by the
Metropolitan Transportation Commission (MTC); studies by the County; any
studies by utility providers serving NAS; the State Lands Commission; and
information already collected by the City, including the City's existing base
maps. The consultant will inventory all existing information and sources. In
addition, the consultant will indicate how the potential closing of the
Oakland Supply Center (Alameda Annex-212 acres) could be integrated into
the study.
Products: Report on existing information; revised Scope of Work, including
any necessary changes from the consultant's submitted proposal may need
to expand. Review by the Alameda Reuse Authority, with input from the
Alameda Base Reuse Advisory Group (BRAG), Alameda City Council, EBCRC,
Alameda County, nearby cities, regional agencies, and other City of Alameda
boards and commission.
B. Conditions and Trends
1. Physical and Regulatory (4 months)
The consultant will compile and analyze information on existing
physical and regulatory conditions, constraints, and opportunities
affecting NAS, integrating existing information and studies by other
agencies wherever possible. Studies will include location assessment,
aviation and port uses, base facilities/infrastructure, property and
equipment inventory, local and regional transportation facilities, and
environmental and geotechnical conditions. Regulatory requirements
will include those of the State Lands Commission, Bay Conservation
and Development Commission, Metropolitan Transportation
Commission, the U.S. Army Corps of Engineers, and others.
(Attachment D)
2. Social and Economic (2 months)
The consultant will compile and analyze information on economic
and social characteristics of the area, economic trends affecting the
site, real estate market analysis, reuse potential of existing facilities,
and the costs of holding the property once transferred, using existing
data and studies by other agencies wherever possible.
Products: A series of technical reports on each major subject.
Summary report on Conditions, Constraints, and Trends, presented
for information to the agencies listed under Task 1.
C. Interim Reuse Strategy (2 months)
The consultant will prepare a strategy for interim use of base facilities
including a marketing and implementation strategy and information on how
the interim uses can be phased and integrated into the long-term Reuse Plan.
Product: Report on Interim Reuse Development and Marketing Strategy,
presented at a series of public workshops and presented for approval to the
Reuse Authority, with input from the agencies listed under Task 1.
9
D. Plan Alternatives (4 months)
The consultant will describe several alternatives for the long-term Reuse
Plan, including previously suggested development concepts and proposals
such as Alameda Science City and ACET that have already been presented
to the City and EBCRC. The description will include general information on
residential, commercial, and industrial uses and densities; transportation;
recreation; and community facilities; with a general analysis and comparison
of the alternatives. This work can proceed simultaneously with the
preparation of the Interim Reuse Strategy.
Product: Report on Plan Alternatives, presented at a series of community
workshops and presented for selection of a Preferred Alternative to the
Reuse Authority, with input from the agencies listed under Task 1.
E. Long-Term Reuse Plan (4 months)
The consultant will prepare the long-term Reuse Plan, based on the
Preferred Alternative, covering the following subjects:
• Land uses and densities
• Transportation facilities, regional and local
• Community facilities
• Infrastructure
• Job development and retraining programs
• Homeless facilities (as provided in prior screening)
• Protection of environmental and historic resources
• Remediation programs for toxins and hazardous wastes
• Design and planning standards
• Marketing and implementation strategies
• Fiscal impacts and cost recovery
• Method for evaluating and revising the long-term plan, based
on experience in carrying out the Interim Reuse Strategy
• Information on subsequent environmental review by the Navy
Product: Report on Long-Term Reuse Plan, presented at a series of public
workshops and presented for approval to the Reuse Authority, with input
from the agencies listed under Task 1.
4
F. Estimated Budget
1. Reconnaissance
2. Conditions and Trends
A. Physical and Regulatory
B. Social and Economic
3. Interim Reuse Strategy
4. Plan Alternatives
5. Long-Term Reuse Plan
TOTAL
$ 50,000.00
$350,000.00
$150,000.00
$150,000.00
$150,000.00
$100,000.00
$950,000.00
NOTE: The amount to be requested for this fiscal year, ending October 31,
1994, will be $300,000, which would cover the costs of Task 1 and part of
Task 2A, scheduled to be largely completed by then. The budget was
projected from a cash flow standpoint. The consultant will complete the
assigned task and then bill for the completed work. In the proposed budget,
the consultant would complete work for Task 2A before October 31, 1994,
and then bill for the work during the next budget period.
11
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CITY OF ALAMEDA BASE CONVERSION
LOCAL BUDGET TCH REQUIREMENT
AND OTHER TCHING GRANT FUNDING REQUESTS
III. Indirect Funding Sources $396,042.00
City Departmental Expenses *
Public Works
Bureau of Electricity
Community Development:
Housing Development Mgr.
Neighborhood Develop. Mgr
Economic Development Mgr.
Community Development M
Planning Department
Planning Director
Associate Planner
Police Department
Fire Department
Recreation and Park Dept.
Finance Department
Personnel
Library Department
City Attorney
City Attorney
Assistant City Attorney
Deputy City Attorney
$ 37,500.00
19,300.00
26,400.00
. 20,000.00
19,200.00
;r. 14,100.00
18,250.00
25,500.00
23,000.00
30,200.00
16,400.00
10,700.00
4,000.00
10,100.00
13,000.00
30,000.00
25,000.00
$342,650.00
Operating Expenses Allocated
Using Direct Labor Base 53,392.00
■
(Operating expenses were calculated for each City department by taking the percentage of the
base conversion direct labor, divided by the total department direct labor. This percentage was
then multiplied by the individual City departments' total operating expenses. These were added
together to calculate the operating expenses allocated to the base conversion program.)
IV. Direct Funding Sources
OEA Planning Grant $581,374.00
State of California Cash Match $100,000.00
See Attachment B
14
CITY OF A EDA BASE CONVERSION
BUDGET SUM RY
The projected first year budget (11/1/93 - 10/31/94) for the Alameda Base Conversion is as
follows:
EXPENSES
Base Conversion Office Expenses *
Staff Salaries
Project Manager $64,800.00
Facilities Manager 47,520.00
Senior Planner 34,560.00
Administrative Assistant 35,700.00
$182,580.00
Staff fringe benefits 54,774.00
Office Expenses 65,020.00
Telephone $10,500.00
Computers 10,000.00
Equipment/Furnishings 10,000.00
Fax/Copier 5,000.00
Supplies 12,000.00
Postage 4,000.00
Outside Copying Service 2,160.00
Janitorial 3,360.00
Temporary Secretarial 8,000.00
Travel Expenses 11,000.00
Local Travel 3,000.00
Long Distance Travel 8,000.00
Marketing 25,000.00
Outside Legal Services 20,000.00
Consultants 300,000.00
II. Base Reuse Advisory (BRAG) Expenses * * 23,000.00
Bus Tours $ 3,000.00
Town Meeting(s) 1,500.00
Survey/Brochures 15,000.00
Postage 1,000.00
Supplies 1,000.00
Newsletter 1,000.00
Video 500.00
* *
See Attachment A
See Attachment C
SUBTOTAL $ 681,374.00
CITY OF A EDA BASE CONVERSION
BUDGET NARRATIVE
I. Base Conversion Office Expenses:
Staff Salaries
Per OEA, the salaries include an 8% increase allowance given the California cost of living.
Fringe Benefits
A maximum of 30% for benefits was calculated using a direct labor base. (In compliance with
(HA.)
Office Expenses
Telephone expenses include the cost of installation, monthly equipment charges, and the
estimated annual cost of phone service based on the first three months of operation.
Computer equipment, printers and software was purchased for four staff members.
Equipment and furnishings include file cabinets, chairs, window coverings and carpet.
Rental of the FAX machine and copier costs $3850 a year, in addition to an annual service
contract of $1150.
The average cost of office supplies has been $1,000 per month including xerox paper, envelopes,
stationery, general supplies, etc. In addition to general office business, the Base Conversion
Office does a massive amount mailing for the Base Reuse Advisory Group (BRAG) and the eleven
BRAG Subcommittees that meet weekly or biweekly, in addition to special meetings and tours.
Postage has been averaging $333 a month.
Use of outside copying service to copy Navy information for staff use, use by community reuse
groups and to provide a copy to the library for public use has been costing $310 a month. The
Navy is expected to finish providing the bulk of the information requested by April. The
information provided by the Navy must be duplicated to establish a reference library for public
use, for use by community groups and consultants. Massive quantities of information have been
provided in a variety of formats including voluminous binders, oversized maps and charts,
computer disks, etc. To copy some of the larger sized documents, color documents and mixed
size binders, a copy service has been used as the office copier does not have the capability to
do color copies or extra large copies. Also, copying of video taped briefings is approximately
$100 - which will be needed two to three times.
Janitorial service costs the office $280 per month.
To provide clerical support when the secretary is absent from work and/or when additional
clerical support is needed for special office projects such as xeroxing, cataloguing data,
arrangements for special events (Town Meeting), etc., the average monthly cost of temporary
secretarial services for November through January has been $660 per month.
15
Travel Expenses
Local travel reimbursement for four staff people averaging 223 miles per month at a rate of $.28
per mile. One trip to Washington for four staff people to converse with OEA, and travel for four
staff members to OEA sponsored conference and/or to visit other communities impacted by base
closure.
Marketing
For the development of interim leasing marketing tools, including brochures and video. (Cost
based upon consultant proposals to office.)
Legal Consultants
Outside counsel will provide assistance in evaluating potential reuses in terms of existing land
use constraints such as Tidelands Trust and seaport designation. Outside counsel will analyze
the constraints and propose solutions to any problems. Outside counsel will also assist in
evaluating the Naval Air Station for suitability as a redevelopment area. The City Attorney's
Office will be assisted by outside counsel in the negotiation and drafting of contracts and other
documents related to the closure and reuse.
11. B
Reuse Advisory Group Expen
The Base Reuse Advisory Group (BRAG) subcommittees have arranged bus tours to acquaint their
participants and community organizations with facilities on the Naval Air Station to assist with
their reuse planning effort. These tours will be continued as needed. Appropriate EBCRC
Committees have been and will continue to be invited to participate on tours. Bus tours from
November 1993 through early February 1994 cost $900.
To encourage community participation and update the community on the base conversion
process, the BRAG is holding a series of Town Meetings. Participants at the first Town Meeting
included the Chairman of the EBCRC and representatives from the Naval Air Station and Naval
Aviation Depot. Even with the donation of many services and supplies, the Town Meeting
expenses totaled over $400 for equipment rental, set-up fees, etc.
The BRAG has requested a community wide survey be prepared - similar to the one used by the
City of Tustin during their base conversion process. The purpose of the survey or brochure is
to educate the community on the base closure and solicit even greater community input.
(According to MIG Public Involvement, a survey will cost approximately $15,000.)
The BRAG has a bi-monthly newsletter in the community paper, and another local paper runs a
weekly column. Both these efforts have minor miscellaneous costs - including postage and
supplies - associated with production. Also, the BRAG members occasionally incur minor
expenses for their Subcommittees.
The BRAG produced a video about the base conversion effort with donated supplies and services
from the local cable company; however, the BRAG did have some minor expenses and will have
to pay for copies of the video to distribute to local schools, libraries, and local and regional
community groups.
4
Alameda Reuse and Redevelopment Authority
Inter-office Memorandum
July 7, 1994
TO: Honorable Members of the Alameda Reuse and Redevelopment Authority
FROM: Don Parker
Executive Director
SUBJ: Approval of Selection of Consultant and
____•
Backaround- Authorization for Executive Director to Necrotiate and Execute a Contract
On April 22, 1994, the Alameda City Council authorized issuance of a Request for
Proposals (R.FP) for a lead consultant to respond to a scope of work to coordinate, analyze,
Air Station Alameda.
formulate and present an interim reuse strategy and a final "community reuse plan" for the Naval
The Office of Economic Adjustment (OEA) amended the East Bay Conversion and
Reinvestment Commission (EBCRC) Grant Agreement to provide funding to the City of
Alameda for reuse planning for a master consultant to help plan for the reuse of Naval Air
Station (NAS) Alameda. The OEA Grant (#CL9405-93/94-01A) for the initial phase of the
consultants work is in the amount of $300,000. Funding for the remainder of consultants work,
consultants work is estimated at approximately $1,000,000.
a critical component of next years budget, is estimated at $700,000. The to
budget for the
The OEA Grant is administered by the City of Alameda and the County of Alameda
through the approved "sub-grantee agreement" with the (E8CRC). Presently, the authority to
select the consultant approve and execute the contract rests with the City of Alameda.
However, the City may transfer their authority to manage and implement the contract to the
Alameda Reuse and Redevelopment Authority. (See City of Alameda Reuse and Redevelopment
Authority Agenda Item #D.) Under this arrangement, the City of Alameda/Count of Alameda
would continue to be the fiscal agent administering grant payments for the OEA Grant award,
and implementation of the grant and the contract would rest with the Reuse Authority.
Therefore, the Reuse Authority would be responsible for approving the consultant selection,
implementing and administering the contract provisions and authorizing negotiations for
execution of the consultant contract by the Executive Director.
It is anticipated that all future OEA grants would be made directly to the Alameda Reuse
and Redevelopment Authority and administered by the Authority through its own fiscal agent.
i
Honorable Members of the
Alameda Reuse and Redevelopment Authority
July 7, 1994
Page 2
Discussion/Analvsis:
Seven (7) proposals were submitted by the deadline of June 9, 1994. Copies of all seven
proposals are available for review in the Reuse Authority Office, the City Clerk's Office, and
the EBCRC office.
A selection committee made up of City of Alameda staff and Bill Touhy, Project Director
of the EBCRC, reviewed the seven proposals. A short list of three teams was selected for
interviews: EDAW, ROMA, and the Planning Collaborative/Sasaki team. The criteria for
selection and a summary of the selection committee's rankings are attached.
Interviews of the three top teams were conducted on Wednesday, July 19, 1994. The
review panel consisted of seven members of the initial selection committee (City of Alameda and
the Reuse Authority Staff), two members of the BRAG (Helen Sause and Doug deHaan) and a
member of the EBCRC (Commissioner Alan Dones). Two of the three short listed teams were
selected for additional follow-up interviews: EDAW and ROMA. Reference checks of each
team were conducted by the Reuse Authority Office.
Follow-up interviews were conducted by the Executive Director, Don Parker, and the
Reuse Authority Planner, Paul Tuttle, on July 5, 1995, at each team's place of business.
Findings of these follow-up interviews were reported back to the interview panel at a special
meeting on July 7, 1995.
Following this review process and assessment, the selection committee determined
EDAW to be the best team to help prepare the Alameda Interim Reuse Plan and the Community
Reuse 'Plan.
Overall the EDAW proposal is one of two highest ranked of all seven proposals by both
the initial selection committee and the interview panel. Recent experience of EDAW with Bay
Area Economics and the other subconsultants includes reuse planning efforts for Mare Island in
Vallejo, the Presidio in San Francisco, Castle AFB, and the Umatilla Depot Reuse Plan in
Oregon. Including those listed above, EDAW has played a role in thirteen military base
planning efforts throughout the country: George AFB, Chanute AFB, Williams AFB, Myrtle
Beach AFB, and Fort Sheridan Reuse Plan.
EDAW's planning experience also includes numerous large scale redevelopment and
planning projects throughout the country including: the Mission Bay Plan in San Francisco,
Cabrillo Marina, Port of Los Angeles Master Plan, Lawrence Livermore National Laboratory
Strategic Plan, UC Santa Cruz LRDP, and the Long Term Management Strategy for Reuse and
',land Dredge Disposal for the U.S. Army Corps of Engineers.
Honorable Members of the
Alameda Reuse and Redevelopment Authority
July 7, 1994
Page 3
The proposed work program of the EDAW team fulfills all the tasks requested in the
RFP, and includes a number of additional critical tasks, such as: developing conceptual
alternatives early On in the planning process; developing the reuse plan simultaneously with the
development and analysis of long range alternatives; and inclusion of the selection and
refinement of a preferred alternative prior to development of the final plan.
The management team is led by John Petrovsky from EDAW, who has experience in
three recent base reuse projects. The EDAW team has a total MBE/WBE participation of over
34%. The consultant work is expected to take place over the next seventeen months to meet the
January 1996 deadline for submission of the Community Reuse Plan to the Department of
Defense (DoD).
The EDAW proposal includes a major public participation program which will be
developed more fully in the first four weeks of Phase I Reconnaissance of the project. Meetings
and workshops are proposed with the BRAG, EBCRC, and the Reuse Authority at four key
"milestones" throughout the project. In addition, a number of agency coordination meetings
would be held, bi-weekly staff coordination meetings, and monthly staff reports will be
prepared.
EDAW's proposed budget is one of the lowest of all seven proposals at $953,667.
Work products include: administrative draft and final reports at each phase of the project; color
wall graphics for alternatives and the preferred plan alternatives; a marketing strategy and
marketing plan; financial analysis and operations plan; financing schedules; a building demolition
plan; a dynamic, operations and financial model; and, draft and final interim reuse plan and
community reuse plan documents.
Budget Consideration/Fiscal Impact:
The budget estimate of the EDAW proposal is $953,667, (including a $25,000 set-a-side
for meetings as proposed by the Reuse Office staff).
A budget for the initial phases of the consultant work, through October 1, 1994, has been
approved by OEA for $300,000 (# CL9405-93/94-01A ) . The remaining consultant activity will
be included in next year's budget submittal for approximately $700,000, and will be granted
directly to the Alameda Reuse and Redevelopment Authority.
Further negotiations may include shifts or additions in the team makeup to improve the
expertise in some areas, and shifting costs and tasks between subconsultants to improve the
quality of the work products.
Honorable Members of the
Alameda Reuse and Redevelopment Authority
July 7, 1994
Page 4
Following the initial Phase, Phase I - Reconnaissance, the consultant will report back
to the Reuse Authority (by September 15), with a report on the refinement of the work program
and a revised budget estimate for the next fiscal year.
Timing of the project completion is critical. The consultant team must be selected and
under contract as soon as possible to meet the January 1996 deadline for submittal of the
"Community Reuse Plan" to the Navy.
Recommendation:
It is recommended that the Reuse and Redevelopment Authority, by motion, approve the
selection of EDAW as the lead consultant to prepare the interim reuse strategy and the final
"Community Reuse Plan", and authorize the Executive Director to negotiate and execute a
contract with the consultant.
DP:PT:eb
espectfully submitted,
Don Parker
Executive Director
Attachments: Summary Evaluation of Proposals
Summary Evaluation Rating Sheet
Alameda Community Reuse Plan
Issues
The selection committee identified nine major issues to discuss with each consultant team during
the interviews.
• Project Management - What is your approach to inter governmentaUjurisdictional
coordination, team coordination, management controls, schedule management, and
quality controls?
• Public Contact and Project Manager Roles - Who will be responsible for team
presentations at boards commission and who will be responsible for day-to-day project
management; what is their experience?
Marketing & Economics Analysis - What is your teams approach to the development of
an interim reuse strategy and the reutilization of the existing industrial facilities? Identify
your approach to micro-economic vs. macro-economic analysis and how to create an
interim plan.
Building Conditions & Utility Analysis - Identify your strategies for making assessments
and decisions on building reuse and utility system viability.
• Community Participation Approach - Identify your approach and strategies for local and
regional input, methods of identifying trade offs and consequences of alternatives, and
methods of decision making and consensus building for the difficult issues in the planning
process.
• Transportation - Identify your strategies to identify and prioritize potential transportation
improvements and their economic feasibility to provided the greatest return on
investments.
Environmental Issues - Identify strategies for understanding and dealing with the
environmental review process, multi-jurisdictional regulations, evaluation of current
studies, and approaches for negotiating the many overlapping environmental interests on
NAS (i.e. fish and game, tidelands, historic preservation, national trust).
• Previous Base Closure Experience - Identify what lessons your team has learned from
previous base closure experience which may help in the Alameda base closure process.
• Integration of Interim and Long Range Plans - Identify your approach to integrate the
interim reuse plan with the longer term Community Reuse Plan.
Alameda Reuse Plan
Interview Evaluation Work Sheet
Evaluation Criteria
M. Pls.
Evaluator
Consultant Team
COMMENTS
Presentation
1. Quality of Presentation, 5
Understandability, professionalism, clarity. organization
2. Content of Presentation
Approach, knowledge & understanding of important issues
3. Team Representation
How well was team represented, apprbpriate subs present?
5
5
Subtotal
15
Discussion and Questions
5. Project Management & Organization
5
6. Project Manager experience
5
7. Work Program Approach
Marketing & Economic Analysis
5
Building & Utility Conditions Analysis
5
Transportation Strategies and Analysis
5
Environmental Analysis & Multi-jurisdictional coordination 5
8. Lesson from Previous Base Closure Experience 5
9. Integration of Long Term and Short Tenn Plans 5
Approach to integration of interim plan and long term plan
10. Project Costs 5
What additional costs reducing proposals were presented?
11. Community Participation Approach 5
12. Team Experience 5
Overall team experience explained
13. Project Schedule 5
Approach, special features. time saving features
14. MBE/WBE Participation
10
15. Bonus Points
Any special approach, new ideas, useful insights
15
Subtotal 85
0
Total Score (total possible points) 100
0
SCORING: Score each criteria from 0 - 5; 0 = inadequate / not covered, 1 = very poor, 2 = deficient, 3 = average, 4 = good, 5 = exceptional
Alameda Reim and Redevelopment Authority
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ALAMEDA REUSE PLAN
PROPOSAL SUMMARY - Experience
Experience EDAW
Comments
Consultant Team
ROMA
Comments TPC /Sasaki
Comments
Prime Consultant Base Reuse Plannin• Ex•
Mare Island
Castle AFB
George AFB
Chanute AFB
Williams AFB
Myrtle Beach AFB
Umatilla Anny Depot
Fort Sheridan
Presidio Reuse Study
Lawrence Llvetmore Plan
March AFB Comp Plan
UCSC LRDP
SF Bay Study. USA Corps. Eng.
Princl. al In Char a John Petrovs
Pro ect Mena. erg•-
•
Excellent reference
Excellent reference
Where Is this experience 7
Where Is This experience ?
Where is This experience ?
Where Is this experience ?
Where Is this experience 7
Broadway Complex San Diego
Mather AFB, Sacramento
NCEL Point Hueneme, Ventura
Railroad Specific Plan, Sacrament. SP redevelopment prof
Area Wide Strategy, Alameda
DeLorenzo Planners
Alameda NAS Master Plan
Point Hueneme NAS Master Plan
El Toro USMCAS Master Plan
Naval raining Center, San Diego
USMC Center Twenlynine Palms
'The: Planning Collaborative
Hunters Point Naval Shipyard
Berkeley Albany Waterfront
t Naval Supply Center Oakland
Naval Weapons Station Concord
Berkeley Waterfront Specific Plan
Sasaki
Part of teanvelec. mapping Hunters Paint Naval Shipyard
Hayes Army Hospital
Science Based Industrial Park - Taipei
Chariston Naval Complex. South
Bergstrom Air Base, Austin'
with HGHB
with HGHB
with HGHB
with HGHB
with HGHB
,Where is this experience 71
;Not with this office!
Mare island
Castle AFB
Umatilla Army Depot
Presidio Reuse Study
Lawrence Livermore Plan
March AFB Comp Plan
Excellent reference
Excellent reference
Barbara Malone
Mare Island
UC Davis LRDP
Broadway Complex San Diego
Mather AFB, Sacramento
NCEL Polnl Hueneme, Ventura
Adams &Bonnie Fisher
Alameda Areawide Study
Mather AFB
Rallroad Specific Plan, Sacramento
San Diego, Marina
UCSF Long Range Plan
Hunters Point Naval Shipyard
Berkeley Albany Waterfront
Naval Supply Center Oakland
Naval Weapons Station Concord
Berkeley Waterfront Specific Plan
rota, TPC ".
Anloch Waterfront
San Malero Specific Plan
Hilltop Tank Farm, Richmond
Albany Waterfront Park Plan
with HGHB
with HGHB
with HGHB
with HGHB
with HGHB
with HGHB
with HGHB
...Economic Ba Area Economics'
Ke ser Ma ton Assoc, ?
nn Sedwa , S&A
Dena Balzer
EBCRC Work
Mare island Reuse Plan
Preskflo Reuse Plan
Property Mang. Dlsporttlon National Par
San Jose Redevelop. Agency
South San Fran. 101 study
ULI Econ. Dev. Strategies
COLMA BART Specfc Plan
ndustriat Leasin. ".Nerthbrdl•e!Groff
Presidio
Jerry Keyser/Tim Kelly
Jay Mancini
Janet Roche
Presidio Reuse Plan
NTC San Diego
Fort Ord
Hamilton AFB
Alameda Naval Supply, Alameda
Fort Ord, Monterey Studies
USCG Housing Market Study
Hewlett- Packard Fiscal Analysis
UCSF LRDP
Econ. Base Analysis Monterey Corridor
Bruce Carter & Jim Medanich
Mare Island Reuse
Del Monte Can
North American Refractory
Emle Swiger
Mike Cucka
Theresa Hughes
Hunter's Point
Econ.lmpact of Base Closure on Oakland
Trans.ortation Fehr Peers ° ^.. _ ^: <., <, •`, _ `.. "Thomson
Bill Burrell. Wilber Smith'' v
John Peers
Mare Island
Fort Ord Step Center
Palo Alto Cliywide Land Use/Trans.
Tracy Growth Management Plan
UCB LRDP
Colma BART Specific Plan
Robert Grandy
Luba Wyznyckyj
I-090/98th Interchange, Oakland
KORVE
Hunters Point Shipyard
Base Reuse Pilot Study, EBCRC
Mather AFB Reuse Plan
US Navy Broadway Plan EIR/EIS
SP Specific Plan. Sacramento
Port of Oakland Terminal
Linda Carpenter, Wilber Smith
Fort Ord
Hamilton AFB
Ford Ord Multlmod. Corridor
.PresIdlo with Jones &:Stokes
Alameda AreawIde Strategy Plan
Buildln •7E. al. ment ^.. 'Harris & Associates
&D.i
kit +Smite • Sasaki. '.
Building /Structures
Equipment
Gregory Brown
South San Francisco Corp Yard
South Bayside System Authority.. Cod
City or Berkeley Seismic Eval.
Water Study, USN Oakland
Treasure island Water System
Mare Island Reuse Plan
Northbridge Group
Mare Island
Del Monte Can
North American Rehacto
Paul LaClura
Chuck Sprlck
Steam System Alameda
UCSF Facilities System
Hangar 3 Electrical, Moffett NAS
Keller & Gannon
Hunters Point Naval Shipyard
Hayes Army Hospital
Science Based industrial Park - Taipei
Charlston Naval Complex, South Carolina'
Bergstrom Alr Base, Austin'
Rutherford & Chekene
Hanscomb Associates
Work System Design
Where 15 this experience ?i
Not with this office!
Civllllnfraasfracture ', Moffatt & Nlctiol
Relmer/PBO&D^
Ilct eel Polanskl,;Greiner En• ipeers
Civil Engineering
Utilities
Bob Battallo & Richard Domhelm
Alameda Ferry Terminal
Mare Island
Alameda NAS
Charleston, SC
Larkspur Ferry Terminal
Douglas Young, YEI Engineers
Alameda NAS
Mare Island
Waterfront Dev. Moffatt & Nichol
Bob Baltaltp & Richard Dornhelm
Alameda Ferry Terminal
Mare Island Reuse Plan
Alameda NAS
Charleston Naval Base Reuse
Larkspur Ferry Terminal
PBQ &D
Paul LaClura
Chuck Sprlck
Steam System Alameda
UCSF Facilities System
Hangar 3 Electrical, Moffett NAS
Paul Reimer
Fort Ord Reuse Planning
Hamilton AFB Competitive Acq.
Stead AFB Reno
Tracen USCG Housing
Moffatt & Nichol
Bob Battello$ Richard Dornholm
Alameda Ferry Terminal
Mare Island Reuse Plan
Alameda NAS
Charleston Naval Base Reuse
Larkspur Ferry Terminal
Skaggs Island Closure
Centerville Beach Closure
Harbor Bay Isle, Alameda
England AFB, Louisiana'
USAF Palmdale Ca.°
Oakland Arty Base
Douglas Young, YEI Engineers
Alameda NAS
Mare Island
Moffatt & Nichol
Bob Baltalio & Richard Dornhelm
Alameda Ferry Terminal
Mare Island Reuse Plan
Alameda NAS
Charleston Naval Base Reuse
Larkspur Ferry Terminal
Where is this experience 7.
Where Is this experience ?
Where is this experience?
Environmental" Baseline Enetronmestai."i
ESA..
Jell Greta. TPC
Wetlands
Port of Oakland Env. Services
Mare Island Reuse Plan
Zander Associates
Mare Island Reuse Plan
Fort Ord Bbl. Resource Planning
East County Area Plan, Alameda. Co.
David Full
Mission BAy, San Francisco
Oakland Akport EIR/EIS
City of Albany Waterfront Plan
Oakland Anny Base Assessment
Camp Roberts Envkonmenlal Man
Philip Williams & Associates Wetlands/Hydrology
Crissy Field
Naval Weapons Concord
USA Corps of Eng.
Sonoma Baytands Restoration
HARZA - Environmental Cleanup
Alameda NAS - 20 projects with NAS
Fort Ord Reuse Study
John Zentner, Zentner & Zentner
Wetlands Studies In Contra Costa Co.,
Sacramento, Fairfield, Petaluma, Malibu, Vall to
Lamphter & Associates
Marina Village EIR
BAy Fram Island Bicycle Bridge
Alameda Bureau of Electricity
Dean Macris
Jay Mancini
Donald Ballantl - Air Quality
Charles M. Salter - Noise
Rutherford & Chekene
Alameda Neu.xc and Redeyel.pmenl .Imhoray
croeS msr49r
PAGE 7
ALAMEDA REUSE PLAN
PROPOSAL EVALUATION CRITERIA
1. Approach & Work Plan
Work Plan meets Scope of Services
Detail and Clarity
Special Problems Identified & Recommended Approach
Unique Approaches to save time and money
Completeness of Proposal
2. Project Management Capabilities of Lead Firm
Experience managing large scale project
Experience of project manager
Financial History
Age of Firm
Ability to meet deadlines and budget
Quality control Approach
Supervision and Management Strategy
Strategy for Integration of work of others
3. Firm and Team Capabilities/Experience
Government Project Experience
Knowledge of Laws (Federal and State)
Qualification of team Members and staff
Professional Training, achievements and experience
of project manager and staff engaged in the project
experience of assigned staff
Size and Depth of Firm
Diversity of Team
Overall Project Experience
Large Projects
Similar Projects (Base Closure)
Redevelopment Projects
General Plans
Utility Improvement Plans
4. Community Outreach & Public Participation
Public Outreach Approach
Integration of Public Participation in Process
Experience with Public Participation
Strategy of Integration of Public Comments
15 pts.
15 pts.
15 pts.
10 pts.
Alameda Reuse and Redevelopment Authority Page 1
June 9, 1994
a
5. WBE/MBE Compliance 10 pts.
WBE/MBE Participation on team
6. Project Costs
Rates
Completeness of Cost Breakdown
Overall Project Cost Estimates
Special Pricing Considerations
Overhead Limits
Cap Limits
Time Limits
Negotiated Fees
7. Current Workload
Number and size of existing projects
Status of existing projects (completion timetables)
Status of assigned personnel
Work load of assigned personnel
8. Proximity to Alameda Office
Location (Proximity to Alameda NAS)
Communication Strategy
Response Time
On-site management Capability
Travel Expenses
9. Proposed Schedule
Ability to meet required deadlines
(Jan 1, 1996)
Strategy to Meet Deadlines
Realistic Review Schedule
10. BONUS POINTS
Unique/innovative Approach or ideas
Understanding of Planning Problems
Other unique contributions/factors
Exceptional ability or experience
TOTAL
Alameda Reuse and Redevelopment Authority
June 9, 1994
Criteria/6-9-94
10 pts.
5 pts.
5 pts.
5 pts.
10 pts.
100 pts.
Page 2
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